Different Perspectives On Change Within Organisations Case Study

Different Perspectives On Change Within Organisations - Case Study Example The forms of change as part of the organizational activity are not standardized; they are likely to be differentiated under the influence of the internal and external organizational environment and the business goals and vision. The different perspectives on change within organizations are critically discussed in this paper. Emphasis is given on the reasons of this phenomenon but also on the role of the members of the organization in the potential expansion of the problem. It is concluded that change, as an element of the organizational environment is unavoidable; in fact, in many cases, organizational change is quite necessary in order to enhance organizational performance. However, the development of extensive disputes in regard to the change management practices used within organizations could result in severe organizational crisis. 2. Change in modern organizations 2.1 Description of organizational change In the context of organizational environment, the term change is used in or der to describe a wide range of issues (activities and ideas); in certain cases, the above term is combined with other terms in order to make its role clear; an indicative example is term ‘consistency of change’ (Bradford et al. ...2005, p.196). Another important characteristic of organizational change is that it is likely to be promoted within each organization using different techniques; an indicative example is the ‘unfreeze-change-refreeze model’ (Holbeche 2006, p.234) which is based on the principle that in order for a plan of change to be successfully implemented within a particular organization it would be necessary to delete primarily the mechanisms which prevent the development of change within the organization, then the change can be implemented and the deleted mechanisms could be re-established – or, alternatively, new ones could be established taking into consideration the changes in the organizational operations because of the implementa tion of the relevant plan of change. At this point, reference could be made to the study of Weick and Quinn (1999) who referred to ‘the episodic change – the change which occurs at specific points of time – and the continuous change – a process which is likely to take place continuously’ (Anderson 2009, 62) – or at least, at such frequency that there can be no issue of episodic change. In terms of the time of its implementation, a plan of change needs to be carefully reviewed; this issue is highlighted in the study of Holbeche (2006) where it is noted that if changes are not introduced on time within a particular organization, i.e. immediately when relevant organizational needs are identified, then this delay would result to the need for major changes in the future (Holbeche 2006, 5); in other words, organizational changes cannot be avoided; they can be only delayed.