Paper Summary:

In this article the writer discusses that the only thing constant is change and that this also holds true for business organizations. The writer notes that organizations choose to change for many reasons. The writer also points out that there are different types of organizational cultures that play a large part in determining the types of change that a company implements. The writer also maintains that resistance to change is a normal phenomenon arising out of the fear of the unknown. This article presents an overview of change management process.

Outline:
Elements for successful change:
Introduction
Organisational Change
Organisation Culture
Resistance to change
Implementing Change process
Conclusion

From the Paper:

"Organisational change is a necessary as it ensures the continuing development and renewing of a firm in order to keep up with changing dynamics of business environment. Companies decide to change in response to new technology and materials, the changing needs and wants of customers, economic changes, political changes and the introduction of new government policies, and the publics changing interests in cultural activities. Apart from these external factors, there are also internal factors such as; innovations in the product design and manufacturing, new senior managers with new ideas, low staff morale leading to poor performance, stress and high staff turnover, with unsatisfactory skill levels that suggests more training is required. Change is a natural progression and should be seen as a positive move for an organisation."

Sample of Sources Used:

• Brooks, I (2003) Organisational Behavior: Individuals, Groups and Organisation, London, Pearson Education Limited
• Buchanan, D & Huczynski, A (2004), Organizational Behavior: An Introductory Text', London, Prentice Hall
• Coffey, R.E., Cook, C. W. & Hunsaker, P. L. (1997), Management and Organizational Behavior 2nd.ed. The McGraw-Hill Companies, Inc.
• Handy, C (1993) 'Understanding Organizations', London, Penguin Books
• Kotter, John P, Dan S. Cohen (2002), The heart of change: real-life stories of how people change their organizations, Harvard Business School Press.

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