Organizational change has become an essential requirement and concept to understand the complexity of the current world (Alharbi, Armstrong & Hoyland, 2016). Some theories have constituted to organizational change in the modern society. Therefore, by definition, organizational change can be taken as both a process under which any organization or business institution changes its structure, operational methods, strategies corporate culture and or technology in a bid to affect change within the organization (McGuinness, Morgan & Oxtoby, 2015). The above mentioned are therefore then put into place to realize a new organizational performance according to the set business standards and goals under the industrial strategies. Organizational change can at times be regarded as continuous or can occur for a pretty long time in the organization for a distinct period.
The study of organizational change has been referred to as an interdisciplinary issue. It is, therefore, interdisciplinary in nature and most cases draws from other relevant fields including that of psychology, sociology economics, political science, management, and economics. For most scholars, the unified theory that combines organizational change and its relevant reasons in a business change does not exist (Alharbi, Armstrong & Hoyland, 2016). This means that it ultimately depends on the organization that employs it and molds this trending management according to the desires of the institution. There are only theories that tend to explain this article is based on integrated facts that have been collected over an extended period in this case. An organization may go through a planned and unplanned organizational change in the business (McGuinness, Morgan & Oxtoby, 2015). These are the two types of regulatory changes that are realized in most cases in the management process. Planned regulatory changes may occur when the top management makes deliberate changes in their decision making. Unplanned changes always occur as a result occurrences that were unforeseen during the decision-making process by the Directorate.
For about six months, I had been working in the marketing department for a toy company in our town as a volunteer salesperson in the marketing department. The job was good, and a lot of accomplishments attributed to the department of marketing. After this period, the Human Resource manager met with the employees from the marketing department and informed people that the company was forced to lay off some workers from this department. This was a company-wide layoff. This is because the Human Resource Manager also met with the employees from other departments including production, packaging, and other departments within the organization.
A severance package was given to the employees who were laid off. This layoff was a huge change to the company, and this had occurred due to some factors. Due to the nature of this layoff, it was a planned organizational change, though the employees were not informed prior so that they could make earlier arrangements. In this regard, it is, therefore, clear that some both internal and external factors can affect organizational change. On this toy company, these factors are described in this paragraph. External forces may occur due to globalization, technology, workforce diversity and ethical behavior. This toy company consisted majorly of American employees. Due to the globalization of the economy the company was forced to work a way through which it could meet the customer demand while at the same time considering the low birth rate that is currently in the United States of America economy. This means that the population of the kids was reducing. The demand, therefore, would in turn also reduce as expected in the supply and demand curves. The diversified workforce has ever since brought change the company. The societal expectation on the ethical issues of this company also came into play during this time of the layoff. The company had to raise it ethical standards.
Therefore, a company has the responsibility of making sure the environment is not polluted during the production process (Alharbi, Armstrong & Hoyland, 2016). The toys that are currently being produced by the company are made of safe chemicals best suited for kids. Regarding technology, the company, production rate increased, and the capital required to pay the salaries was also introduced. One of the internal factors that led to the organizational change was people change. This was directed towards improving the employee performance during this period. These changes include attitudes, skills, and loyalty to the organization. These factors in most cases strive to ensure that manager-subordinate staff is improved. In the end, this leads to the realization of employee cohesion and increases employee sense of achievement.
The organizational change also suffers some changes during its time of effect. Not all staff were willing to change their stand and take the severance fee; some would even sue the company for the late repayment of the information. This is the fact that Armstrong and the other writers discuss in detail about this defiance (Alharbi, Armstrong & Hoyland, 2016). Proper strategies and structures should be employed to this effect to realize efficient change. Capital should be set aside to see the realization in the technological market. If this is not considered, the company performance would tremendously reduce to an extent of its failure. Current market trends should be known based on facts that are collected from the market itself (McGuinness, Morgan & Oxtoby, 2015).
Most organizations have incorporated changes in a way to ensure they keep up with the adjusting competition in the market trends and or technologies. Mergers, technological advancements, changing customer demands and restructuring are common in today’s environment of business. The structural changes including organizational hierarchy and chain command would affect a business performance in one way or another (Alharbi, Armstrong & Hoyland, 2016). The management during that time handled the organizational change in a manner that allowed proper coordination between various departments to ensure continued performance. This was realized in that particular year’s turnover and profit gain margin. Therefore, a company or an organization that is going through any transformation should ensure that the business strategies being applied in the major sections of the firm or industry are altered in a manner to realize maximum profit while keeping in mind the welfare of the employees and the surrounding at large.
References
McGuinness, T., Morgan, R. E., & Oxtoby, B. (2015). Organizational Change Capability: The Theoretical Construct and Its Operational Measurement. In Creating and Delivering Value in Marketing (pp. 106-106). Springer International Publishing.
Alharbi, A. M., Armstrong, S. J., & Hoyland, T. (2016). The Influence of Leader-Member Exchange on Resistance to Organisational Change. In Proceedings of the Eighth Saudi Students Conference in the UK (pp. 77-92).
