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Any business in today's fast-moving environment that is looking for the pace of change
to slow is likely to be sorely disappointed. In fact, businesses should embrace change.
Change is important for any organization because, without change, businesses would
likely lose their competitive edge and fail to meet the needs of what most hope to be a
growing base of loyal customers.

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Without change, business leaders still would be dictating correspondence to

secretaries, editing their words and sending them back to the drawing board, wasting
time for all involved. Change that results from the adoption of new technology is
common in most organizations and while it can be disruptive at first, ultimately the
change tends to increase productivity and service Technology also has affected how we
communicate. No longer do business people dial a rotary phone, get a busy signal, and
try again and again and again until they get through. No longer do business people
have to laboriously contact people, in person, to find out about other people who might
be useful resources - they can search for experts online through search engines as well
as through social media sites. Today's burgeoning communication technology
represents changes that allow organizations to learn more, more quickly, than ever
before.

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Customers who were satisfied with conventional ovens many years ago are sometimes
impatient with the microwave today. As the world evolves, customer needs change and
grow, creating new demand for new types of products and services -- and opening up
new areas of opportunity for companies to meet those needs.

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The economy can impact organizations in both positive and negative ways and both can
be stressful. A strong economy and increasing demand for products and services will
mean that companies must consider expansion that might involve the addition of staff
and new facilities. These changes offer opportunities for staff, but also represent new
challenges. A weak economy can create even more problems as companies find
themselves needing to make difficult decisions that can impact employees' salaries and
benefits and even threaten their jobs. The ability to manage both ends of the spectrum
are critical for organizations that want to maintain a strong brand and strong
relationships with customers as well as employees.

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Change is important in organizations to allow employees to learn new skills, explore

new opportunities and exercise their creativity in ways that ultimately benefit the
organization through new ideas and increased commitment. Preparing employees to
deal with these changes involves an analysis of the tools and training required to help
them learn new skills. Training can be provided through traditional classroom settings
or, increasingly, through online learning opportunities. Importantly, organizations need
to do a good job of evaluating employees' capabilities and then taking steps to fill the
gaps between current skills and the skills required to respond to growth.

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Simply asking the question "Why?" can lead to new ideas and new innovations that can
directly impact the bottom line. Organizations benefit from change that results in new
ways of looking at customer needs, new ways of delivering customer service, new ways
of strengthening customer interactions and new products that might attract new
markets. New employees joining an organization are especially valuable because they
can often point to areas of opportunity for improvement that those who have been long
involved in the company might have overlooked. But even existing employees should be
encouraged to question why things are done a certain way and look for new ways to get
work done faster, better and with higher levels of quality and service.

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All the employees, from clerical to CEO cadre spend 40 . . . or 45 . . . or 50 . . . or more

hours at work each week. Many of them spend more time with work than with families.
For them to be content and fulfilled people, that time must be valuable for more than a
dollar. . they want to be engaged in their work. They yearn for work that is enjoyable,
meaningful and engaging. When they are engaged they are safer on the job, more
productive and more willing and able to delight Customers.
It is for these basic reasons that organizational culture matters. It is the right thing for an
organization to do - to think about the work environment, working relationships and "how
we do things here."

Focusing on building and sustaining an organizational culture is one way of showing

that people are the organization's most valuable asset.

There are of course many other bottom line business reasons to focus on and build
organizational culture. Here are seven of those reasons.

c!c!c%c&c&2&!&!c2cThe talent market is tighter and those looking

for a new organization are more selective than ever. The best people want more than a
salary and good benefits. They want an environment they can enjoy and succeed in.

c !c !c %c &2!&%!c 2c How likely are people to stay if they have other
options and don't love where they are? Your organizational culture is a key component
of a person's desire to stay.

c !c !c &c $$c 2c People want to be engaged in their work.

According to a Gallup survey at least 22 million American workers are extremely
negative or "actively disengaged" - this loss of productivity is estimated to be worth
between $250-$300 Billion annually. Your culture can engage people. Engagement
creates greater productivity, which can impact profitability.

c!c!c!&c!c&"c   c3cBuild a culture that is vibrant and

allows people to be valued and express themselves and you will create a very real
energy. That positive energy will permeate the organization and create a new
momentum for success. Energy is contagious and will build on itself, reinforcing the
culture and the attractiveness of the organization.

