INTRODUCTION

Planned and unplanned changes in an organization

The movement of different affairs from a particular state to another is known as organizational change. Environmental changes are the key changes that are required in an organization to divert the mode of operations. Changes within an organization within any aspect can be met with resistance, although different cultures tend to show different reactions. The transformation process of an organization and the psychology of the employees can be changed using various processes and steps. There are many forms of change in an organization. Changes in organizational structure, culture, work procedure, strategies and policies are among the primary changes that can take place in an organization. (Davis & Dolson., 2018).

MAIN FORCES OF CHANGE IN ORGANIZATION

There are primarily four main factors that can induce a change in an organization, namely globalization, technology, knowledge management and cross border collaboration.

Increasing demand for foreign-produced goods and services, enhanced demand of the products on a global basis in emerging markets are among the few reasons that re responsible for changes in the global outlook of an organization. Mutual dependence between nations is a part of the global changes that take place within an organization in today’s world. Recruitment, training and management procedures of a company are the key areas of transformation in the global outlook of a company. Formulation of operational and human resource strategies that can be implemented on a global basis marks the changes in the modes of operation of the particular organization. Although international standards can vary according to company structure and policies, the basic intrinsic nature of operation remains the same nowadays due to globalization. (Hanley & Beckelmen., 2018).

Technology is one change that can make our lives easier or can make it worse. Information exchange and facilitation of communication are the primary positive aspects of technological changes in an organization. The revolution of the internet has mainly facilitated the initiation of technological advancement in organizations. Management can be efficiently handled in companies that use technological advancements in the highest possible level. There is also an increase in competitive advantage in the market with the internet as advancement. Time and money can be saved by using modern technology by conducting business discussions and negotiations in real-time with the help of fast internet access. The technological modification can also achieve facilitation of organizational trade secrets and company policies and practices within the company. Products can also be developed within a few minutes with the help of modern instruments and gadgets. However, there are many risks associated with high-end technological advancements of an organization. Disclosures of company secrets and data, as well as leakage of confidential reports, are the potential risks associated with the technical usage (Burke 2017).

Management of knowledge can be a research and analytics-based change that is required for the organizations to get a clear picture of the consumer needs, preferences innovations in product and changes in consumer social attitudes. Problem-solving capabilities and solution-based interests are the main attributes of the knowledge management teams of an organization. A strong knowledge management team of an organization will result in competitive gains and advantage over many rival companies. Skills and intellect are the driving forces within the knowledge management teams of an organization (Cameron & Greene., 2019).

Effective management of global collaboration of organizations is an important aspect of knowledge-based management. Appropriate usage of technology and advancements can facilitate good communication between the company and its clients. The modes of communication can be classified as emails, social networking sites, and company specified blogs. It enhances the external and internal collaboration with the company and its stakeholders. A central source of information based tool can be used by organizations to maintain smooth cross border cooperation and interaction with the stakeholder’s of the company (Hosking & Anderson., 2018).

PRIMARY FORCE

Out of the key aspects that are responsible for the changes in the organization, the main force responsible for change can be termed as technological change, as it is the only type of change that can completely change the outlook of an organization. Technology can break a business as well as it has the sheer capability to break a business. Evolution of technology can invent new ideas and thoughts that can completely change the outlook of an organization (Bryson & JM., 2018).

PLANNED AND UNPLANNED CHANGES

There is a difference between planned and unplanned changes that can take place in an organization. The changes that a company makes due to external factors, which are unmanageable or uncontrollable by the organization, are termed as unplanned changes. Whereas, the changes that are driven by proper planning by the internal operational unit of the company for better growth and future development are termed as planned changes ( Bushe & GR ., 2018).

There are quite a few differential factors for planned and unplanned changes. Planned changes are intentional, and the results are also expected in this case. However, unplanned changes are spontaneous in nature and bring about unexpected results. Organizations are always ready to deal with the challenges and side effects associated with planned changes, but the results of unplanned changes can be very chaotic and unprecedented in nature. The source of the change is a vital aspect of the differential factor of both the changes. Conscious decisions made by the company management can result in planned changes, whereas, external factors like financial market fluctuations, political and demographic changes, weather changes can result in forced unplanned changes ( Corvelec et al., 2017). The process of dealing with planned and unplanned changes may vary with organizations. However, basic dealing strategies are the same. A list of solutions is always ready to address the planned changes in an organization. In the case of unplanned changes, the management has to improvise and implement new decisive solutions to address the unexpected changes (O’ Donovan & G., 2017).

CONCLUSION

It can be interpreted that management of organizational change, whether planned or unplanned, is one of the most required needs for an organization irrespective of the external or internal factors that are responsible for the changes. Adaptation of competitive challenges and transitions of operational ideas and methods are of topmost priority. The present state of business displays the need to develop a future course of action. It is of utmost importance to develop an action plan for successful management of change, whatever be the nature or source (Ibeme & NP., 2017).

REFERENCES

Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.

Burke, W. W. (2017). Organization change: Theory and practice. Sage publications.

Bushe, G. R., & Marshak, R. (2018). The dialogic mindset for generative change. The Change Handbook,

Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

Corvellec, H., & Eriksson-Zetterquist, U. (2017). Barbara czarniawska. Organizational change: fashions, institutions, and translations.

Davis, M. W., & Dolson, M. (2018). Managing organizational culture and design during succession. Journal of Practical Consulting, 6(1), 45-54.

Handley, N. R., Schuchter, L. M., & Bekelman, J. E. (2018). Best practices for reducing unplanned acute care for patients with cancer. Journal of oncology practice, 14(5), 306-313.

Hosking, D. M., & Anderson, N. (Eds.). (, 2018). Organizational change and innovation: Psychological perspectives and practices in Europe. Routledge.

Ibeme, N. P. (2017). Creating a Culture of Performance in Organizations through Organizational Change: An Empirical Study. Nigerian Journal of Management Sciences Vol, 6(1).

O’Donovan, G. (2017). Making Organizational Change Stick: How to create a culture of partnership between Project and Change Management. Routledge.

PLANNED AND UNPLANNED CHANGES IN AN ORGANIZATION

Pssst… we can write an original essay just for you.