| Organizations undergo
change due to external factors (technological advancements,
market expansion) or due to internal factors (change
in culture, amalgamation of departments) and it require
analyzing the behavioral implications that are related
to change inorder to sustain as well as manage the change
process. People make up an organization—not procedures.
An organization needs to inspire a learning culture
that also reinforces flexibility to assist all stakeholders
to adapt quickly in changing circumstances. It needs
to apply behavioral practices to set aside the possibility
of resistance to change. Only an organization that is
proactive has the inert ability to enjoy sustainable
long-term change without adversely affecting day-to-day
operations
Being responsible for 30% of an organization’s
culture makes company leader’s key determinants
of the culture. Companies with a positive constructive
culture are better equipped to adapt to changes. "As
leaders within the company change, the employees will
emulate their behavior on the new leaders', just as
each of them will not be the same.
As many successful companies with positive organizational
cultures groom their leaders from within, the new leader
is well-aware of the organizational culture and practices
it himself they are better equipped to continue to lead
consistent with that culture, to control the situation.
They have thrived under the previous leadership and
it has become a part of them, so the inevitable changes,
do not affect the strong foundations of the organizational
culture.
The organizational change required has some technical
aspects, which clearly call for careful planning, assignment
of resources and responsibilities, project management
of various component tasks, and monitoring progress.
Primarily, the changes required will affect people's
lives in tangible ways or psychologically. The change
therefore, affects the whole organization with the senior
management responsible for it. If organizations launch
into a change in a situation where the chances of success
are invariably low, it can prove to be immensely damaging.
The efforts devoted to creating the change are wasted,
leaving the organization worse off and the potential
benefits of the change process not realized. For this
very reason, it is critical to assess the capacity of
the organization to endure the change process. |
