The Current Management change process does not appear to address cultural issues

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The concept of organizational change is in regard to organization-wide change, as opposed to smaller changes such as adding a new person, modifying a program and so on. Examples of organization-wide change might include a change in mission, restructuring operations (e.g., restructuring to self-managed teams, layoffs, etc.), new technologies, mergers, major collaborations, "rightsizing", new programs such as Total Quality Management, re-engineering, etc.


One is incremental change and the other is transformational change. Change should not be done for the sake of change but it is a strategy to accomplish some overall goal. Usually organizational change is provoked by some major outside driving force, e.g., substantial cuts in funding, address major new markets/clients, need for dramatic increases in productivity/services, etc. Typically, organizations must undertake organization-wide change to evolve to a different level in their life cycle, e.g., going from a highly reactive, entrepreneurial organization to more stable and planned development. Transition to a new chief executive can provoke organization-wide change when his or her new and unique personality pervades the entire organization.
By far the most sort of change in organizations is incremental change. There are some arguably views that it is beneficial for the nature of change in an organization to be incremental. Incremental change will build on the skills, routines and beliefs of those in the organization, so that change is efficient and likely to win their commitment. (Johnson &Scholes 2002). Incremental change focus on 'doing things better' through a process of continuous tinkering, adaptation and modification. ...
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