Change of Organizations.edited

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1 Changes of Organizations Changes in an organization involve restructuring a significant component, including but not limited to culture, infrastructure, internal processes, technology, and the entire operations. Organizational changes are essential because they address the new demands and the evolving, fast-paced business industry (Baker, 2022). According to research conducted by KPMG Global Transformation study on changes in organizations, the results showed that most companies are aware of organizational changes, with up to 96 percent of organizations undergoing a major change (Baker, 2022). The main goal of the changes was to create a sustainable and valuable organization based on market trends and clients' demands. Change of organizations is also important as it addresses the various obstacles and hurdles that they may face in their line of duty, and therefore, the changes are a shield and insurance on how to handle the obstacles effectively without affecting the normal operations of the organization (Baker, 2022). There are various obstacles that range from internal to external factors, each having a major impact on how the organization operates and determine the effectiveness of their operations. This paper will discuss changes in organizations as a concept in business and management and it’s essence in the highly competitive business field (Baker, 2022). In addition, the discussion will also include biblical perspectives to offer insights into the biblical interpretation and understanding of changes in organizations. Over time, organizations have modified their structural models in response to various opportunities and challenges. The conventional system of hierarchy that was prevalent at the beginning of the twentieth century led to the development of smaller cost-effective structures and matrices in companies as a response to changing market conditions and the need for adaptability. Because it made it possible for businesses to create networked structures, it was a significant

2 accomplishment for corporations (Burke, 2023). Important turning points in the evolution of organizational change have influenced current practices (Deszca et al., 2019). For instance, in order to support mass production, organizational changes were required during the Industrial Revolution. Management ideas changed as a result of the Hawthorne experiments conducted in the 1920s, which emphasized the role that human variables have in organizational production. These benchmarks demonstrate how organizational transformation is recurrent and influenced by both internal and external variables. Organizational methods were profoundly affected by Frederick Taylor's scientific leadership concepts, which placed a strong emphasis on efficiency and standardization. Human relations theories were created as a result of the shortcomings of this approach becoming apparent. Through his research, Elton Mayo challenged the inflexibilities of Taylorism and highlighted the significance of social variables in the workplace (Deszca et al., 2019). During the last part of the twentieth century, firms had to review their organizational structures due to the rapid improvements in technology and the emergence of globalization. As large corporations arose, they needed flexible organizational structures to handle a range of markets. The digital era accentuated the need for enterprises to be inventive and flexible by quickening the speed of change. Organizational change from a historical perspective emphasizes how constant it is. The organizations that were able to modify their methods and organizational structures in order to conform to the changing business environment prospered (Deszca et al., 2019). This historical journey reveals the recurrent nature of organizational growth, thereby educating society leaders about the necessity of accepting changes in corporations as a constant and necessary endeavor. The efficiency of a corporation is determined by the external variables surrounding the organization. Baker (2022) highlights that external variables are a significant catalyst leading to

3 organizational change. The external factors include Globalization, market trends, and technological advancements all having the ability to determine the growth or downfall of an organization. In order for a firm to stay competitive, rapid advancements in technology necessitate the urgency for these organizations to embrace digital transformation as a strategy, and this ultimately leads to changes in the organization (Burke, 2023). Due to the need to adapt to a variety of markets, operational methods and frameworks must, therefore, be altered to meet the global demands. Additionally, an important element for changes in organization is the available Internal factors. They include organizational cultures, employee dynamics, leadership changes, etc., each having the ability to shape the structure of the organization. According to Baker (2022), the driving force behind change initiatives is leadership. Proficient executives understand that their organizations must adapt positively to help them manage the process of change. The need for change is also fueled by internal factors like shifting expectations and worker demographics. Change initiatives can be aided or hindered by an organization's deeply embedded values and traditions or organizational culture. Leadership is an important factor in tackling both internal and external factors affecting an organization (Baker, 2022). Baker emphasizes how the connections between internal and external factors can be used as an asset through leadership (Baker, 2022). Putting this in perspective, internal elements like commitment from executives and staff buy-in may be necessary for the successful implementation of structural changes because of their connection to the external market factors. Baker (2022) argues that the notion that organizations are part of intricate ecosystems and that successful change management techniques should be taken into account and, therefore manage both internal and external factors that affect changes in organizations.

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4 Ovington (2023) discussed five different types of changes in organizations, including structural, cultural, procedural, product, and strategic changes. Structural Changes are a basic kind of change in organizations that involves making changes to the organizational structure. The changes can be implemented in the form of rearranging departments, changing the reporting structure, or having a new system of hierarchy. According to Ovington (2023), factors such as mergers, changes in corporate goals, or the demand for increased efficiency are all major reasons for structural changes. Furthermore, Procedural changes involve changing the organization’s operations and processes. This can be implemented in the form of simplifying current processes, introducing more effective work practices, or introducing new technologies. Advances in technology also play a major role in the need for increased efficiency and productivity. These factors are considered the driving forces for changes in the set procedures for various organizations. Cultural changes are another form of change in organizations that emphasizes the significance of cultural changes in an organization, especially to meet consumer demand. The fact that it follows a standard value of norms and values, organizational culture has the ability to either strongly affect the success or downfall of an organization. Establishing a culture of creativity, flexibility, and ongoing improvement is essential for negotiating difficult business environments (Ovington, 2023). The other change is in product changes. Modifications to the goods or services that a company provides are recognized as another essential kind of organizational change when considering market demands and the high levels of competition. Ovington (2023) emphasizes that an organization’s ability to remain viable depends on its ability to modify its goods and services in response to shifting consumer needs. Organizations can become proactive by embracing Innovation, development, research, and a deep comprehension of consumer preferences. This goes a long way in market awareness and promoting consumer-

