Management - Integrative Paper Term Example | Topics and Well Written Essays - 1500 words

Management - Integrative - Term Paper Example There are usually two types of organizational change: Initiated or planned change and unplanned or reactive change. The first one refers to a situation where there is a deliberate adoption of new processes and methods of operations. In regard to managerial view of planned change, it originates from the individual who has experience in the particular day-to-day operations and, therefore, is the proposer of the change and implementer as well (Hughes, 2006). Unplanned or reactive change is one which occurs spontaneously and which does undergo a conscious and rational process for its implementation. It is also critical to understand that change within an organization can be both internally and externally generated. As such, the approach towards organizational change management seems to be varied and the complexity within such approaches varies depending on the nature of the situation and the human relations therein (Hayes, 2010). The subsequent discussion shall focus on organized change and change management processes within the organization. Discussion Building the guiding team The importance of the organizational role in achieving its own objectives cannot be stressed enough. The organization’s role is heavily dependent on the ability to attain cohesion within the efforts of individuals, teams and management within the organization. The two authors collectively address themselves to this concern, highlighting its ever-growing importance within the global trade. Kotter and Cohen (2002) place emphasis on the people’s quality and the ability to create cohesive efforts within the change-led team. It identifies and elaborates the role of human impact in change management as irreplaceable. Firstly, the proposals for such alterations in the mode of organizational operations are intimated by the person(s) in charge of the operational function, i.e., the person who actively and directly engages in that level of activity is the identifier of more efficient wa ys of performing the role, thus proposes the changes for evaluation. Secondly, the proposed change(s) needs be assessed in light of the impact on people. Change is likely to elicit resistance from members in the organization. This is one of the prime challenges for managers in the introduction and managing change in the firm (Alvesson & Sveningsson, 2007). Getting the vision right However, the authors take two different approaches in examining this concept. According to Ivancevich et al. (2011), the global approach focuses on individual behavior within the organizational setting in response to setting â€Å"right† organizational goals. Kotter and Cohen (2002) address the global trade question by focusing on how change can be effected within the organization to better increase their capacity to handle the emergent global business environment through an eight-step process. The problem with the former strategy lies in its simplification of goal setting within the organization. I n practice, however, organizations are faced with a multiplicity of goals; some of which may be in direct conflict with each other (Ivancevich, Konopaske, & Matteson, 2011). Similarly, the dominant challenge in the latter’s approach is its assumption that effective change management is a process that can be effected at will within the organization (by management) towards the desired direction and objectives. Additionally,