Managing Change in Organizations

Paper Summary:

This paper discusses the history of management as well as management theories and the elements that function as the background to organizational change. Organizations undergo various forms of change, planned, unplanned, and dictated by the economy. The writer categorizes the short and long-term effects of three major forms of organizational development and describes some popular models used by companies to develop change systems. The writer then provides two examples of change systems based on the two major marketing strategies, pull and push strategy. The paper concludes that companies need to be aware of changes occurring at both micro and macroeconomic levels and possess adaptable employees committed to their organization's development in order for the change systems to be properly implemented and produce the desired results. This paper includes a table and a figure.

Outline:
The Evolution of Management Practices
Background to Change of Current Organizations
Background to Change of Current Economy
Bureaucratic Organizations
Forms of Organizational Development
Change Systems

From the Paper:

"In order for a change system to function, it has to be properly designed and modelled. "System modelling is a technique to express, visualise, analyse and transform the architecture of a system." It generally includes drawings, diagrams or any other visual features that might ease the understanding of the system. Change systems are complex models which cannot be universally valid. As such, they have to be independently created to fit the unique features of the company or the sector on which they will be implemented. Subsystems are branches of the entire model which also must be designed to fit the particular features. Potential subsystems for a change system could include the changes upon employees, upon consumers, their behaviour or upon the company's divisional and functional structures."

Sample of Sources Used:

• Allen, G., 1998, Management History, Dallas County Community College District, http://ollie.dcccd.edu/MGMT1374/book_contents/1overview/management_history/mgmt_history.htm, last accessed on November 7, 2007
• Allen, G., 1998, Organizing Process, Dallas TeleCollege, Dallas County Community College District, http://ollie.dcccd.edu/mgmt1374/book_contents/3organizing/org_process/org_process.htm, last accessed on November 7, 2007
• Ayadurai, S., Sohail, S.M., The Effect of Environmental Turbulence on Entrepreneurial Behavior and Performance of Multinational Subsidiaries in Malaysia, Binary University College for Management and Entrepreneurship, http://66.102.9.104/search?q=cache:hxhMT8auxawJ:www.binary.edu.my/research/enviroment.pdf+Environmental+turbulence&hl=en&ct=clnk&cd=4&client=firefox-a, last accessed on November 7, 2007
• Burnes, B. Managing Change: A Strategic Approach to Organisational Dynamics, 4th ed (Pearson 2004) ISBN: 0273683365
• Johannsen, M., Five Phases of the Organizational Life Cycle, Legacee, http://www.legacee.com/FastGrowth/OrgLifeCycle.html, last accessed on November 7, 2007

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