5 oriented goods. The final type of organizational change is a strategic change. It involves modifications to the organization’s business course, objectives, and operations. Ovington (2023) states that there are external factors that lead to strategic changes. They include market trends, competition, or geopolitical events et cetera. The available option is therefore to reinvent in terms of business strategies adopted to promote efficiency and productivity of the organization (Ovington, 2023) Changes in organizations are at times met with resistance and obstacles that make it difficult to conduct operations normally. The main obstacle in the face of organizational change is employee resistance. When employees show reluctance to effect changes in an organization, it becomes difficult to make considerable progress; instead, it leads to loss of time, opportunities, and investments. The employees could show reluctance as a result of being nervous about the unknowns that come with new procedures, innovations in technology, or changes in the organization. Effective communication, involvement, and fostering a feeling of shared responsibility in the change process are necessary when making considerable changes moving forward (Lewis, 2019). Another challenge comes because of the culture adopted by the organization. The efforts made to implement changes may be advanced or hindered by the current cultural heritage and values of the organization. A strong cultural barrier that prevents people from deviating from the norm could be a major problem because of the diverse nature of employees available in organizations. It is imperative for leaders to evaluate their cultural valuations and execute methods for change that either complement or successfully accept the different cultural heritages in their organization. Another challenge is the transitions in leadership. This is marked by uncertainties and disturbances to the established routines normally occuring as a result of changes in leadership transition. Employees may be aggrieved by the

6 changes and might not accept new tactics or leadership philosophies. To reduce resistance during leadership changes, the leaders must adopt open communication creating a form of trust between the executive and the employees (Lewis, 2019). To promote success in the changes of organization, there are various strategies that can be adopted that encourage the growth and success of the organization. First, there is adoption of Stakeholder engagement and leadership. Effective leadership is essential to the success of any changes in an organization. Leaders need to be vocal supporters of the change and set an example by living up to its values and promoting unity and awareness among their employees for a smooth transition (Cheng, 2019). The strategy includes inclusion of important parties in the reform process at different points helps to create collaboration of support and awareness. Another part is by Involving stakeholders, it fosters a sense of mutual responsibility and unites differing viewpoints behind the main objectives of the changes in the organization (Cheng, 2019). Another strategy is investing in Training and Development Programs. It’s critical to provide staff members with the abilities and information they need to adjust to new procedures or technological advancements (Cheng, 2019). Thorough training curricula ought to be customized to meet the unique requirements of various staff groupings. Investments in staff development increases productivity while lowering resistance and boosting confidence in staff members thereby reducing risks of resistance by promoting unity. Another key strategy is being flexible and adaptable to the various circumstances affecting the organization (Cheng, 2019). Given the possibilities of unforeseen circumstances affecting organizatios, flexibility and adaptation are essential for effective change management by absorbing shocks and mitigating negative risks. Additionally, it is imperative to integrate with organizational cultures. Strategies for change should be in collaboration with the culture of the organization as well as making appropriate

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7 adjustments in the organization. Apt leaders who understand how culture shapes behavior and attitudes can take advantage of the available cultural assets to instigate changes smoothly and effectively. If the cultural changes are required, it is important to create a culture freindlyenvironment that supports the intended changes can be facilitated by using a gradual and inclusive approach (Cheng, 2019). Furthermore, monitoring and constant taking of feedback is an important strategy to enhance changes in organizations. To evaluate the effects of change initiatives, regular oversight and input systems are necessary (Cheng, 2019). This enables leaders to see new issues early on and make the required corrections. A feedback-considering iterative process makes sure the organization adapts to changing dynamics. Biblically, leaders are given by God and they are meant to honor God in their endeavours as their mandate. In an organization, leadership is the pivotal point that ensures changes can be made effectively without bias and discrimination. By being just, fair, and considerate, leaders honor God’s commands and work by his will to ensure the organization is in sync with ethical and moral principles. In 1st Timothy 5:17 Paul says Let the elders that rule we’ll be counted worthy of double honor, especially they who labor in the word and doctrine. This is a proof that God values his leaders and the rewards are always seen thriughThe successful endeavours made in the organization. It is, therefore, important for leaders to make changes in organizations that honor God and promote his will for abundant rewards. In conclusion, The process of navigating the complexities of organizational change emphasizes how dynamic it is. Successful change management is both an art and a science, requiring historical perspectives, comprehension of causes, recognition of opposition, and implementation of strategic objectives. Obstacles originating from staff opposition and company culture demand tactical methods based on strong leadership, adaptability, and communication. The sorts of

8 change that have been defined, ranging from structural through strategic, provide leaders with a thorough framework for managing the intricacies of transformation. The key to success is accepting ongoing assessment and development. Sustained growth, creativity, and resilience in businesses are contingent upon a comprehensive and flexible approach to change management, given the constantly changing both internal and external landscapes they encounter.

9 Reference Ovington, T. (2023, December 13). Organizational change: Do you know all 5 types? WalkMe Blog. https://www.walkme.com/blog/5-types-of-organizational-change/ Lewis, L. (2019). Organizational change: Creating change through strategic communication. John Wiley & Sons. Deszca, G., Ingols, C., & Cawsey, T. F. (2019). Organizational change: An action-oriented toolkit. Sage Publications. Burke, W. W. (2023). Organization change: Theory and practice. Sage publications. Ray, V. (2019). A theory of racialized organizations. American Sociological Review, 84(1), 26- 53. Cheng, C. Y. (2019). China’s economic development: growth and structural change. Routledge. Baker, C. (2022, December 16). What is Organizational Change, and Why Does it Matter? Leaders.com. https://leaders.com/articles/leadership/organizational-change/

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