Organizational Change

Paper Summary:

This paper discusses how change management implies the manner in which consumers are made to receive a new business process--and the technology that makes it possible. It goes on to explain how the management of the effort of change is crucial, and the importance of selecting the right consultant. In conclusion the author advocates that the most successful mode of making required changes is to detect the prevailing resistances towards change and to concentrate efforts on eradicating or reducing as much as possible.

From the Paper:

"Organizational changes is focused upon associating positive contact to create educating communities that foster the effort of changes and search for surpassing the hindrances. (Gayle, 1993) The management of the effort of change is crucial, since outside consultants would almost always be necessitated. Consultants are required to be selected on their prior relevant experience and their commitment to familiarize the process to cater to specific organizational requirements. While the consultants would not be valuable with original training of staff and TQM system design, management, employees and others are required to be actively associated in TQM accomplishment, probably after attaining training in change management that they can then move on to other employees. A cooperative association with the consultants and transparent responsibility demarcations and entrust of activities are required to be instituted. (Gummer; McCallion, 1995)"

Sample of Sources Used:

• Burrello, Kelly N. (n. d.) "Change Management: The Consultant's Role" Retrieved 14 October,
• 2007 from http://www.diversitydtg.com/articles/change-management.htm
• Davey, Neil G; Alderfer, Clayton P. (1972, Dec) "The External Consultant's Role in
• Organizational Change" Administrative Science Quarterly, vol. 17, no. 4, pp. 617-618.
• Gayle, Moller. (1993, Summer) "The Consultant as Organizational Change Agent" New

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