Relevance of Organisational Change Models Essay

Relevance of Organisational Change Models - screen ExampleThe wide and easy access to stores of information, both external and internal has made it easier to organize tasks and to set up roles. (Lippit. R 1958)However, the fast-paced ongoing change means that face now have the added task of be after and tackling issues that will be affected by the change in the future. Some of the issues can be relate to the personnel of an brass section or with the administration itself. Organizations now need to have a proactive and interoperable attitude and prepare for future change.If the organization does not prepare itself for the times to come and does not lodge its working to the changing environment in advance, it will run the risk of facing closure and losing its customers and profits. By envisaging the impact of the changes on the organization in the times to come and responding to it appropriately, the organization minimizes its chances of facing serious problems.Moreover, an org anization by some change of leadership, customers, and environment feels the need of bringing appropriate change into the organization. An organization through a series of tempos can find out the nature of the required change, gauge how it is presumable to affect the organization and adjust its functions and work systematically. Firstly, to initiate a planned change process, the organization has to tie in itself with entering and contracting. This step enables the managers to envision the further steps in the planned change process and it assists them in deciding whether a planned change is what they actually need for the organization and how to allocate resources to facilitate the change. This step involves the gathering of ideas and suggestions and to formulate a plan of putting them into use. Opportunities and threats facing the organization are analyzed and interchange is held between the various members of the organization. Then, the organization moves towards contracting or drawing up a formal intellect for the planned change process. The second stage, diagnosing, revolves around the identifying of problems and their causes and after effects to get a better spirit of the organizations standing and its components. It is considered to be one of the most important activities in the planned change process as it deals with understanding the organization, analyzing what it needs and informing the managers and different members of the organization about its problems and positive attributes. This step is made compound by the analysis of three kinds of problems to the organization. The first type of problem is the collective problems faced by the organization, the other concerns group level problems and the last is concerned with problems affecting individuals in the organization. The analysis can be do by organizational meetings, charts, market research or through interviews. The planning and implementing of change come next, where the members of the o rganization collectively plan and try to execute organizational development interventions. The interventions are designed to assist in the improvement of the organization. These interventions depend upon an organizations willingness to change and its current capacity to welcome change, its culture and power distributions, and the agents skills.