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PLANNED AND UNPLANNED CHANGE.
Term Paper ID:29765
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Essay Subject:
Summary of three articles on the topic.... More...
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5 Pages / 1125 Words
3 sources, 10 Citations,
APA Format
$20.00
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Paper Abstract:
Summary of three articles on the topic. Consensus of all three that today's organizations experience change that is faster and more frequent due to the global business environment, technology, and changing consumer demands. Agreement that management of change must be proactive. Necessity for continually monitoring the internal and external environment.
Paper Introduction:
Planned & Unplanned Change
Internet Article Summary
Introduction
The three Internet articles obtained for this research all focus on change (planned or unplanned) management. In the article Managing Change (2002), the focus is on the difference between change managers and change resistors. Likewise, Laura Markos’ (2001) article Disruption: Impetus for Change focuses on the difference between reactive and proactive management of change. In Craig Brinkman’s (2001) Change Management in a Steady State Organization, Brinkman discusses change managers in a similar manner to the Managing Change article, “Change managers are action oriented and not inclined to the status quo” (2). While all three articles are distinct, they all agree that change is replacing the co
Text of the Paper:
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Wewill now briefly summarize each of these articles. ReferencesAnonymous. Disruption: The impetus for change. Markos divides the sourcesof change into those that stem from the external environment and thosestemming from the internal environment. Despite such management, Markosalso argues for the need for risk management and early warning systems thathelp keep the organization ready for change by encouraging the adaptationmechanisms necessary to successfully deal with it. Today's business environment demands aperspective where change is seen as an opportunity and not an issue. In Change Management in a Steady-State Organization, Craig Brinkman(2 1) also argues that organizations and management are increasinglybombarded by the "need to evolve the business process of theirorganization" as a result of a variety of internal and external drivers ofchange (1). Work with the group . (Jan 2 1). Thearticle continues to explain that there are two significant managementstyles with respect to change. Despite a constant stream of changes thatmust be incorporated by the organization, its management, and itsemployees, by dealing with change effectively it can be used as anopportunity for beneficial outcomes. All three also are in agreementthat failure to manage change or unplanned change successfully can spellfailure for the entire organization. While all three articles are distinct,they all agree that change is replacing the concept of status quo as thenorm in today's organizations and that failure to manage change orunplanned changed successfully can lead to failure of the organization. Likewise, Laura Markos' (2 1) article Disruption: Impetus forChange focuses on the difference between reactive and proactive managementof change. Likethe other articles reviewed, Brinkman (2 1) argues that proactivemanagement is one of the most critical factors for organizations to manageand implement change in a manner that will produce beneficial outcomes, "In-situ management is usually not equipped to be successful in rapid change.Change managers are action oriented and not inclined to the status quo"(2). Available: http://www.irmi.com/expert/articles/markos 2.asp, 1-3. Confront fear of change . In Craig Brinkman's (2 1) Change Management in a Steady StateOrganization, Brinkman discusses change managers in a similar manner to theManaging Change article, "Change managers are action oriented and notinclined to the status quo" (2). (2 2). Available: http://www.changemanagementgroup.com/mngorgevol-1.phtml, 1-4.Brinkman, C. Like the other articles herein, Markos(2 1) argues that the modern business environment is one that ischaracterized by change as the norm: "The real-time pace of communications-the influx of new information-compounds both the frequency and speed ofchange. Managers who embrace change as anopportunity to push needed reforms through the organization are known aschange managers. There are a variety of sources of change,including unilateral announcements, authoritarian culture, new workassignments, major restructuring, new management, job interruption, lack ofsupport and a variety of others. The author of Managing Change (2 2)provides a host of methods for successfully managing and implementingchange, a few of which are provided on the list below: . The more rapidly change occurs and the more changesoccur over a short period of time, the more stress is experience by theorganization and its employees. Change managers understand the value ofchange for the organization and are able to use it beneficially, "They seeit as a source of opportunity they can guide" (Managing, 2 2, 1). Managing change. Available: http://www.hoodstrong.com/WTYSK/2 1/WTY%2 Jul%2 1%2 Articles_.html, 1-2.Markos, L. A conclusion willaddress the main points shared by these articles.Body In Managing Change the author discusses the nature of change intoday's organization as being faster and more complex than traditionally.The author argues that "introduction and management of change" are two ofthe "most critical elements of leadership" (Managing, 2 2, 1). Failure to initiate and implement strategies designed toincorporate change often causes organizations to fail to benefit from thegood change can bring. Yet, change managers are not suited for permanent management ofsteady-state organizations as they will continue to effect change. Markos provides a unique perspective of change. Therefore, sucharticles provide a valuable source of information for modifying managementand organizational policies with respect to the inevitability of change.By continually monitoring the internal and external environment,organizations are able to prepare for anticipated developments ordisruptions in order to position the company in a way that it can adapt tochange. Like the other authors consideredherein, Markos argues that a proactive approach to change rather than areactive one will result in the most success. In contrast to change managers there are changeresistors; managers who let the fear of change or a lack of skills to copewith it manifest resistance. Likewise, all three of these articlesargue that management of change must be proactive. Thisshows the importance of having the right kinds of management in place tohandle change.Conclusion As we can see, all three of these articles on planned and unplannedchange argue that today's organizations experience change that is fasterand of increased frequency due to the global business environment,technology, and changing consumer demands. Ironically, all threealso note that proactive management of change is seldom the norm in abusiness environment that increasingly demands it. Be willing to compromise . This technique undermines any new benefits that might resultfrom change and new systems. Build trust . Today'srapid and more constant change demands a different type of capacity formanaging change. This bombardment of disruption makes status quo more of a concept,and less of a reality, than ever before" (1). Change management in a steady-state organization. Planned & Unplanned Change Internet Article SummaryIntroduction The three Internet articles obtained for this research all focus onchange (planned or unplanned) management. Reward new behaviors early (2-3) In Disruption: The Impetus for Change, Laura Markos (2 1) arguesthat change is cyclical and that disruption of one variety or anotherinitiates the cycle of change. Brinkman's focus is on the difficulty for steady-stateorganizations to successfully manage change because business processes aretypically designed to support change only in a limited manner. The author also argues that change is the biggest source of stressin the organization. While mostorganizations, managers, and employees avoid change as something negative,Markos (2 1) argues that changes, particularly unplanned change or crisis,can result in beneficial outcomes when management understand what changecan offer: "Once a problem or crisis occurs, its seriousness may create theexact type of disruption required to get management's attention and tomarshal the forces needed for change" (2). In many steady-state organizations, the typical responseto change by management is to force new information into existing businessprocesses. Consider group perspective . In the article Managing Change(2 2), the focus is on the difference between change managers and changeresistors. (Jul/Aug 2 1).
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