There are plenty of reasons why organizations tend to change whether it’s a small or large change, it is all possible. Factors in both internal and external environments can be seen as triggers to initiate change in organizations. Modified technologies, government regulations, industrial relation issues, competition, changed customer taste and cash flow issues are often reasons for organizational change. Additionally to that, there might be other reasons that could affect the managerial way of doing business in meaning of alter or enhance the process of growth of the organization. Any changes that are undertaken aim to improve the performance “[…] in terms of, for example, higher profits, better responsiveness to the market, and long-term competitive advantage.”
I Content
1. Introduction
2. Why do organizations change?
3. The Change agent
3.1 The negotiator
3.2 The nurturer
3.3 The teachers and learners
3.4 Curriculum developer
4. Change process
5. Trust relations
6. Resistance to organizational change
6.1 Demonizing approach
6.2 Celebrating approach
6.3 Challenges
6.4 Power-resistance relation and change
7. Forms of change
7.1 Episodic form of change
7.2 Continuous form of change
7.2.1 Change as disintegrative
7.2.2 Change as dynamic
7.2.3 Change process as endogenous
7.2.4 Change processes as asymmetric
8. Power relation
8.1 Sources of social power
8.2 Expert power approach to change
8.3 Negotiation of power and change
9. Critical view of organizational change
10. Conclusion
II. Literature
- Quote paper
- Tobias Kook (Author), 2012, Why do organizations change?, Munich, GRIN Verlag, https://www.grin.com/document/211127
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