how organizations implement changes
Explanation of the issue
While there are several theories regarding changes, the most common notion suggests that change takes place due to organizational problems. This type of change is motivated by new technologies that provide improvement for previous functions. This notion is widely challenged with the idea of progression as well. However, this position paper is organized to present a comprehensive analysis of the change management process by managers. The paper will also present arguments on how different factors motivate this change management process. However, the paper will also explain how organizations implement changes with different examples.
The first analysis can be placed on the issue which motivates the change in different organization in the world. This mainly represents the issue of either cost, process, and different types of supply issues as well. This issue shows how various organizations indulge in changes that improve these issues. The change helps to eradicate the issue and increases organizational performance as well. This claim and argument are also backed by the research presented by (Kang, 2017)well. The issue shows how Honda company also changed and innovated its entire product line by launching hybrid vehicles. These vehicles were designed with state-of-the-art technology in order to reduce CO2 emissions from the world. This idea is termed as innovative and not simply change because it shows how the company has solved an issue. This issue has also been resolved by presenting a viable and safer solution. Thus, this example proves how change is indeed forced due to societal problems as well.
The change management implementation
The change management process explains the activity undertaken by different managers in the company to establish the provided change. This activity is also compromised of the various process which is carefully planned. This is mainly because the process involves employee resistance, questions, and general reservations, as well.