Change in an Organization

By changing the ways of how the company operates and the rate of compensation it

My company needs serious organizational change in two areas. First is improving our vendor payment processes. We have been having problems getting the funds to our vendors on time and sometimes paid them the wrong amounts due to our current process. This problem must be fixed for the future of our relationships with our vendors, suppliers, and contractor agencies. We must establish a change that will help repair and build the relationships and ensure the we also receive our merchandise in a timely fashion. The other area that needs to be improved is our company culture by means of employee evaluation. Currently, our employee evaluations are based on a numerical scale, measuring performance in a 1 to 5 basis. This leaves almost no room for improvement

When discussing adapting to change management the organization must consider implementation of core competencies that are new and innovative. These challenges faced by the organizations require agility and a shift in strategic congruence that strengthens market adaptation. As business strategies transition, capabilities within functional departments must evolve as operational strategies are implemented.

Managing organizational change is the process of planning and implementing change in organizations with maximum effectiveness and minimum circumstances and resistance. Today 's business environment requires companies to undergo changes almost constantly if they are to remain competitive. In this project paper I am going to discuss organizational change in PepsiCo. I will take a closer look on management approach and forces for change. I will introduce the change, make diagnosis and discuss how the change can be implemented.

The merging of public expectations into a business model is not just about implementing change in an organization. It's about recognizing that change is for a reason of improving the wider social or community benefits and integrating bottom line profitability potentials. To make this happen, there has to be a blending of these values such that both elements of the new organization are realized an effort that is only now just beginning to happen (. Many organizations seem to want to achieve this goal even if it means moving their operations into the field of chaos where innovation gets to mix with opportunity.

Communication is truly the most central component to Lewin’s model. It is highlighted at each of the three phases, with lack of communication being a barrier to successfully transitioning between phases. That said, it must not be discounted the impact that strong lines of communication have on successful change initiatives, as high percentages of change failures are often attributed to poor communication, thus hindering the transition process (Shin et al., 2012, p. 727).

Organizational Change Management is “all of the actions required for an organization to understand, prepare for, implement and take full advantage of significant change”.

whether one is for, against or indifferent to the status quo. Yet despite all this effort,

Organizational change is the term used to describe the transformation process that a company goes through in response to a strategic reorientation, restructure, change in management, merger or acquisition or the development of new goals and objectives for the company. The realignment of resources and the redeployment of capital can bring many challenges during the transformation process and organizational change management seeks to address this by adopting best practice standards to assist with the integration of new company vision.

In the absence where organization fail to adopt specific steps as per suggested by (Kotter, 2007), employees become less trusting and show less commitment to the company. Employee dissatisfaction would accumulate with frequent process changes being enforced onto them, resulting in lower morale and commitment towards the organization. These employees are likely to leave the company when there are better job opportunities. Organizations must than accept when large number of employees leaves, productivity level will decreases resulting in loss of income and potential profits. Organizational will also take longer time to hire and train new employees. Time lost and cost spent to rehire are irreparable damages to the organization.

This paper examines forces that drive change in organizations generally and specifically within Synergetic Solutions. First considered are the factors which influence successfully implement change and models to manage organizational change. Considering the communications needed to implement change follows and sources of resistance to change. Next examined are strategies to manage resistance and resistance to change in the Synergetic Solutions context. Finally, presented are strategies to manage resistance.

ABSTRACT It can be argued that the successful management of change is crucial to any organisation in order to survive and succeed in the present highly competitive and continuously evolving business environment. However, theories and approaches to change management currently available to academics and practitioners are often contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of contemporary organisational change management. The purpose of this article is, therefore, to provide a critical review of

Whether you have a large organization or a small one, the only thing that you can count on, the only thing that is constant is change. Change is needed in order to for companies to move forward and keep up with the needs of their customers. If you are the owner or the manager, you know that you need a change, but you are uneasy about the challenges that you may face, or unsure as to how to go about making the change happen. One organization that is constantly changing is

Employee Retention: Employees subject to an employer restructuring process may become stressed or distrustful of their employer, its management and their coworkers. Restructuring may cause sudden departures of coworkers and management. Human Resources Management is responsible for convincing remaining employees to stay with the organization. Employee retention efforts may include bonuses, employee training, internal promotion opportunities and improving workplace policies and procedures. Although restructuring resulting from falling profits are unlikely to provide salary increases, such restructuring may provide employees with incentives such as additional time off, flexible work schedules or on-site amenities. Human Resources Management is accountable for researching, recommending and implementing employee retention strategies during restructuring.

The downsizing of a company can affect employees before, during and after it occurs. Employees usually know of a possible downsizing, care of the almighty grapevine, months before it is supposed to happen. Thus, employees may become paranoid and self-absorbed, and their top priority is their own career rather than the bottom line of their employer. This causes them to be unfocused and prevents them from performing their jobs efficiently. Many workers would also be perfectly willing to stab their peers in the back in hopes of keeping their job. Usually when a downsizing is complete, the company is at an all-time low. This is due to the fact that in almost every merger, acquisition or downsize, employees are faced with uncertainty about their jobs before and after the restructure. After a large percentage of downsizes, ten percent of the remaining workforce will easily adapt to the change, while another ten percent will never adapt. Workers who survive the downsize often have feelings of anger, fear or distrust. Further internal problems result from employees who survive with the company, but cannot adapt to their new settings and expectations, and eventually quit their job.