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Management of Change

In: Business and Management

Submitted By wwseven
Words 2454
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It has been widely accepted that change is the only constant in life. Change is the process of moving from a current state to a potential future state, whether planned or unplanned and comprises of the expected and the unexpected (Dawson et al, 2014). Change is an ongoing phenomenon, existence is synonymous to change, as such, it is an integral part of the life of an organisation. Organisational change is the framework for managing the ‘transition state’ of the organisation. As earlier defined, change is a movement from a current state to a future state, however, for an organisation, there is a transition stage between the current and future state. The central managerial tasks rest within the transition state and centres around three core elements; “how to avoid resistance and motivate people to change, how to control and minimize the disruptive aspects of change, how to shape the political dynamics of change” (Dawson et al, 2014). As such, organisational change can be described as the movement over time from a current state to an emerging and uncertain future state which is sometimes planned and managed with the desire to secure set objectives and sometimes unplanned (Dawson et al, pg 90). In the hyper competitive and turbo charged changing business environment of today, managers strive to find stability within the uncertainties using planned change methods while conscious of the need for adaptability, flexibility and agility to leverage processual change methods in order to survive.
This paper seeks to address the dilemma between the desire for the stability of the planned approach and the flexibility of the processual approach. To examine this dilemma, this paper contrasts the planned approach to organisational change with the processual approach to organisational change. Accordingly, the paper is structured as follows. The first section defines and contrasts

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