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With the rising forces of globalization, organizations should seek to be more flexible and competitive to handle the arising challenges successfully. The majority of organizational changes are carried out in a planned approach in an effort of attaining the set objectives (Kaufman, 2017). Nevertheless, changes in the organization may be triggered by either internal or external forces and may be planned or unplanned.
Planned internal changes might be considered a tactical move to transform the nature of the organization or the manner in which it conducts business. This may be either through varying the products or services, changing the organized structure, or expanding the size of the business (Bayerl, Lauche, & Carolyn, 2016). Several aspects such as technological innovation and improvements in communication and information networks are external in nature but may be implemented in a business in a planned manner to facilitate its success and boost overall productivity.
Unplanned internal changes may be considered the reforms that occur in a firm without having been premeditated and are not strategic interventions. In most instances, unplanned internal changes happen in reaction to either a variation in the demographic constitution of a firm or are attributable to performance gaps (Kunisch, Menz, & Ambos, 2015). On the other hand, vital external aspects such as economic uncertainties and modification of government directives have a critical role to play in obliging organizations to undergo unplanned changes.
The management of change in the organization acts as an imperative pre-requisite for the achievement of competitive benefit and switching from the current situation of practice to a required futuristic mode of operation. In this aspect, there is a need to develop and execute a course of action that will ensure effective management of change.
Bayerl, S., Lauche, K., & Carolyn, C. (2016). Revisiting group-based technology adoption as a dynamic process: The role of changing attitude-rationale configurations. MIS Quarterly, 40(3), 775-784. Web.
Kaufman, H. (2017). The limits of organizational change (2nd ed.). Abingdon, United Kingdom: Routledge.
Kunisch, S., Menz, M., & Ambos, B. (2015). Changes at corporate headquarters: Review, integration and future research. International Journal of Management Reviews, 17(3), 356-381. Web.