The first known instance of organizational change may be found in the Old Testament. The issue was that it was too loosely connected, and Moses was the key initiator of the
Each reply must incorporate at least 3 scholarly citations in the current APA format. Any sources cited must have been published within the last five years. Each thread and reply must integrate at least 1 biblical
principle.
2 DISCUSSION THREAD
Changes of Organizations
Dionna Ward-Stover
Author Note
Dionna Ward-Stover
I have no known conflict of interest to disclose.
Introduction
The first known instance of organizational change may be found in the Old Testament. The issue was that it was too loosely connected, and Moses was the key initiator of the change. Following his escape from the Egyptian pharaoh's rule with thousands of Israelites as his followers, Moses faced a formidable array of social system problems. As the global economic and political landscape becomes more turbulent, organizations are being forced to undergo widespread transformation. If organizations fail to adapt to the technological, managerial, and environmental change, they risk becoming obsolete. It is not only technological advances, professionalism, competitiveness, and demography that drive organizational adaptability in various situations. Because of this, organizations may adjust their emphasis, modify objectives, reorganize their roles and duties, and create new forms. In the context of organizational transformation, adaptive activities like technological, environmental, and material can be achieved. Research and practice imply that organizational change is altering and forcing managers to change their organizations, and this discussion thread addresses these elements of organizational change. Change in organizational management, change in business ethics in an organization, social developments in professional positions and changing technology and demographic patterns are all examined in this article. The work of organizational theorists, managers' actual experience and doctrine's principles are then examined as the foundation for organizational change and redesign while incorporating personal and biblical perspectives.
Changes of Organizations
Organizational change refers to a transformation in the situation inside an organization. Organizational change may be achieved in a variety of ways, and in certain situations, a company's structure, regulations, procedures, culture, strategy, or technology may need to be completely restructured. Any number of factors, from years of preparation to an unexpected shift in the organization’s environment, might force an organization to implement change. Changing the operations of a company may be done in little steps or in a radical way. Regardless of the kind of change, adapting to a new way of organizational change entails letting go of old habits and embracing new ones, and it is a procedure requiring adept people management. Organizational change is imperative for every business operating in the 21st century in order to succeed in its business operations, and failure to adapt to organizational change might lead to losing clout in its sector, which can harm its reputation among rivals and allies as well as its customers and clients' perceptions of the brand.
Environmental Conditions Driving Organizational Change
A shift in the environment, structure, technology, or personnel of an organization is what is meant by the word change. The manager's work would be simple if it were not for the constant need for change so that tomorrow is no different from today in terms of planning (Wee & Taylor, 2018). If an organization wants to survive and grow, it must be able to live in harmony with the external economic, social, and political forces that may have an impact on an organization. This is a conclusion that has been reached after a thorough investigation of management theory and practice. Organizations must evolve at a tempo and in ways that have never been seen or expected in the past to keep up with the ever-changing environment. Organizations that cannot change rapidly enough will either go out of business or be replaced.
In the developed world, the most major change in an organization's landscape has been the shift from an industrial to an information economic perspective. In the current 21st century, businesses invest more in computer and communications technology than they did in agricultural, industrial, mining, and construction equipment combined in the 19th century (Kraus et al., 2018). Even though industrialized countries used to employ about one-half of their workers in manufacturing, no developed country was predicted to have more than one-eighth of its labor force engaged in traditional manufacturing and transportation tasks by the year 2000 (Luthra et al., 2019).
Change in Organizational Management
The notion of management has been around for thousands of years. Basic approaches to management reach back at least 3000 years before the birth of Christ, a period in which records of commercial deals were first documented by Middle Eastern clerics. Socrates, approximately 400 BC, said that managing was a capacity totally independent of having technical abilities and knowledge (Riordan, 2019). The Romans, famed for their legions of troops commanded by Centurions, offered accountability via the ladder of power. The Roman Catholic Church was structured along the lines of areas, job descriptions, and a chain of command (Aros et al., 2020). A structure of control and power, like that of the Catholic Church, developed in which authority lay with the masters and flowed down to the journeymen and apprentices.
During the late 1700s and early 1800s, the way people worked and lived underwent enormous changes as a result of the Industrial Revolution (Wallis et al., 2018). Until recently, the majority of people lived in rural areas, where they either farmed or worked. One of the most significant achievements of the steam engine was its ability to automate coal mining, enabling industries to make mass-produced commodities previously crafted by hand, as well as train locomotives that could transport goods and materials across countries in a timely and efficient way. Labor needed to be directed and organized by factories, which in turn needed workers.
As new technologies emerged, organizations' need for higher levels of productivity and efficiency increased. The concept of work processes in the 19th century was central to the quest for business wisdom. Organizations' management wanted to know how work was done and what influence it had on output. The goal was to improve efficiency in the workplace. Frederick Taylor was a pioneer in the field of human output measurement (Hill, & Buren, 2018). In Taylor's view, the key goals of management were to increase productivity while lowering expenses. Based on a formula, Taylor's ideas focused on determining how many units were generated in a given period of time.
