Force For Change example essay topic

Todays organizations are characterized by frequent disruptions to its environment. New strategy, new technology and change in employee mix or attitudes are all internal factors that can create force for change. The introduction of new equipment or technology can create the need for change within the workplace. The staff will need to learn how to use the new equipment and it may affect the duties required of them. Fayol stresses out that companies need something called the Stability of Tenure (Taylor, p. 152), which allows the employees to use some time to adapt to the new workplace conditions with less stress. To Fayol the Stability of Tenure promotes loyalty to the business, its goals and assets.

But in order for the personnel to show the loyalty to the enterprise, the business must also be loyal and generous to its workers. The relevant remuneration of the staff is a must for any organization that desires quick and continuous development and prosperity. Fayol defines the remuneration as " the price of services rendered". The writer strongly believed that for every unit of the company's growth the same plus a little more unit of personal growth must be present for the responsible worker. New company strategies, which may involve the future change in management practices, enterprise agreements and industrial relations, will create a vast variety of needs for change. So will the attitudes of the workers.

In fact employee attitudes can create the need for new company strategies in the case of job dissatisfaction, poor team spirit, lack of commitment and job insecurity. External forces affecting an organization demand change by creating threats and opportunities. The organization it compelled to respond to these threats and opportunities. As per Henri Fayol point of view it is very important to recognize every threat form the single, centralized perspective. Though it may seem that the centralization Fayol talks about is rather contrary to the decentralized approach used by the businesses today, the author gives his explanation of the concept, and mentions that the decentralization - is frequently centralized-decentralization. He means that every process of the enterprise must be separated with a clearly defined leader and subordination along with unity of command.

The unity of command allows the company to respond to the change of the environment with a single effort and common direction (a very necessary thing when company is going through the stage of some crisis). The approach of resource and labor specialization provides the business with the ability to concentrate them at the specialized part of the activity, causing more understanding of the task followed by a deeper insight and focus on proper completion. Fayol was one of the first economists to introduce the concept of work groups that now serve as one of the fundamental principle for the Japanese type of enterprise management. (Shel drake, p. 132) Fayol pays a great deal of attention in his works to the human resource management side of business administration. Sometimes his works go deep into psychological analysis of the cause and effect in the economy and business. In the critical situation the human factor plays a very important role.

At the time when some process needs to be changed, the actual change does not occur until the force for change exceeds that of the force resisting the change. People who may not necessarily lose from the change still contribute to the force resisting change. People inherently resist change because change causes uncertainty and ambiguity. Through good management these uncertainties and ambiguities will be removed and the resistance to change will not be as great. Fayol says that a successful approach to changing the structure and processes within the organization should start with thorough planning. Planning is a process that involves defining the organizations objectives or goals, establishing an overall strategy for achieving those goals, and developing a comprehensive hierarchy of plans to integrate and coordinate activities.

(Robbins et al., p. 247) One of the reasons for planning is to reduce the impact of change. It does this by creating an environment that is accepting of change and by predicting change. Fayol agreed to the fact that planning reduces uncertainty by forcing managers to look ahead, anticipate change, consider the impact of change and develop appropriate responses. (Robbins et al., p. 247) Planning just enables us to best cope with and manage change.

Managers in this chaotic world need to respond quickly to every threatening condition.