Concept and Forces of Change, Paradigm Shift

Concept of change:

Things are changing due to change. It is a change in the surroundings. It is a change from the norm. Either progress or revolution are possible. It may be prepared or unprepared. It could be favorable or unfavorable. Any change to the overall workplace is referred to as this. Update might be straightforward, like moving an office, or it can be more complicated, like a technology change that could endanger certain employees' very jobs.

Organizational changes include both the method by which a company modifies its structure. In addition to the structure, strategies, operational techniques, technological advancements, or organizational culture may also be used to bring about change inside the firm. Moreover, consider how these changes will impact the organization. Organizational change can take place continuously as well as intermittently. Therefore, changes are done in accordance with any organization's requirements and organizational character.

According to Newsome and Davis:

Any modification to the workplace that changes how employees must behave is referred to as a change.

One further definition would be "Change typically happens when an organizational system is disrupted by an internal or external factor. Simply changing a system's structure or operation constitutes change as a process. It could be excellent or awful; the idea is only descriptive."

Within the corporation, change is unavoidable. Changes in an organization imply:

• Modification of interpersonal relationships and group behavior patterns inside the company.
• Changes to the organization's level of environmental adaption.

An organization may be required to undergo changes. In response to environmental changes, an organization might also change. Organizations must manage planned change well. Organizations that adapt to change assure their survival; those that do not run the risk of dissolving.

Forces of change:

Today's businesses work in a dynamic environment that calls for more transformation. The environment, both internal and external, is a factor for transformation. The factors have the power to alter how an organization operates.

Any modification to these variables calls for a modification to the organization. The following are the most crucial elements:

1. External Forces of Change (PEST)

Organizations are impacted by the external environment both directly and indirectly. The variables in such an environment are beyond the control of the companies. As a result, the organization must alter itself in order to adapt to the environment because it is unable to change it. Since external change is dynamic, it cannot be controlled. They are situated apart from the company. Among these elements are:

• Political factor for change:
  • Both the domestic and international political environments have a significant influence. Organizations and businesses, especially multinational corporations, must deal with their effects. In the majority of the world's nations, governmental meddling in business has skyrocketed. Numerous rules and regulations govern the corporate sector. The political and legal factors are beyond the organizations' control, yet they must be accommodated if they are to withstand their pressure.
  • The new economic strategy in our nation has significantly liberalized the market. In order to limit government meddling in industry, many regulatory rules have been changed. Public affairs management is influenced by political influences. They can be seen in:
  • Public affairs management is influenced by political influences. They can be seen in:
  • Changing institutions, philosophies, and political systems.
  • Government's function is being changed from deor to facilitator and regulator.
  • The government has passed new rules and laws with which organizations must comply.
  • Global political changes, such as the fall of the Soviet Union and the reunification of Germany.
  • Increasing work group activities
• Economic and market factor for change:
  • The state of marketing is less static. Similar to how customer demands, wants, and expectations are changing quickly and frequently, economic and market factors are undergoing rapid change. Overall, the market is highly competitive since it is always being inundated with new items and developments. The best way to draw in and sway customers is through advertising techniques. Consumers are considered as kings in today's economy because the idea of consumerism has become more and more important.
  • Economic characteristics are connected to economic forces. They can be seen in:
  • Economic framework, rules, and circumstances.
  • Per capita income is a good indicator of a country's economic health.
  • Changes in the change rate and inflation.
  • Privatization and liberalization.
  • Income inequality and the prevalence of poverty.
  • Growth of online shopping. Electronic trade is expanding.
  • Resources are readily available on a physical, human, and financial basis.
  • Economic shocks like shifts in the price of crude oil or Asian economic crises.
  • Diversity in the workforce in terms of culture, gender, age, aptitude, and professionalism, etc.
• Socio-cultural forces of change:
  • Organizations have to make adjustments for changes that the social and cultural environments both force upon them. Due to the growth of information and education, as well as several government initiatives, there are many societal changes that occur. Social equality, such as providing women with equal opportunity and similar compensation for equivalent labor, has presented new managerial issues. Therefore, management must adhere to certain social conventions while creating its marketing, employment, and other regulations.
  • Social transformation is manifested in:
  • Human variety and social change are the root of individual variances.
  • Trends in society include delayed weddings, anti-smoking beliefs, nuclear families, etc.
  • Ethical issues and conundrums.
  • Influences from other cultures and how they affect attitudes, values, and beliefs.
  • Population-related changes in the demographics. Workforces are shifting in nature. More people are migrating. Pressure from people results in change.
• Technological forces for change:
  • The most significant external driver driving change is technology. The introduction of new technologies like computers, telecommunications, and flexible production processes has had a significant impact on companies.
  • Organizations are becoming more responsive thanks to information technology. Organizations will need to adapt more, and so will their staff. Numerous employment will change. Workers who can execute a variety of tastes and actively participate in decision-making will replace people who do repetitive, specialized, and narrow jobs. Because employee skills are aging more quickly, management will need to increase their investment in staff education and training. Japanese businesses have advanced quickly because they absorb new technology breakthroughs extremely quickly.
  • Indicators of information technology include:
  • The rate of technological change is increasing.
  • Innovation and experimentation.
  • Virtualization of offices resulting from information technology.
  • Redesigning of jobs arising from new development in technology. Less tightly defined jobs.