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Most people have a negative connotation of the word work. Work equals drudgery, 9-5,
"the salt mine." When you create a culture that is attractive, people's view of "going to
work" will change. Would you rather see work as drudgery or a joy? Which do you think
your employees would prefer? Which will lead to the best results?

c !c !c !&c !&!c !c 2c A strong culture brings people together.
When people have the opportunity to (and are expected to) communicate and get to
know each other better, they will find new connections. These connections will lead to
new ideas and greater productivity - in other words, you will be creating synergy.
Literally, 1 + 1 + right culture = more than 10. How is that for leverage?

c !c !c &5c ,!c !c +c 2c Any one of the other six
reasons should be reason enough to focus on organizational culture. But the bottom line
is that an investment of time, talent and focus on organizational culture will give you all
of the above benefits. Not only is creating a better culture a good thing to do for the
human capital in the business, it makes good business sense too.

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If there is anything that is stead fast and unchanging, it is change itself. Change is
inevitable, and those organizations who do not keep up with change will become
unstable, with long-term survivability in question.

There are things, events, or situations that occur that affect the way a business
operates, either in a positive or negative way. These things, situations, or events that
occur that affect a business in either a positive or negative way are called 4"!%,%c
+!.4

There are two kinds of driving forces; !&c "!%,%c +!, and 6!&c "!%,%c
+!. Internal driving forces are those kinds of things, situations, or events that occur
inside the business, and are generally under the control of the company. Examples
might be as follows

á organization of machinery and equipment,

á technological capacity,
á organizational culture,
á management systems,
á financial management
á employee morale.

External driving forces are those kinds of things, situation, or events that occur outside
of the company and are by and large beyond the control of the company. Examples of
external driving forces might be, the industry itself, the economy, demographics,
competition, political interference, etc.

Whether they are internal or external driving forces, one thing is certain for both.
Change will occur! A company must be cognizant of these changes, flexible, and willing
to respond to them in an appropriate way.

External driving forces can bury a business if not appropriately dealt with.

In order for a business to succeed and gain the competitive edge, the business must
know what changes are indeed occurring, and what changes might be coming up in the
future. Thus, critical to the business is what we call 4%+! &%&c!!.4 It is the
collection and analyzation of data. Some examples of critical information might include
the following:

á Competition (what are they doing?)

á Customer behavior (needs, wants, and desires)
á Industry out look (local, national, global)
á Demographics (the change in populations and their density, etc.)
á Economy (are we peaking, or moving negatively)
á Political movements and/or interference
á Social environment
 á Technological changes
á General environmental changes

The above are just some issues organizations must be on top of. Well it's never easy,
but businesses that are successful include all of the above (and more), to develop the
appropriate tactics, strategies, and best practices, to ensure successful out comes.

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There are two types of changes:

$&"c & Unplanned change, is that change which can just happen, for
instance, when MD of a certain company decides to resign immediately, is a type of
unplanned change to the Board of Directors, as they are forced to find another MD as
early as possible to run the company.

&"c &c Planned Change on the other hand, is those changes which the
Organization knows about; where the objective is to keep the organization current and
viable. Mullins(2005) argues that most planned change is triggered by the need to
respond to new challenges or opportunities presented by the external environment, or in
anticipation of the need to cope with potential future problems. It represents an
intentional attempt to improve, in some important way, the operational effectiveness of
the organization.

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Changes involves moving from the known to unknown. Because the future is uncertain
and may negatively affect people¶s careers, salaries and competencies, organization
members generally do not support change unless compelling reasons convince them to
do so. Resistance to Change often is baffling because it can take so many forms. Overt
resistance may be expressed through strikes, reduced productivity, shoddy work, and
even sabotage. Covert resistance may be expressed by increased tardiness,
absenteeism, request for transfers, resignations, loss of motivation, lower morale, and
higher accident or error rates. One of the most damaging forms of resistance is passive
resistance by employees ± a lack of participation in formulating change proposals and
ultimately a lack of commitment to the proposals, even when they have had an
opportunity to participate in making such decisions.

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Resistance to change occurs for a variety of reasons. Some are traceable to individuals,
but others involve the nature and structure of Organizations. The combination of these
two sources of resistance can be devastating to change efforts. Managers and
employees need to understand the reasons for resistance to change and its sources.
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á Perceptions á Organization design
á Personality á Organizational culture
á Habit á Resource limitations
á Threats to power and á Fixed investments
influence á Interorganizational agreements
á Fear of the unknown
á Economic reasons

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Successful Change Interventions Characteristics:

á Clear vision of desired end for entire organisation.

á This vision must be integrated into every form of change taking place.
á There must be commitment to a learning mode - so that learning and doing are
equally valued.
á Clear commitment by top leaders by making significant personal investment and
an examination of their own effectiveness.

Diagnosing Change

á Analysis of present reality.

