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Essay / Research Paper Abstract
This 8-page paper discusses the concepts of organizational transformation and organizational development and how both are achieved. Bibliography lists 10 sources.
Page Count:
8 pages (~225 words per page)
File: AS43_MTodotchan.rtf
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problem an enduring one? Organizations are filled with sensible people and usually led by smart managers. Why is anything but incremental change so often difficult for the most successful organization?"
If Tushman and OReilly have evidenced an element of frustration in their treatise about the difficulties of organizational change, theyre not alone.
The topics of organizational change and change management have produced reams of scholarly and business literature dedicated to the reasons that organizational change is so darned difficult. Most of these
reasons have to do with lack of communication, lack of cooperation and the fact that people just dont like change. But as
Tushman and OReilly pointed out, organizations are filled with sensible people. Most sensible people agree that if something just isnt working out, it should be changed. Yet organizational transformation remains
an elusive goal for most companies. Is it because people are so lazy and resistant to change that the thought of it sets up huge resistance? Reading the literature about
organizational change, one might believe this is the case. Mention the word "change" in a company and visions of employees and other stakeholders protesting the move are likely to happen,
or at least, this is the impression we get from the reading. But resistance can be overcome, so thats not the only
reason why organizational transformations are so difficult. Its certainly part of the reason - many people are resistant to change, no matter what can be done. But such people are
easily removed, so "resistance to change" is a somewhat transparent excuse. We contend that a lack of understanding of the definition of
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