In A Four To Five Page Paper Excluding Title And References

In A Four To Five Page Paper Excluding The Title And References Pa

In a four- to-five-page paper (excluding the title and references page), address organizational processes and change. Using the five steps in the organizational process found on page 200 in the text, do the following: When considering the concept of authority in organizational management, please evaluate how authority influences and fosters change in an organization. Include an explanation for why people resist change and what managers can do to overcome the resistance. Provide at least one example of an organization that went through a significant change. Assess how that change impacted the organizational culture (if at all).

Paper For Above instruction

Organizational processes and change are fundamental aspects of management that significantly influence the effectiveness and adaptability of organizations. Applying the five steps in the organizational process, as outlined on page 200 of the referenced textbook, provides a structured approach to understanding how organizations evolve and implement change effectively. This essay critically examines the role of authority in facilitating organizational change, explores reasons behind resistance to change, suggests strategies for overcoming resistance, and analyzes a real-world example to illustrate these concepts.

The Five Steps in the Organizational Process

The five steps in organizational processes typically include goal setting, designing organizational structure, implementing systems and procedures, motivating individuals, and evaluating organizational performance. These steps form a cyclical framework that guides organizations in adapting to environmental changes and pursuing strategic objectives (Daft, 2018). By systematically following these steps, organizations can manage change in a controlled manner that aligns with their culture and long-term vision.

Authority and Its Role in Fostering Change

Authority within an organization refers to the legitimate power assigned to individuals or groups to make decisions and direct resources. It can be derived from formal position, expertise, or pervasive influence (McGregor, 1960). Authority plays a crucial role in fostering change because it enables managers to implement new policies, reallocate resources, and motivate employees toward common goals.

When managerial authority is exercised effectively, it can act as a catalyst for change. Leaders with legitimate authority can establish a vision for change, communicate it clearly, and set expectations that align with organizational strategies (Kotter, 1997). Authority also provides the power to overcome bureaucratic obstacles and resistance, ensuring that change initiatives are executed efficiently.

However, authority must be exercised judiciously. Overly authoritarian approaches may stifle innovation or breed resentment, while participative authority can harness employee insights and promote buy-in. Democratic leaders who leverage their authority to involve employees in decision-making tend to foster a culture of trust and openness, which is conducive to change (Lunenburg, 2010).

Why People Resist Change

Resistance to change is a common phenomenon rooted in various psychological and organizational factors. Individuals tend to resist change due to fear of the unknown, perceived threats to job security, loss of established routines, or skepticism about the benefits of change (Oreg, 2006). Organizationally, resistance can also stem from cultural inertia, conflicting interests, or inadequate communication.

According to Lewin's Change Model, resistance is a natural response during the "unfreezing" stage, where individuals need to accept that change is necessary (Lewin, 1947). Resistance manifests in passive resistance, active opposition, or outright sabotage if individuals feel that their concerns are ignored or that the change threatens their status or comfort.

Strategies for Managers to Overcome Resistance

To overcome resistance, managers should adopt strategies that foster participation, communicate transparently, and involve employees early in the change process (Carnall, 2007). Effective communication reduces uncertainty and dispels misconceptions. Training and support can enhance employees' confidence in their ability to adapt. Leaders should also recognize and address individual concerns, providing incentives for embracing change.

Building a culture that values continuous improvement and flexibility can also mitigate resistance. Providing opportunities for employees to contribute ideas and feel a sense of ownership in the change process increases buy-in and reduces opposition (Appelbaum et al., 2012).

Example of Organizational Change

One notable example is IBM's transformation in the early 1990s under CEO Lou Gerstner. Faced with declining market share and outdated business models, IBM initiated a comprehensive organizational change that shifted its focus from hardware manufacturing to being a services and solutions-oriented company.

This transformational change involved restructuring internal processes, redefining organizational culture, and developing new competencies. Gerstner's leadership emphasized open communication, employee involvement, and a clear vision of the new strategy. The change was initially met with resistance, but through persistent efforts, IBM successfully transitioned its organizational culture to embrace innovation and customer-centric values.

Impact on Organizational Culture

The cultural shift at IBM was profound. The company moved from a hierarchical, siloed culture to a more collaborative and customer-focused environment. This cultural change was essential for aligning employees' behaviors with the new strategic direction. The new culture fostered innovation, agility, and greater accountability, ultimately positioning IBM for sustainable growth in the digital age (Hamel, 2000).

In conclusion, authority significantly influences organizational change by enabling leaders to implement new initiatives effectively. Overcoming resistance requires strategic communication, participation, and cultural adjustments. Real-world examples like IBM's transformation underscore the importance of aligning organizational culture with change initiatives to ensure lasting success.

References

• Appelbaum, S. H., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the future: Revisiting Kotter’s 8-step change model. Journal of Management Development, 31(8), 764-782.
• Carnall, P. (2007). Managing Change in Organizations. SAGE Publications.
• Daft, R. L. (2018). Organization Theory and Design. Cengage Learning.
• Hamel, G. (2000). Leading the revolution. Harvard Business Review, 78(2), 53-65.
• Kotter, J. P. (1997). Leading Change. Harvard Business School Press.
• Lewin, K. (1947). Frontiers in group dynamics. Human Relations, 1(2), 5–41.
• Lunenburg, F. C. (2010). Mechanisms of organizational change. National Forum of Educational Administration and Supervision Journal, 27(4), 1-9.
• McGregor, D. (1960). The Human Side of Enterprise. McGraw-Hill.
• Oreg, S. (2006). Personality, context, and resistance to organizational change. European Journal of Work and Organizational Psychology, 15(1), 73-89.