All organizations have to undergo some form of change. Change is usually structural and cultural in nature. When an organization undergoes structural change, it changes its management style and governance type. Some organizations also consider going from centralized to the decentralized structure. Then cultural change also takes place in organizations where the employees are asked to follow different values and change the way they think and act for the organizations. An example of cultural change could be a shift of a company from a traditional or conventional form of management to rational and innovative one. The organizational culture then becomes rapid and innovative in nature.
Katherine Schmidt has been thinking how to bring organizational change in the way Food Banks Canada has been operating. It was some five years ago that some changes were significantly made in the company as governance was changed and new strategies were implemented. Several steps could be implemented by the management to ensure that the organization fulfills its purpose and continues to retain its image (Cawsey, Deszca & Ingols, 2011).
The purpose of Food Bank Canada is to ensure that people who are living below poverty line are given basic food so that they can at least not sleep hungry. The issue was that organization’s aim was to eradicate poverty but this has not been the case really. Partners of Foods Bank Canada can also help it in a number of ways such as by providing financial assistance or launching programs such as hunger awareness. Another way to bring change and betterment in its performance is that the Food Banks Canada can actually calculate the monetary value of each food donation made and then use it as a powerful marketing tool. This tool would generate the value of food distributed to the poor. By making use of this way, the organization can certainly get rid of the dilemma on organizational change.
Reference
Cawsey, T. F., Deszca, G., & Ingols, C. (2011). Organizational change: An action-oriented toolkit (Vol. 2). Sage.
