In this regard, leaders responsible for planning and implementation of the change must be able to understand different factors of change and in situations where such an understanding is absent, organizations have been experiencing failures in the process of change. For this reason, the proposed research will be focusing on one of the major factors of organizational change, educational level of leadership, and subsequently, importance of educational and understanding level in the workforce as well (Williams et al, 2002). In specific, changes in organizations are observable in various forms, such as technological change, structural change, strategic change, and thus, these initiatives require a huge amount of effort for the success; however, lack of importance of educational level results in contrary results. In this regard, proposed research will be an attempt to identify and analyze different processes and procedures associated with the organizational change that will provide beneficial outcomes to the business community.
In addition, it is an observation that due to such a significant importance of organizational change, leaders do not only have the responsibility of carrying out the process of change in an organized manner. However, at the same time, they should continue the process of evaluation of management competency, and in other words, educational level of leadership, as well as the workforce that will be crucial to the success of changes in the organization (Poole, 2000). For this purpose, a primary area of focus for this research will be the relationship of an educated workforce from not only a competitive perspective for the organization, but also for those who find themselves on the receiving end of changes to their workplace. In addition, many leaders find themselves working with nothing more than a conceptualization of what the reorganizational development will look like, to developing and refining the concept into a plan of action and implementation. Moreover, leaders and managers experienced with organizational change may find it surprising of the failure rate of organizations that undertake change initiatives involving restructuring and reengineering efforts. ‘It is surprising that as much as eighty percent of organizations that undertake change initiatives fail at meeting their objectives’ (Black & Gregersen, 2008). This number is quite stunning. The challenge; however, is in determining reasons for this “failure” that will be the major part of the proposed research. In specific, without a solid foundation in understanding the approaches and ways of planning and analysis of change, and understanding application of the change-theory to an organization that is undergoing change, failure is a likely outcome (Williams et al, 2002). Thus, as with a company’s infrastructure involving its employees’ day-to-day function within its operations, and its relationship to competitiveness and profitability, a connection will be possible to the same employees and their educational level with their ability to work within the same constructs then add into the equation change