The need to coordinate the efforts of the whole organization towards a single goal started to develop, not just in terms of managing worker production. The concepts of organizational rational, natural am open systems also came into existence in the late 19 century, which is also in research executed by (Scott, 2007)) As industries grew in the 21st century, management was forced to arrange more complicated operations. It is widely accepted that Frenchman Henri Fayol was the first to create and popularize the four fundamental management principles of planning, organizing, coordinating, commanding, and managing, which are widely used by many organizations (Edwards, 2018).
Change In Business Ethics in an Organization
The moral ideals that drive an organization’s business activities are referred to as its business ethics (Pelster & Schaltegger, 2021). Employer-employee relations, environmental concerns, discrimination, bribery, social responsibility, and insider trading are key concepts that have influenced an organization’s code of ethics since the 18th century (Boutmaghzoute & Moustaghfir, 2021). For a code of ethics to be established inside an organization, it is not enough to rely on legislation, and corporate executives must take the initiative to do it. The first significant shifts in corporate ethics occurred in the 1960s (Deng et al., 2018). Individualism and a strong commitment to social problems like environmental preservation and global peace were becoming more popular. When compared to prior generations, employees in the 1960s had a weak work ethic and were utopian about making the world a better place. Many employees regarded their bosses with contempt due to the prevalence of drug use and the increased emphasis on independence.
Business ethics were affected by the Vietnam War and a growing feeling of conflict between bosses and workers in the 1970s and 1980s (Michaels & Grüning, 2018). After the government tightened regulations on military contractors, corporations revised their contracts with workers to place greater emphasis on values rather than stringent adherence. When it comes to managing people, employees are more inclined to work together rather than work alone. There was a revival of ecology in the early 90s, as well as new heights of social responsibility and more severe legal consequences for ethical transgressions (Kaptein, 2021). Tobacco and junk food producers, for example, were subjected to increased scrutiny and the filing of numerous significant lawsuits over the effects of their goods on public health. The public was putting growing pressure on oil and chemical firms to account for environmental harm. Organizations were obliged to increase legal budgets as class action lawsuits became more common.
Since the year 2000, ethical conduct in organizations has extended to the internet (Alda-Varas et al., 2018). Cybercrime and privacy concerns have dominated the main ethical debates of the twenty-first century. If an organization or an individual has ever done business online, he/she has been exposed to identity theft crimes that were nearly unheard of 20 years ago (Shahria et al., 2020). Consequently, companies are under increasing societal and legal pressure to safeguard the private information of their customers. A careful line needs to be drawn between respecting customer privacy and exploiting internet activity to gather useful marketing data since data mining and target marketing have become more popular.
Evolution and Revolution Theory of Organizational Change
A fundamental tenet of evolutionary theory is that civilizations evolve from rudimentary beginnings into more sophisticated forms. Organizational cultures, according to Auguste Comte and other early sociologists, were thought to grow along a single, unidirectional path (McVeigh, 2020). They saw organizational change as a sign of progress toward a better future and viewed change as a good thing. To them, the evolutionary process meant that civilizations would always rise to new heights. Savagery, barbarism, and civilization were all three phases in L.H. Morgan's view of the organizational change process (Dykes et al., 2018). According to the three phases in the evolution of human thinking and society, Auguste Comte's theories constitute three main stages of social change, which were metaphysical, positive, and theological.
A group of people who were enamored with this idea adapted it to human civilization and concluded that organizations must have developed from basic and primitive to sophisticated and advanced, like the western civilization. Emile Durkheim argued that a society's moral density is the driving force behind the organizational social change (Kostyło, 2019). To Durkheim, the pressure of increased organizational moral density led to a shift in organizations toward more difference, interdependence, and formal control. That organizations have evolved from a relatively undifferentiated social structure with a minimal division of labor and a kind of solidarity known as mechanical solidarity to an even more differentiated social structure with a maximum division of labor, resulting in organic solidarity.
The organizational life-cycle theory is a different approach to organizational change management (Roscoe et al., 2019). There is a correlation between how the elements of an organization develop over time and how well they work together. The complexity of an organization grows as it matures, necessitating additional coordinating mechanisms, staff, and units to keep things running smoothly. The case studies that support the life-cycle theory seem to have been the primary rationale for its acceptance; however, some larger sample studies have supported the notion of phases that represent congruent traits but not the assumption that the order of stages is set. The premise that there are distinct stages in an organization's life cycle and that the elements of each phase should be consistent with each other appears to be a reasonable starting point for the development of prescriptive organizational change guidelines for enhancing performance.
Using organizational norms and programs, life-cycle theory tries to explain development by describing how certain activities must be performed in a certain order. International Product Life Cycle (IPLC) is an example of a particular application for product development and marketing, which is discussed in a scholarly article executed by (Iveson et al., 2022). If an individual looks at how a product that was manufactured in a Western country like the United States has grown throughout the course of its life and finally declines, he/she can see how this happens. The life cycle management paradigm may also be seen in Western corporate practices. The primary focus of life cycle theories is on a single entity, with the growth of other entities being seen as secondary.