2. Internal forces of change:

The forces that emerge within an organization are known as internal forces. These forces may be undetectable, like low morale, or they may be visible, like low productivity and conflict. Internal forces for change stem from both managerial behavior and human resource issues.

An organization is capable of controlling them. It would be impossible to comprehensively enumerate all of the internal factors since there are simply too many. However, the following explanations of the main internal forces of change:

• Goal Changes:
  • When employee objectives change, organizational objectives also undergo succession and displacement. Each organization has a predetermined objective. Every technique they employ is developed and carried out in accordance with that objective. However, the pre-set aim may need to be modified due to numerous internal and external factors, which may or may not have an impact on the organization.
• Structure change:
  • There are instances when the organizational structure, arrangement, and processes must alter because of flaws. These shortcomings could take the form of an unmanageable management span, a higher number of managerial levels, a lack of coordination between different departments, communication barriers, a proliferation of committees, an inconsistency in policy decisions, a lack of cooperation between line and staff, etc. However, unless a serious crisis strikes, the need for reform in such situations stays unnoticed. Therefore, the job relationships are affected by the structure change, and the coordination mechanism is also altered.
• Resource changes:
  • Technology advancements automate and computerize manual tasks. So, when technology changed, so did other resources like human, financial, and information resources.
• Organizational climate change:
  • Changes in the standard of the workplace are reflected by:
  • Interests of management and labor are mutual.
  • Conversation that is open and dispute tolerant.
  • The development of taking risks.
  • Rewards based on performance.
  • Climate of trust and attention to people.

Paradigm shifts:

A paradigm is a belief or a collection of beliefs about how something ought to be created, done, or thought about. In other terms, it refers to your viewpoint, point of view, or convictions regarding what is real. When a person or a group's perception of something significantly changes and the old paradigm is replaced by a new way of thinking or a new belief, a paradigm shift has occurred.

A paradigm is a model that describes or demonstrates how something can be generated. The paradigm shifts model also contends that there should be three stages of unfreezing before change occurs in an organization. freezing and then thawing.

• Unfreezing:
  • Old ideas, attitudes, and habits are thrown out in an effort to combat the pressures of individual aversion to change and social conformity.
  • There are three ways to unfreeze the current situation:
  • Driving forces: They are supporting forces for change, which is their driving force. They can be made stronger or more numerous.
  • Restraining forces: They prevent conduct from departing from the norm. They are weakenable to various degrees.
  • Mixed Approach: Increasing driving forces and reducing restraining forces might be employed in conjunction. Unfreezing actions inspire change-related drive and wants.
• Changing:
  • The transition into a new state when new mindsets and behaviors are learnt. At this point, the change intervention is put into practice. The step creates and puts into effect genuine change.
• Refreezing:
  • In order to stabilize the new change intervention, driving and restraint forces must be balanced. The objective is to maintain change over time. Actual practices incorporate what has been learned.

References:

• Aashish. Study.com. 16 Jan 2014. http://study.com/academy/lesson/what-is-a-paradigm-shift-definition-examples.html. 17 jun 2016.
• AGRAWAL, DR. GOVIND RAM. Organization Relations. Bhotahity, Kathmandu: M.K. Publishers & Distributors , 2013. textbook.