Organisations will often undergo various changes for the better of the organisation and its people, although the latter is not always the case. Depending on the situation an organisation will take upon many different options. These options will always see the restructuring of its people and how they are to work for the future.
In order for an organisation to better itself it sometimes needs to downsize in order to improve its efficiency. Due to most organisations taking on a western approach, the humanity aspect of business is quite often discarded. This means that an organisation fails to prioritise its staff as a high concern as the focus is orientated around shareholders. Due to this, downsizing is often taken on as an appropriate change even though challenges are faced with it such as retention of staff and cultural adjustment.

Technology is often seen to be a major impact to every organisation and thus it too influences change. Challenges often faced with technology is introducing new technology and trying to make it work with its operations. This includes the appropriate communication of how it will be used within the organisation and the choice of what technology is suitable.

For further financial gains an organisation might consider mergers and acquisitions when it feels as if it has exhausted all possible resources to produce results or simply can no longer wait for the growth it desires. Honest organisations that have been acquired will often admit this where as the latter prefer to say they have merged. Change challenges which often face mergers and acquisitions are: cost savings, cultural adjustment, balancing change and continuity and power structure. For most mergers and acquisitions the success rate is 20 – 30%. Quite often due to differences between the organisations they simply fail as the practices and differences are simply too great.

These types of change options can often be categorised as first order and second order. First order being incremental change which may involve adjustments in systems, processes or structures but it does not involve fundamental change in strategy, core values or corporate identity. Second order being: discontinuous change which is transformational, radical and fundamentally set in place to alter the organisation at its core.

Organisations will often take it upon themselves or due to various pressures to try out, various options for further gains and will often be quite experimental in their decision making processes. 

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