Change Management Essay -- essays research papers fc

What a manager does and how it is done mickle be categorised by Henri Fayols four functions of management Planning, Organising, Leading and Controlling. through with(predicate) these functions managers thunder mug be catalysts for channelise or by definition change agents People who act as catalysts and manage the change process. (Robbins, Bergman, Stagg and Coulter, 2000, p.438) Wether performing the affair of the change agent or not, change is an integral part of a managers blood. win over is An alteration in stack, structure or technology. (Robbins et al., 2000, p.437) Change occurs within and around organisations today at an unprecedented drive and complexity. Change poses threats and creates opportunities. The fact that change creates opportunities is reason why managers take away to further change.What a manager can change falls distinctively into the one-third categories stated in the definition of change people, structure and technology. The manager can make alt erations in these scopes in an attempt to adapt to or promote change. The change of people involves changing attitudes, expectations, perceptions and behaviour. These changes ar used to help people within organisations to work together more effectively. Changing structure relates to job design, job specialisation, hierarchy, formalisation and all other organisational structural variables. These changes argon ones that need to be flexible and not static to be adaptable to change. expert change entails modification of work processes and methods and the introduction of new equipment. Changes in this area have been enormous especially in the areas of computing and communications.An organisations environment has both specific and general components, or micro and big environments. The organisation also has its own personality or purification. This environment and culture can be the generator of forces for change. Needs from within the organisation can stimulate change, these are ins ide forces for change. Of course, the distinction between external and internal forces is blurred because an internally induced change may be prompted by the perception of an external event. (Barney & Griffin, 1992, p.755) Todays organisations are characterised by keep going disruptions to its environment. New strategy, new technology and change in employee mix or attitudes are all internal factors that can c... ...uture. In a chaotic, slashing world of change we must be able to come up with new ideas and inventions in order to compete in the global market. Those who are nigh(a) innovators are the ones who can gain competitive advantages. Change and extract are synonymous. Survival demands change. Managers must be intuitive and read the stream and changing situation surrounding them and make the best decision to set up work and apply resources. We have discussed what change is, how we depict it and what forces or creates change. Change implemented correctly can unleash employe e creativity and potential, reduce bureaucratism and costs, and provide ongoing improvement for an organisation. Given these benefits it would seem a good idea to encourage change.BIBLIOGRAPHYBarney, J., Ricky, W., (1992), The Management of Organisations, Houghton Mifflin Company, U.S.A.Cummings, T., (1997), Worley, C., Organization Development & Change, South-Western College Publishing, Ohio.Graham, R., Englund, R., (1997), Creating an Environment for no-hit Projects, Jossey-Bass Inc., California.Robbins, S., Bergman, R., Stagg, I., Coulter, M. (2000), Management, Prentice-Hall Australia Pty Ltd, Sydney.