ORGANIZATIONAL CHANGE AND MANAGEMENT
Barroso, G. and Delgado, M. (2007) consider that the changes that occur in the global business environment are many and very rapid, which increases the level of uncertainty and the level of competition in the markets, demanding a new position. in organizations. No one can be observed without doing anything, but on the contrary, it is necessary to make organizational changes that allow adaptation to this dynamic environment. “As understandable as the fear of change may be, it cannot be forgotten that the environment changes very rapidly, that this rate of change is increasing and that companies therefore cannot afford to remain static” (Kotter, J. and Schlesinger, AL, 1997). There are many definitions of organizational change that exist in the business environment,but regarding the scope of organizational change, some define it as "the deliberate introduction of new ways of thinking, acting and operating in an organization" (Shalk, R.; Campbell, JW and Freese, C., 1998), "the incorporation of certain resources and capacities or different reorganization of them "(Pardo del Val, M., 2003), as well as" an empirical observation of difference in form, quality or state over time in an organizational entity "(Van de Ven, A. and Poole, MS, 1995). Organizational change ranges from a simple change in technology to major transformations in an organization's culture, so improving the way it changes is today the major concern of all organizations, regardless of size or sector. in which they operate."Learning to get ahead and manage the situation is the only major challenge we all face, including the organizations we work with" (Stewart, J., 1992). For this, creative forms and methods are required to face the processes of change and thus satisfy the growing needs of society, organizations and individuals.
As Segredo, PAM (2013) points out, organizations are made up of people who live in complex and dynamic environments, which generates diverse behaviors that influence the functioning of systems, which are organized in groups. The result of this interaction influences the environment that is breathed in the organization. The diagnosis of the climate provides feedback about the processes that affect organizational behavior and allows the development of improvement initiatives aimed at changing the attitudes and behaviors of those involved through the improvement of the diagnosed factors, in order to raise levels of motivation and Professional performance, even some of the tools examine the causes and allow respondents to come up with their own solutions (Soto, E., 2007).The assessment of the organizational climate is today of great importance in corporations because it is an essential element in the development of their organizational strategy and enables managers a future vision of the organization, it is also a diagnostic element of the changing reality of the environment, since it allows to identify the real needs of the institution in relation to the desired future, in order to design the actions that must be carried out in the present and that will allow achieving the vision of the future designed for the institution.since it allows to identify the real needs of the institution in relation to the desired future, in order to design the actions that must be carried out in the present and that will allow achieving the vision of the future designed for the institution.since it allows to identify the real needs of the institution in relation to the desired future, in order to design the actions that must be carried out in the present and that will allow achieving the vision of the future designed for the institution.
Another important issue according to Barroso, G. and Delgado, M. (2007), are the causes that cause the change. Stewart, J. (1992) defines this type of change as a process influenced at first by external forces (environment), to which the internal forces of the organization are added and together they influence people to change or carry out a process of change. This definition, while highlighting the role of external and internal forces, does not reflect the relevant role of the human resource in the change itself, since it simply places it as an observer or object of the change, when in fact it is the one that consciously introduces the change and then it adapts to it. Note in this regard even the role that top management has in the organization as agents of change.A concept that gives greater importance to human resources and management is the one that states that change is altering how work is organized, how it is directed and who is carrying it out (Leana, CR and Barry, B., 2000). The scope of this definition of work organization expresses the leading role of human resources. There is also a need for a real and express will of the individual to accept the change, because otherwise it does not occur (Casado, J., 1998).There is also a need for a real and express will of the individual to accept the change, because otherwise it does not occur (Casado, J., 1998).There is also a need for a real and express will of the individual to accept the change, because otherwise it does not occur (Casado, J., 1998).
On the other hand, as Mundet HJ and Sarmiento, MN comment, information management is a characteristic that distinguishes organizations. Firms have information systems that make data, information, and perceptions shared among all members of the organization. This transmission of information plays an important role in managers, who are the main axis of interpretation of the company. Senior executives in the organizational hierarchy are those who formulate the interpretation of the organization as a whole (Daft & Weick, 1984). Managers are responsible for interpreting environmental signals and translating them into strategic decisions for the company (Quinn, 1991).Perceptions such as managers' personal values influence in a certain way the interpretation of the environment. When top management interprets an opportunity or threatens some of its stakeholders1 and decide to take actions or make changes in the strategy, to face this interpretation, their processes of sensemaking 2 and sensegiving 3 with their stakeholders, are those that can allow them to change some basic premises 4of the organization. By changing these premises, the company acquires a new frame of reference, which leads to organizational strategic learning, where this strategic learning is a type of higher level or second order of learning in organizations (Fiol and Lyles, 1985). This type of learning usually takes place in well defined organizational environments and in which administrators consider that they have control of the situation, since this environment involves routine or repetitive tasks (Duncan, 1974). Strategic learning is organizational learning that improves the vision and strategic capacity of the organization and changes the basic premises, so that the organization, when carrying out strategic learning, will have another form of interpretation and a new frame of reference to make decisions.This kind of learning is closely related to knowledge at the corporation level (Weick, 1979).
