Organizational Change

Organization faces change in their operation. However, sometimes people refuse to change which is called “resistance to change” that might be occur some problem in organization. The article “the rhythm of change” define change into three part are dramatic change (some crisis happened in organization), systematic change (system that develop & planning by specialist) and organic change (internal and not depend on managerial authority or specialist) (Nguyen Huy, Quy & Mintzberg, Hery, 2003). Thus, that combination of three of them will create some revolution coming from dramatic change, reform coming from systematic change and rejuvenation as a product of organic change.

Furthermore, managing people and organization needs time. The growth of organization because of merger or acquisition will increase the change itself. Pressure of this change sometimes gives positive feedback for leaders to improve quality, be more global and maximize resources. One of the key indicators to increase the successful change in organization is by using Five P. Those are Pain, Process, Politics, Payoff and Persistence (Mcallaster, Craig M, 2004). Indeed, change is part of evolution. This is the role of leaders would be driven for organizational change. Once the leaders can proactively utilize revolution, the greater the probability would be successful.

Now days, organization try to set up goal or which is popular with “goal setting”. Why? This goal setting is a guideline for super ordinate in organization to react from emotional rhetoric to concrete action steps. Everyone in the company has “dream”. Dream can not be achieve if there is no action for realization. Thus, these goal settings are effective because it provides challenges and it also enables people to see the progress they are making. The goal must be SMART (Specific, Measurable, Attainable, Relevant and have a Time frame) and people should have commitment with their goal to achieve success (Latham, Gary P., 2003)

Finally, I believe the survival of organization depends of how they manage the change within organization. Indeed evolutionary change somehow easier to manage than the revolutionary change. However, researcher has established many key indicators to measure the change itself. Thus, organization must aware of these findings and try to focus and commitment of the goal of company to achieve long term success.

References:
Latham, G.P. (2003) “Goal Setting: A Five Organizational Dynamics. Vol 32, no 3, 309

MCallaster, C.M. (2004) “The 5 P’s of Change. Leading Change by Effectively Utilizing Leverage Points within an Organization”.

Nguyen Huy, Q. & Mintzberg, H. (2003) “The Rhytm of Change”. MIT Sloan Management Review. Vol 44, no 4, 79-84.

Oxman J.A. & Smith, B.D. (2003) “The Limits of Structural Change”. MIT Sloan Management Review. Vol 45, no 1, 77