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Essay / Research Paper Abstract
This 6 page paper examines the way in which organizations may change during a recession. To assess change it is considered in terms of the context, process and implementation and the way in which the organization will need to change if it wishes to survive. The bibliography cites 6 sources.
Page Count:
6 pages (~225 words per page)
File: TS65_TEchrecession.doc
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Unformatted sample text from the term paper:
or gain sales from new customers. Some firms may find new strategies and will thrive, others may struggle with lower profits or suffer losses and some will ultimately fail as
a result of their inability change, or to adopt a suitable change. As a recession is an external event the firm will have little choice; most will be forced to
change if they wish to survive. However, the degree of the change will vary. The way change that occurs in this situation may be assessed in terms of the context
with reference models that seek to conceptualize change. When looking at how change may need to take place the actual event that force the change and the way adaption
takes place may be seen as most closely aligned to Weick and Quinn (1999) episodic change. It is a singular event and while there may be changes, it is possible
that once the change for the recession is complete and a recovery occurs there will need to be another change. From this it is possible to see that the changes
being implemented as a result of the external factors, therefore this is the context of the change which is driving the need for the organisation to change. Where there is
an identified need to change, which may be the result of failures of falls in profit as result of the recession, the organisation has little choice but to change. In
this context the theory of Van de Ven and Poole (1995) may be useful, as this identifies four process theories associated with change; life-cycle, teleological, dialectical and evolutionary. The life-cycle
model was one that reflects the concept of life cycles, and the way in which they progress in a linear fashion (Van de Ven and Poole, 1995). However, although it
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