Organizational Change A Literature Review Essay

Organizational Change A Literature Review - try out ExampleBeing an organism all organizations argon prone to transfigure in fact lurch is part of its nature. Organizations always seek to maximize growth as much as longevity, and in golf-club to ensure this growth and longevity a thriving organization must adjust in in tandem with the changing times. But withal as the organization seeks and adopts stirs it may benefit from in the long term, these switchs variably affect the lives and careers of the people who comprise it. For some the necessary adjustments are unsettling because they usually detract from the routines that organizational power have become accustomed to. Changes also tend to deviate from the longer-term expectations individuals have set for themselves under the conditions preceding to the change, thereby creating anxieties and uncertainties that challenge the employees trust in his organization. Similar problems arise with respect to the organizations other s takeholders which tend to threaten the successful toleration of the change.The literature review explores the complex issues that attend the adoption of change in organizations. Repercussions pertaining to the organization itself as well as its stakeholders shall be examined, and insights which shall be gathered from the riches of academic literature on organizational change shall be integrated to support a promotional material of future studies. Drivers of organizational change There are three categories of forces which exert pressure for organizational change, consort to Tichy (1982, as cited by West everyplace, 2010, p. 46), namely technical, political, and cultural forces. Technical forces refers to imperatives for change created by changes in technology and economic conditions in the environment, including the development of advance equipment, changing interest rates and increase in competition. Political forces pertains to pressures for change brought about by issues assoc iated with power, influence, and resource allocation these include issues of who holds authority, who are rewarded, and who are empowered to decide how rewards and resources are allocated. Finally, cultural forces refers to those pressures urging change as a result of a shift in the incarnate values and beliefs of people, that is, the demographic composition and cultural diversity of the labor pool and societal values (Westover, 2010). The change agent (typically the human resources professional in an organizational setting) will perform a vital role, depict in the subsequent discussion below, in bringing together both management and employees to effectively administer these pressures by fostering effective change strategies. Numerous drivers of organizational change have been identified over the decades, but there has been a confluence of studies which incline towards some commonly cited factors. In a theory-building stack of academic studies, Whelan-Berry and Somerville (2010) have determined these to be (1) the acceptance of a change vision (2) leaders change related activities (3) change related communication (4) change related training (5) change related employee booking (6) aligned human resources practices and (7) aligned organization structure and control processes (p. 182) Organizational structure as son of a bitch and barrier to organizational change According to Hannan, Polos and Carroll (2003), there are four types of processes that delay and may even prevent organizational change. These are structural processes, that include the consequences of intricacy of the adopted change and the viscosity or sluggishness of response institutional processes