Organizational Change

Case Study # 111887

Business > Administration
Business > Companies
Business > Management

Describes an organizational structure simulation for the Synergetic Solutions company in which the writer participated.

1,094 words () | 6 sources | APA | 2005 United States

Paper Summary:

This paper discusses the writer's participation in an organizational structure simulation for the Synergetic Solutions company. The paper first explains that the simulation required Synergetic Solutions to make a dramatic operational and structural change due to the demands of the market, competition and a decreasing demand in the marketplace for their existing product. The paper then discusses the potential ethical ramifications of the change that the writer had to consider as the change agent in the simulation, as well as his decision to use action research as the change management strategy. The paper concludes with a discussion about what lessons were learned from the simulation.

From the Paper:

"In the simulation, Synergetic Solutions was forced to make a dramatic operational and structural change due to the demands of the market, competition and a decreasing demand in the marketplace for their existing product (computer refurbishing). Internal drivers for the change may have included a desire for additional revenue, company growth, personal drivers of the CEO, environmental pressure and others. "Companies in every industry are increasingly being challenged to build the capacity for change, not only in response to competitive and technological pressures but also in anticipation of those changes" (Kerber, 2005). Regardless of the drivers for the change, the change agent in the simulation was given a hefty financial goal along with the responsibility of effectively driving the requisite changes."

Sample of Sources Used:

Barnes, J. Think Positively (2005). Community Care, Feb. 10, p. 32.
Bencievenga, J. (2002). John Kotter on Leadership, Management and Change: An Interview with the Author of Leading Change and what Leaders Really do. School Administrator, Vol. 59, Iss. 2, p.36.
Chartered Management Institute (1999). Kurt Lewin: Change Management and Group Dynamics. Thinkers.
Kerber, K. & Buono, A.F. (2005). Rethinking Organizational Change: Reframing the Challenge of Change Management. Organization Development Journal, Vol. 23, Iss. 3; p.23.
Levasseur, R.E (2001). People Skills: Change Management Tools - Lewin's Change Model. Interfaces, Vol. 31, Iss. 4; p. 71.