Management of Change Models - Tools and Techniques

Question: Describe about the Management of Change for Models, Tools and Techniques. Answer: 1. Organizational change refers to the change in various aspects of a business like structure, management, cultures, strategies, technologies, methods and others. Organizational changes happen at the time when there is a transformation taking place within the organization. Organizational changes can be happened on a regular basis or can be happened once (Hayes, 2014). In details, organizational process means to review and modify the structure of the management and various business processes. Organization change is necessary for small businesses as the small and medium size businesses need to adopt changes in order to stay into the competition with the big companies. In order to stay in the competition, the small and medium size companies need to find out the ways to do business more efficiently and cost effectively. The organizations do not need to fear the organizational changes, but they need to embrace these changes for their own benefits. Organizational change is difficult as it involves the modification of the behavior of organizational people, but it is necessary to survive in the market. There are three steps to bring organizational change; they are establishment of need, implementation and monitoring (Benn, Dunphy Griffiths, 2014). Scale and scope are the concepts of economics. Scale refers to the factors that help to reduce the average cost of production as a result of increase in the level of outputs. There are two types of scale; they are internal scale and external scale (Sahoo Tone, 2013). On the other hand, scope refers to the factors that make the process less expensive to make a bulk of products that to produce each one of them singly (Barton et al., 2013). There is a relation among organizational change, scale and scope. In case of the organizational change, scope refers to the process of identifying the areas of changes in the organization. One need to first find out the scope of the organizational changes that is which the places where changes are necessary are. On the other hand, scale refers to the process which helps to reduce the cost of organizational change. Organizational change is necessary in effective and cost efficient way. Hence it can be said that scale and scope is important aspects in change management. Thus, the contemporary businesses need to appreciate the role of scope and scale in order to bring necessary organizational changes in the organization (Cameron Green, 2015). 2. Motorola: Motorola used to be one of the top companies for producing mobile phones. The company used to produce car radios. The first break through they got after the invention of the two way radios that change the way of communication. After that, the company invented the first mobile phone and registered a large amount of sales. They dominated the mobile phone market for a long period of time. However, the company faced difficulties to match up with the change in the industry. The transformation of the mobile phones to smart phones created difficulties for the company. Motorola failed to create smart phones that can handle emails, and other data. As a result, the company lost their market share and the mobile phone segment became a loss making segment for the company. The main reason behind the failure of Motorola was their disability to cope up with the changes. As a result, the company has to lose the market share and other companies like Samsung, Apple, LG and others took the place of Motorola. Thus, from the above discussion, it can be concluded that it is needed for any company to bring the necessary changes in the organization in order to stay in the competition (Lee Malerba, 2016). Blockbuster: Another example where an organization failed to keep with the pace of industrial change is the case of Blockbuster. Blockbuster used to be one of the best video rental channels. However, the company had to face a lot of changes in order to achieve the organizational goal. At the time of transformation of VHS to DVD, the company serviced the changes; but the Blockbuster failed to match up with the next bug change. The company failed to transform their services to mail videos, cable videos, mobile videos and others. The other companies like Netflix and Redbox adopted the change and they went ahead from Blockbuster. Now-a-days, the products of the company are outdated; they company closed a lot of stores and the company is running in various kind of losses (Kelley, 2016). The main reason behind this failure is the disability of the company to transform. The company needed to transform to modern technology based business to stay in the competition. Hence, from the above case , it can be understood that organizational changes are needed for every business to stay in the competition and to achieve the ultimate goal of the company (Gershon, 2013). References Barton, G. R., Marshall, D. H., Fortnum, H. M., Stacey, P. C., Summerfield, Q. A. (2013). Influences of the scale and scope of activity on the cost of paediatric cochlear implantation.Cochlear implants international. Benn, S., Dunphy, D., Griffiths, A. (2014).Organizational change for corporate sustainability. Routledge. Cameron, E., Green, M. (2015).Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Gershon, R. A. (2013). A case study analysis of eastman kodak and blockbuster Inc.Media Management and Economics Research in a Transmedia Environment, Routledge, New York, NY, 46-68. Hayes, J. (2014).The theory and practice of change management. Palgrave Macmillan Kelley, B. (2016). Changing Change. InCharting Change(pp. 1-12). Palgrave Macmillan US. Lee, K., Malerba, F. (2016). Catch-up cycles and changes in industrial leadership: Windows of opportunity and responses of firms and countries in the evolution of sectoral systems.Research Policy. Sahoo, B. K., Tone, K. (2013). Non-parametric measurement of economies of scale and scope in non-competitive environment with price uncertainty.Omega,41(1), 97-111.