Awards and Recognition of Jeddah City Municipality in Saudi Arabia - Essay Example

On the other hand, although change management has high potential, considering the modern necessity of companies constantly and quickly adapting to different changes (such as in technology, economy, and politics), change management is relatively neglected in the academic realm. It has been stated that the literature has to be enhanced by carrying out up-to-date empirical studies in the study of change management (Todnem, 2005).

Change management is the ability to deal with complexity. A large proportion of organizations have failed to plan, organize, and/or apply successful change strategies. Very few of the efforts put into the process of change have been completely successful, while others have led to large-scale failures, (Kotter, 1995; McMillan, 2005). As a result, organizations that are involved in change programs have discovered that managing the change correctly is the primary condition and the fundamental basis for the success of change processes. Therefore, appropriate preparatory work should be organized in advance regarding the changes and the transition processes that will be put into action. Change processes require specialized management techniques that are totally different from those used in regular operations management. Such a technique will provide the change process with the ability to effectively deal with conflict and rising issues.

Moreover, the leadership paradigm is another primary aspect that needs to be carefully considered when planning a change. According to Cowan (2005), “organizations need change practitioners who cannot only conceive of the broad but can also break down this strategy into specific action-oriented activities that move the change forward”. Leadership is mainly used to maximize productivity and manage employees’ attitudes towards the processes of change.

Change is a permanent feature in the life of organizations. Many individuals believe that the rate of change has increased over recent decades. In a study in 1992, which included change leaders, it was reported that 80% of the respondents had experienced significant changes either once or twice in their organizations over the past five years (Wheatley, 1992).

Want (1995) argued that despite the tendencies of organizations to resist the new changes, these changes will occur in the business field and that failure to respond can have far-reaching consequences. Organizations cannot avoid the impacts of change, which includes changes in regulations and laws as well as the impact of global competition.

However, Krietner (2001) thinks that the introduction of change usually surprises managers, and if things do not go as planned, the reason usually is not the change itself but the way the response is planned and implemented. Workers feel dismayed when changes are imposed on them without giving them enough information about these changes, or when they are not involved in the process. Organizations must draw attention to these areas and address them for the successful implementing of change.

De Cenzo also pointed out that the only thing that remains constant and continuous is the change, and organizations must be prepared for being affected by constantly changing events (De Cenzo, 1997).