The driving forces towards Acceptance of a Change Program

The driving forces towards Acceptance of a Change Program

Introduction

As an organization evolves with the passage of time and starts to be looked upon as dynamic system of resources, the entire concept that defines how they change as well as the methods they choose to achieve it continues to undergo refinement and improvement. Managing the process of organizational change can be an overwhelming one as it involves a range of complex tasks that when combined, are essential for the effective development of the organization. This paper lays out an outline for the entire change process and explains why people working for an organization may be motivated or discouraged to accept these changes. In addition, the paper highlights the major driving forces towards acceptance of a change program and discusses them in detail.

Discussion

The process of organizational change focuses mainly on one or more of the following sub-systems that define an organization (Gallos, 2006):

Structure - levels of hierarchy, spans of authority, centralization.

Technology - complexity, degree of employee usage, operator control & responsibility.

People - values, beliefs, attitudes, motives, drives, competencies, KSAs.

Task - job design, repetitiveness, physical & cognitive demands, autonomy & discretion.

Change is as certain and inevitable as death and taxes. Although it can prove to be uncomfortable at times, and awkward, it provides an organization with a myriad of benefits when executed effectively. Regardless of whether a organizational change is a positive or negative one, it requires an adjustment at both the individual as well as the organizational level in order to successfully deal with the change (Gallos, 2006). There is a pressing need for organizations to acknowledge the fact that changes inevitably take place. This will allow them to be better prepared to deal with them and adapt in time. When it comes to organizational change, two contrasting forces have a major influence on phenomenon. One of these forces drives towards change while the other resists it. Driving forces are those entities that initiate the change and ensure its continuation. They can be either external forces or internal (or both) (Donald, 2012):

The source of finance for the business is being increased or decreased

The tastes, interests, preferences and needs of the target market are changing

Support traditionally promised by the government has diminished or increased

There is increasing emphasis on the adoption and use of modern technologies

Members hold a different point of view on the purpose of the group

An urgent need for change is identified after evaluation of programs and projects

There is an increase or decrease in membership

On the other hand, the resisting forces are those that work against the range of driving forces towards change. In a majority of cases, resisting forces are internally identified. For example, an organization may face a resisting force in the form of (Brenda, 2009):

A group that fears the introduction of new ideas, preferring rather to do things the way they have always been done

A group that habitually works in the same manner in which it has traditionally worked

A group that carries ...