Organizational change and development go hand in hand. Organizational occur as a result of an event, structural change, development of the business or simply there is a desire for change to meet the environment requirements. Organizational change initiatives are usually from within and companies are successful if they realize it beforehand. Since management processes and structure change usually entail in organizational change, many companies tend to resist changing. Some do because they consider change as a threat to their current position; others think it is too costly; and while others still consider the change management programs are usually risky that might or might not achieve the desired results. Change processes therefore have to be integrative and have to take into account of cultural, strategic, planning, roles and design of management aspects. Then will only the organization would be able to achieve the desired performance management level.
[...] Gray, C. F. and Larson, E.W Project management: The management process. Boston, Irwin McGraw-Hill. Grinyer, P.H., and J.C. Spender Turnaround: Managerial Recipes. London: Blackwell. Gunasekara, C Project-Based Workplace Learning: A Case Study. SAM Advanced Management Journal. Volume: 68. Issue: 1. p.37+ Harzing, A. & Hofstede, G Planned Change in Organizations: The Influence of National Culture. Research in the Sociology of Organizations, 14: p. 297-340. Kimble, C. Accessed on 29-4-2005, MIS Case Study Notes - British Telecom. University of York. [...]
[...] Scholars are also of the opinion that "at the organizational level, it is important whether change slowly evolves (Grinyer and Spender 1979) or explodes on to the scene as a revolutionary transformation "(e.g., Bigelow 1982). In the case of BT it had been a gradual transformation from disengagement from the Post Office to privatization and then gradually to international operations. These are the outcomes of the change over a span of 10 years. Yet an analysis of the organization indicate that BT had a difficult time in transitioning from state own to private own organization. [...]
[...] Likewise managers who were experiencing change themselves would have better understand how they are to motivate and coach their staffs in respective departments and in performing efficiently to meet organizational objectives. Meeting organizational objectives meant that the company had to devise strategies that clearly set the objectives of the organization in terms of profit goals and performance goals. The measure of outcomes from the groups as well as in training how to achieve the goals would have better facilitate the managers to set tangible goals for their staffs and subsequently give them targets to achieve on a weekly, monthly or quarterly basis. [...]
[...] BT Management News Special Supplement, April Church, Allan H. & Warner W. Burke Practitioner Attitudes About the Field of Organization Development. In W. A. Pasmore and R.W. Woodman, editors, Research in Organizational Change and Development, Vol 1-46. Greenwich, CT: JAI Press. Fukuyama, F Trust: The Social Virtues and the Creation of Prosperity. New York: Free Press. Gray, B The FT500 “Number one in the UK directory - BT has regained its position as Britain's biggest company”., The Financial Times, London edition January 94, Page XLIII. [...]
[...] In the first case the target level change involve identification of groups and the organizational level that needs to be changed while in the latter case the positions and its nature are identified to be changed. The positions are usually task oriented and people oriented as it determines who is responsible for taking the change directives and lead the group through quality improvements and classification of new tasks that match organizational objectives (Lau and Ngo 2001). With the above in context, in 1990 the Chairman of BT announced change in organizational structure as well as the assignment of a committee responsible for carrying out the change. [...]
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