Management of Organizational Change Processes

By Ionescu, Vladimir-Codrin; Bolcas, Cristina | Manager, July 1, 2015 | Go to article overview

Management of Organizational Change Processes


Ionescu, Vladimir-Codrin, Bolcas, Cristina, Manager


1. Introduction

The vast and complex issues related to the organizational change and the change management processes within organizations is addressed in a significant number of studies, surveys and articles published in the specialized literature [1,4,5]. The competition advantage and the competitive advantage are determined decisively by the ability of managers and entrepreneurs to design and implement organizational change programs.

In this respect, it is essential that managers and entrepreneurs promote a proactive and flexible management, by means of which possible changes in the business environment may be detected and timely and effective strategies may be adopted. Most organizations are reactive, meaning that they limit themselves merely to reacting to the changes in the business environment.

In order to become sustainable, the organizations must show a proactive behavior in business and to turn to the so-called sliding planning, which involves revisions of certain objectives, rethinking of strategic options, reallocation of resources, adjusting time limits, depending on contextual evolutions registered in the economic, social, technological and managerial field.

In our view, organizations need to have well-grounded and functional strategies, policies and programs, with realistic targets, with resources allocated rationally and effectively according to the principle of ranking strategic priorities, with deadlines established clearly, yet which may be subject to redefinitions, adjustments and rearrangements depending on the opportunities that may arise in the business environment, new contexts, situations and rules requiring appropriate behaviors, attitudes and managerial decisions at organizational level.

It is recommended that organizations evaluate periodically their internal potential, doubled by profound analysis of business environment, with special reference to competition within activity frame. Thus, we consider necessary a major mutation to managers and entrepreneurs' mentality, meaning the understanding of the analysis and evaluation importance, which complexity vary depending on the extent and specific of organization's activities [7].

2. About organizational change

Change represents the essence of business development. The approach of change has become a key element as far as competitive advantages are concerned, because only by directing employees towards adopting rapid change, the organization can react to the market pressures before the context is modified [3].

It is important that organizations understand the meaning of change and tackle it as a source for improving processes and activities, so as to increase performance and competitiveness. From this perspective, William Redington Hewlett, co-founder of the famous Hewlett-Packard, stated: "Above anything, consider change inevitable, do not try to oppose it. Always be ready for a 180° turn when you discover a new and promising direction".

Organizational change may involve, for example, redefining the company's mission and, consequently, reconsidering strategic, functional, operational and individual objectives. Thus, the redefinition of the mission means changes in the variables that define it, namely the activity profile, products and services provided, as well as the customer segments toward which the organization is oriented. Therefore, the organization may propose itself to achieve in the future a new product, to provide a new service that may bring competitive advantages by reference to its competitors, to enter a new market or to reposition itself within an existing market.

Redefining the mission in accordance with the changes in the business environment is a projection of the managers' strategic vision on future activity.

The opportunity to redefine the mission of the organization is determined by the ability of managers to notify mutations occurring in the environment.

Organizational change may also involve the introduction of a new manufacturing or information technology having as its effect the improvement of the processes within the organization and, implicitly, the results of these processes (products and services), improving the performance evaluation system, redesigning the organizational structure (reconfigurations jobs and positions, development of certain departments and reduction of others, redefining organizational relationships, etc. …

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