2FE073 Organizational Change and Renewal

keover processes in the organization (Cameron and Green 2015). There have been use of the change management theories in this process that have been helping in providing keen approach to the change process. This case shows that dielectric approach can be achieved by the use if the organizational change process theories. Various steps have been taken by the organization in order to manage changes properly. The RSEC board have made strategies in order to make changes in the company after the takeover process. After the process EBF have been a part of RSEC and looking for change in the company for its development in the market. This case study has helped in showing the utilization of change management theories in the organization.

Use of theories

As per the theories used in the case study, the theories of reactive sequence and self-reinforcing sequences points of level of decision making processes in the management. The type of information provided by the decision makers have been keen in utilizing change theories in the organization. As per the Lewin’s change model, the aim of RSEC has been striving towards the process of acquisition. EBF has been a growing company in the market in recent years (Hayes 2018). Therefore, it has become necessary for the RSEC for capturing the value created by the company in the market.  The change theory describes about the positive approach of the company in order to make changes in the structure and behavior of the RSEC. The increase in the return and competitive advantages have been helping the company to grow in the market.  

The change has been focusing in the positive aspects of the RTSEC for capturing the market.  Several sectors have been improved in the RSEC with the help of change theories (Doppelt 2017).  Personal acceptance and implicit theories have been helping in selective process for the change management with the help of several participants. The initial step for the change needs to be the urge of change in the organization.  Therefore, this helps in creating a planned approach in the change management process. The acceptance of the manager has been helping in mentioning issues in the organization (Pugh 2016). The use of this theories have been maintaining keen approach to the development of company in the market. As argued, these change management theories have been responsible for some negative changes in the company. These changes included in the development process of the value created by EBF in the market (Morin et al. 2016). Respective changes in the market have not been marked properly in the context. Therefore, the use of these theories have been inappropriate in some cases.

Problems in organizational change theories

The change in the organization have been discussed in the above sections. However, there have been some issues in the theories of organizational change. These changes include various key steps starting from planning phase. EBF has been an established company in the market. Therefore, there is a least chance of change in the organization after the collaboration. The diagnosis change in the company has been remerged as a loss to the company (Altamony 2016).  RSEC has not been able to gain value so as EBF had already gained in the market. The vision of the company after the collaboration has not been clear in perspective of the organization.  The use of several attitude in the organizational behavior has not been properly changed with these organizational theories. Lack of communication has been a major problem as there has been engagement of employees from both the companies (Hayes 2018).  The organizational change has blurred the goals and vision of RSEC. Stakeholders have not gained any kind pf respect form the organization due to lack in communication among them. RSEC employees have been believing about their superiority than that of EBF employees. This has brought conflict among the employees in the company.  Leadership and managerial activates in the RSEC have been nurtured. Therefore, it can be concluded that there are some aspects in which these organization change theories have been a failure in the scenario.

References

Altamony, H., Tarhini, A., Al-Salti, Z., Gharaibeh, A. and Elyas, T., 2016. The relationship between change management strategy and successful enterprise resource planning (ERP) implementations: A theoretical perspective. International Journal of Business Management and Economic Research, 7(4), pp.690-703.

Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for business, government and civil society. Routledge.

Hayes, J., 2018. The theory and practice of change management.

Morin, A.J., Meyer, J.P., Bélanger, É., Boudrias, J.S., Gagné, M. and Parker, P.D., 2016. Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment. Human Relations, 69(3), pp.839-867.

Pugh, L., 2016. Change management in information services. Routledge.