Effects of Change in an Organization

We hold on to the fact that change never ceases.A manufacturing company with a dwindling income
Economies rise and fall. Organizations andmay be experiencing a loss of product patronage
companies prosper and fail. Chief executiveby customers; hence, innovations on its products
officers and organizational presidents retire andshould be made with the use of the latest
are succeeded by others. Yet, what is common intechnology to meet customer specifications and
these examples is that change plays a part inneeds. Another one is by putting more emphasis
their eventual results. No matter what the speedon customer service. Without them, a company
of change is, organizations should be innovativedoesn’t have a market to sell its products.
enough to catch-up with the change within andEmployees should be required to attend seminars
without. Failing to do so would result in the demiseto let them gain more insight about how their
of its corporate or organizational life. As observedorganization moves in relation to the market as a
by John Kotter (1996, p. 161), the rate of changewhole. In this way, they would practice habits that
in the business world is not going to slow downconform to the vision and objectives of the
anytime soon. If anything, competition in mostcompany. Efforts should be made to let the
industries will probably speed up over the nextmembers of the organization more comfortable
two decades. Enterprises everywhere will bewith their surroundings and their peers; this would
presented with even more terrible hazards andresult in a more productive output for each one
wonderful opportunities driven by the globalizationand would encourage them to be more creative.
of the economy along with related technologicalOne aspect of culture that should be always
and social trends.maintained or reared within the organization is the
With the fast pace of change in the environmentspirit of teamwork. With teamwork,
the organizations are now facing or experiencing,“effective group functioning is enhanced when
laxity of managerial officers should be the leastmembers like and respect each other, understand
character they should have. Change does notothers’ perspectives and operating styles, can
happen all by its own within the corporation; thisresolve disagreements, and can communicate
needs the conceptualizing and implementation ofeffectively.” (Tushman and O’Reilly, p.116)
programs and strategies to push it into motion.When approaches and strategies to implement
These tasks are the responsibility of thesechange are applied to anchor into the culture, the
managers. Although some organizationsresults do not become readily apparent. Sufficient
implemented the change process according totime should be given to let the new behaviors and
plan, some still do not make it because they failattitudes “settle” in every member of the
to anchor new approaches to change in theorganization’s character while, at the same
corporate culture.time, discarding the old unwanted norms and
As Kotter enumerated, neglecting to anchorbehaviors. Tushman and O’Reilly (2002, p. 117)
changes firmly in the corporate culture is one ofagreed that the implementation of cultural change
the common errors change-implementers usuallyis also enhanced when groups share values and
commit. Changes in an organization should be feltcommon goals. A common vision, whether
and internalized by its member so that these willcorporate of lower level, can be powerful way to
be integrated into their daily tasks or activities andcoordinate people and involve them emotionally.
will become the new norm of the organization. ItThe organization’s members should be fully
is provided that “two factors are particularlyinformed and apprised of the situation and position
important in anchoring new approaches in anof the organization/corporation relative to the
organization’s culture. The first is a consciousmarket so that every task that they perform is
attempt to show people how specific behaviorsin harmony and conformity with the
and attitudes have helped improveorganization’s goals.
performance” and the second one is thatThe future of the organization depends not on
“anchoring change also requires that sufficientthe managerial officers alone but on all members,
time be taken to ensure that the next generationfrom the highest to the lowest levels, therefore
of management really does personify the neweach one should be given support and guidance as
approach." (John Kotter, p. 14)to why change is needed to be implemented,
A planned change within the organization carrieswhat are the short and long-term objectives, and
with it the specification of the kind of culture andhow these are to be implemented. Each one is
organization should eventually have. Hence, specificindispensable without the other.
behaviors and attitudes that the organizationalSources:
members should characterize are envisioned1) Kotter, John P. (1996), Leading Change. Boston,
during the early part of the planning stage. WithMassachusetts.
this, one can gain an insight what strategies shouldHarvard BusinessSchool Press, 1996.
be applied and employ what is termed as grafting2) Tushman, Michael L. & O’Reilly, Charles
new practices onto the old culture.III A.