Since most organizational changes are aimed at improving the overall improvement in the products and services offered by an organisation, it therefore means that most employment or hiring carried out during organizational change is normally for skilled and appropriately qualified individuals.
The question that should be asked is "Is it advantageous to seek qualifications that are well beyond the immediate requirements of the jobs, so that the organisation will not have to spend much on staff development future"
As earlier said, overall organisational change as used here is more than the smaller change that occurs in an organisation. In most cases, it affects all aspects of the organisation. Some of these changes include change in mission and vision of the organisation, restructuring operations - like laying off some workers and employing some, adopting of new technologies, mergers, franchising, "rightsizing", complete new programs, re-engineering, etc. Organisational change can also be said to mean organisatonal transformation as it has to do with the transformation of the organisation.
Organisational change does not just happen for the sake of change, in most cases; it is done as a result of some factors like funding, government rules, market-related issues etc. For instance, there might be the need for a particular kind of product in the market. An organisation, on sensing the potentials that the market has to offer, may then decide to re-enact their mission and tilt towards the direction of tapping into the potentials the market has to offer. This can be done by way of producing or importing the much sought after goods.
MANAGING ORGANISATIONAL CHANGE:
When changes are to be done There are some difficulties that may be encountered. For instance people may be afraid of the unknown, some may be cynical; and also there may some organisational conflicts when change is about to occur. Certain strategies may be against the long termed known norms of those involved in an organisation. These things have to be taken into consideration and ways of handling them should be thought of.
Edgar F. Huse and Thomas G. Gummings in their book Organization Development and Change talked of three steps of Lewin's Change Model. These are:
1. Unfreezing: This first step involves the factors that maintains he organization's present state. This can be achieved by introducing information that contradicts the ones presently