According to Barroso, G. and Delgado, M. (2007), change is also related to innovation. The term innovation has several meanings according to the level of analysis used. There is innovation in products, innovation in processes and organizational innovation (Oslo, M., 1997). Organizational innovation incorporates significant changes in the organizational structure, the use of advanced management techniques and the implementation of a new or substantially changed strategic orientation. Organizational innovation is given only if there are measurable changes in outlets as well as in sales growth or productivity.
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- Any group or individual that may affect or be affected by the achievement of the company's objectives such as Investors, employees, clients, competitors, regulators etc.; 2. Create meaning, the ways in which people generate what they interpret; 3. Make sense, guide Sensemaking with decision making to convey some vision of change; 4. Beliefs and values embedded in the organization that influence the way of operating and making decisions.
Meanwhile, Yamakawa, P. and Ostos, J. (2011) point out that innovation is the implementation of new processes, new products and new management approaches to increase efficiency - quality improvement, reduction of production cost -, and effectiveness - larger market segment, improved customer satisfaction - in the company (Seaden, 2003).
Barroso, G. and Delgado, M. (2007) point out that West, M.'s concept of innovation
- and Farr, JL, (1990), is related to “the introduction and application or procedures, within a role, a group or an organization, as long as it is new to the adoption unit and designed to significantly benefit the individual, the group, organization or society in general «. This definition is not restricted to technological change, but also includes new ideas in management and even in human resource management. In fact, it has been stated that innovation occurs frequently in changes in management methods and organizational practices, as well as in the technological field (Evans, R. and Charles, P., 1998).
Yamakawa, P. and Ostos, J. (2011) point out that innovation management is related to the use of various factors that influence organizational performance. Tidd (2001) relates innovation and organization, stating that best innovation practices vary according to a series of factors, making it necessary to identify the most appropriate organizational configurations for specific environments. Gopalakrishnan (2000) assumes that organizational performance has many definitions, including: efficiency, effectiveness, financial results, and employee satisfaction. On the other hand, Olson (2005) proposes a global measurement of the results of the organizational performance, through the perceived performance with respect to the company and the competitors. Tushman and Nadler,(1986) argue that changes in the environment increase risk. For this reason, to compete, organizations must create new processes, new products and new services; that is, they must adopt the innovation process as a way of corporate life.
It can be said that organizational change is a set of transformations suffered by organizations influenced by external forces (which can threaten their survival or provide new opportunities), and internal forces (which promote the generation of environmental changes and adaptation to them). Its application in practice also defines the dimension, importance and impact of change, in which human resources play a relevant role. But it should not be forgotten that changes in organizations cannot be occasional because the environment evolves so rapidly that the lack of integration with the environment would make the survival of the organization impossible.
Today, to be able to sustain and develop, an organization must be capable of continuous change. Organizations must be part of a system made up of many elements that need to be perfectly integrated. Hence the need to carry out the change process using management systems that allow greater flexibility and integration both internally and externally. It should start, then, by identifying the particular characteristics of the process, in order to determine the most appropriate methods and tools in achieving the objectives. On the other hand, it is necessary to give greater importance to human capital in the process of organizational change and to foresee in the organizational management approach the very management of organizational change.The proposal made with this essay is to manage organizational change as a project.
Change management is not about establishing new management models that ultimately turn out to be only passing theories, rather it is about taking advantage of changes in the business environment for the good of the organization, therefore, companies must not only be flexible but that those who manage them must develop an acute perception to anticipate changes and thus be able to always be at the forefront. It is recommended to emphasize asking questions rather than looking for answers, to obtain continuous and successful renewal processes.
Federico Plancarte Sánchez Doctorate in Senior Management August 2018 BIBLIOGRAPHIC REFERENCE
- Barroso, G. & Delgado, M. (2007). Organizational Change Management through Projects. Industrial, vol. XXVII,. 42-44, 46. Mundet, HJ & Sarmiento, MN Sensemaking, Sensegiving, Stakeholders and their influence on Strategic Learning and Organizational Change. Revue Sciences de Gestion.No. 63, 21-23, 25-27, 29, 31. Raineri, BA (2001). Organizational Change Management in Chilean Companies. Administration Studies, vol. 8, 1, 3.Segredo, PAM (2013). Organizational climate in change management for the development of the organization. Cuban Journal of Public Health, 2013, 386-387. Vertiz, G. MA. (2008). Theoretical references for the Analysis of Change
Organizational: The thesis on Change and the Synthesis of Institutional Processes. Management and Strategy, No. 33, 14, 19.
- Yamakawa, P. & Ostos, J. (2011). Relationship between organizational innovation and organizational performance. Company, Bogotá, Jul-Dec 2011, 95, 97, 99.
