Managing Organisational Change - decentralization of power and the Essay

Managing Organisational Change - decentralization of power and the empowerment of employees - Essay characterThe scope of this already demanding situation is further aggravated by the ensuing technological revolutions that are unleashing lay down breaking convinces at a rapid pace. The source of such(prenominal) a change traces its origins to both within and outside the organisations. External social, economic and technological changes push the organisations and institutions into an setive mode. The resulting pressure ultimately percolates down to the somebody employees that alters or motivates to alter the basic aspects of the concerned individual(a)s overall personality and style of communication (Burnes, 2000, p.258-259). Now if such a competitive scenario is further analysed in the context of the universal economic integration that is the direct offspring of globalization, one comes to the conclusion that it is next to impossible for the organisations and businesses to sur vive without a proactive initiative on the while of their individual employees in favour of change (Ollinger, 2006, p.1). A fast evolving and metamorphosing global economy demands every individual to be an instrument of change. Off logical argument such a change can only be meaningful if it is well managed and positive in its outlook.The query that deserves ones utmost attention is that are the organisations able to adapt to change in a smooth and eas... rves ones utmost attention is that are the organisations able to adapt to change in a smooth and easy way Does change automatically moulds the organisations in its natural course or does it require to be meticulously managed There is no dearth of theoreticians who believe that organisations are by nature malleable to change and somehow manage to adapt to the unfolding circumstances on their own (Thompson, 1967, p.35). However, thither does exist a school of somewhat cautious thinkers who hold that there exists a sense of inertia within the organisations, the magnitude of which may vary from one organisation to other, that makes them somewhat inflexible and if left unmanaged may cut into out to be eventually hazardous (Hannan and Freeman, 1977). Realistically speaking, organisational change is oftentimes a doubled edged sword that may prove to be either disruptive or adaptive in its outcome (Haveman, 1992, p.48-75). Usually it often gets very difficult for organisations to accept change and the initial reaction is invariably marked by a spontaneous or deliberate resistance. The framework of almost all the organisations often rests on certain institutional or technical structures built over time that often turn out to be the very source of such resistance (Granovetter, 1985, p.481-510). The astonishing fact is that such structures do not directly oppose any sort of change within the organisations, at least at an obvious level. The ultimate resistance more then often comes from the members or the employe es in the organisations who can be considered to be the eventual outcome or the final by product of such structures (Coch, & French, 1948, p.512-532). Infact such institutional or technical structures insidiously oppose the change in the sense that even when the change is accredited and