á Assess organisation's capacity to respond to these demands.
á Developing a clear vision of the changed organisation.

Preparing people to accept and endorse change - Four Step Process:-

1. Creating a Shared Agenda

2. Creating a Common Direction
3. Creating the Capacity
4. Developing Competence

Creating a Shared Change Agenda

This means finding out what particular ideas or fears people have, assessing the
organisation's readiness and isolating those options with which people can most easily
identify. But it is essential to take into account the organisations memories, norms and
values. It is also necessary to have commitment and enthusiasm from the Top although
sometimes this is still not generated down the line and change could cause aggravation.
Enrolling the Commitment of Other Key Players

1. Chief Executives must display congruent behaviour with immediate colleagues.

2. Some do not identify it as their own.
3. Performance reviews send strong messages.
4. Review organisations objectives to ensure there is a learning / training
component.

The process outcome is a shared agenda.

Mapping the impact of change

á An assessment of: implications and consequences potential winners and losers

who are the promoters, resisters and the indifferent.
á Assessing organisational readiness
á Shows organisational strengths and weaknesses.
á Indicates priorities for strengthening the ability to respond
á Agreeing the agenda
á Creates common perceptions and understandings.
á Indicates what the benefits will be and when they will arise

Creating a Common Direction for Change

Most change involves a three-stage process of unfreezing, changing and re-freezing

into a new shape or direction. No matter how enthusiastic people may be about the
aims, the process is inevitably uncomfortable. As delays occur frustrations will grow; as
the change becomes reality, some earlier optimism will fade and give place to a sense
of disappointment for some. Effort has to be put into sorting out the problems that, with
hindsight, we now realise should have been foreseen all along. Most important of all, it
brings discontinuity. People use to get things done become useless, disjointed or only
usable in parts.

It is crucial, therefore to prepare people and help them through this process by
providing:

á Information about where the change is heading so they have a clear sense of
direction.
á A route map of the programme so that they can tell where they are at a given
time.

The outcome is the creation of a common direction.

Creating a vision of the future

á A common understanding of the organisation's key purpose and how the change
will advance this.
á Learning from experience
á Making the change process tangible
á Indicators of progress can be created so that people know what is happening,
why, and how this fits into the process.
á People become committed because they know what they are committing
themselves to.

The Capacity for Change

Most organisations, in the past have been designed for stability rather than change.
Structures were created to ensure that regular, routine work got done consistently and
that minimum disruption occurred. In the world today with constant change being normal
a different approach is required.

Different organisational processes are required. Major change or a period of sustained

change requires the creation of specific arrangements and training to help people cope
with its effects.

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A rapidly changing environment places many demands on managers and employees

including the need to plan for and manage organizational change effectively. Pressures
for change stem from globalization, the increasingly heavy use of computers and other
sophisticated information technology, and the changing nature of the workforce.

The two main types of change approaches are economic and organizational
development. The economic approach focuses on changing the organization¶s structure
and decision making authority relationships, and its goal is to improve the financial well
being of the organization. The organizational development approach focuses on
developing employees¶ competencies and commitment to the organization. An accurate,
valid diagnosis of current organizational functioning, activities, and problems is an
essential foundation for effective organizational change. The readiness for change,
availability of resources for change, and possible resistance to change among the
factors that should be accurately diagnosed.

Managers and employees need to be aware of and knowledgeable about potential

ethical issues that can arise during organizational change. Ethical issues may emerge
during selection of the change approach, selection of the change targets, determination
of managerial responsibilities for the goal selected and potential manipulation of
employees.
So many renowned organizations, which are in existence for several decades have
undergone changes several times in their strategy, design, structure. Strategies have to
be changed and modified to be suitable to the situation and reaction of the market. In
this process, so many changes will take places in the position of the Managers and
employees, for which they should be accustomed to. c

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Bibliography

Organization Behaviour ± 5th Edition ± Richard M.Steers and J.Stewart Black

Organizatoinal Behaviour ± Hellriegel & Slocum

Leadership Wisdom ± Robin Sharma

http://www.sideroad.com/Leadership/organizational-culture-is-important.html

http://wiki.answers.com/Q/What_are_the_different_external_and_internal_forces_of_change_in_organiza
tions

http://www.scribd.com/doc/2587618/CHANGE-MANGEMENT-Why-change-is-inevitable-Why-do-people-
resist-change-

http://www.training-management.info/change-management/managing-change.htm

http://smallbusiness.chron.com/change-important-organization-728.html

http://www.acad.polyu.edu.hk/~msklma/OM/orgchange.htmla