Management's ability to recognize and perceive the problems that arise throughout a company's transformation may help it enhance its design. To get a better understanding of organizational changes, managers might examine the shortcomings in their own organization's new designs. To imitate companies who are seen as leaders, it is common for them to alter features of their own products, such as their designs. Comparing design and performance before and after adjustments allows managers to learn. Several factors might restrict the validity of these connections, which includes cognitive and motivational biases, as well as human learning in general, which creates difficulties. Unintended distortions at various communication nodes and purposeful distortions by individuals who desire to benefit from such distortions are two examples of challenges relating to the verticality of organizational information flows that must be addressed.
In general, managers who have been around for several design modifications are less likely to learn through making comparisons or averaging across different situations. Organizational design and performance combinations are so diverse that managers can only witness a limited fraction in person. Vicarious learning may help managers overcome this limitation. There is a lot of interest in organizational change and performance pairings in the business press and among managers and consultants who have had the chance to see change performance pairings in action. Research on this area is scant, but it is thought that managers might learn about new ways of organizing by using diverse media sources.
Biblical Perspective
Hard labor is required on an ongoing basis to make organizational changes. If people have faith and hope that things can be changed, they are more likely to take action. As a result of a feeling of pessimism, people are less likely to act and are more likely to be held back from making progress. Atheists and Christians alike agree that God has a vital role to play in the process of change (Merida, 2015). When Moses and his thousands of Israeli followers escaped the Egyptian Pharaoh, the first formal record of organizational change was unearthed (Lee, 2020). At the time, Moses had an issue with what can be termed social networks today. In those days, there was no Facebook, the Internet, or Twitter to connect with many people. Every single one of his tens of thousands of admirers may get in touch with him at any time. They were unable to address the concerns of all their devotees. Reorganization and implementation of a hierarchical pyramidal structure were suggested to him by his father-in-low. Managers at higher levels will only come to him with issues they cannot handle on their own.
In conclusion, organizational change is imperative for every business operating in the 21st century in order to succeed in its business operations, and failure to adapt to organizational change might lead to losing clout in its sector, which can harm its reputation among rivals and allies as well as its customers and clients' perceptions of the brand. Organizational settings often undergo dramatic changes, which may have a significant impact on an organization's ability to function or legitimacy. The organization's reaction to these developments is determined or at least influenced by how top management understands them, typically as dangers or opportunities. Advances in scientific knowledge have led to the development of organizational structures and procedures that deal with organizational learning, decision-making, and flexibility. Organizational change and performance are being impacted significantly by advances in scientific understanding, professionalism, and technological capability. Society and the workplace have undergone substantial demographic shifts, which are affecting businesses in a subtle but important way. The introduction of a broad range of knowledge, a decrease in cooperation and prosocial conduct, and better interactions with resource controllers in the company's environment may be achieved through increasing demographic diversity in an organization.
References
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CHANGES OF ORGANIZATIONS
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CHANGES OF ORGANIZATIONS
Discussion Board 4: Changes of Organizations
John Ireland
Author Note
John Ireland
I have no known conflict of interest to disclose.
Changes of Organizations
Introduction
Organizational changes and reengineering are as old as organizations' existence and even referenced in the bible. The story of Moses and his father-in-law (King James Bible, 1769/2017, Exodus 18:13-27) discussing the people's judgment is an example of how delegation of authority can be implemented and handed down to others to complete the same judgment that Moses was employed and responsible for. It is equivalent to organizational leadership delegating authority to make decisions and effect changes with the limited risk involved. It is one of the first examples of a loosely coupled system. A loosely coupled system reduces the risk that a change made within one element will create unanticipated changes within other elements (Tech Target, 2011). Today, organizational changes have several factors of consideration by an organization to reduce the risk associated with decisions to implement changes. Those factors include the organizational structure, the current strategy, and the environmental impact on the market and industry.
The Covid-19 pandemic that hit the world stage in early 2020 is a prime example of recent changes that affect the changes that impact organizational operations today. The changes included a teleworking environment where employees considered non-essential to the traditional in-person approach could work using technology platforms to communicate and remain productive at a safe distance, not infecting or becoming infected by a deadly virus. Like anything encountered in life that is not ideal, knowing that God has a plan already in place for us and digging deep to persevere for a better day is essential to come out victorious on the other side. Merida, Platt, and Akin (2015) say “we should be reminded of the grace of God, who brings refreshing fall-like seasons in our life (Merida, Platt, & Akin, 2015, p.277).”
Remote Workforce
An emerging switch in how organizations had to adapt and rapidly respond to a change to the working environment that affected millions around the globe was a remote working environment to continue operations. Something considered impossible became a welcomed necessity to continue operations and maintain the same level of service and production as before the pandemic hit. The rise in how many organizations embraced and executed a telework posture almost quadrupled.
Early estimates suggested that, due to the pandemic, approximately 50% of the European workforce worked remotely compared with 12% prior to the pandemic (Ahrendt, Cabrita, Clerici, Hurley, & Leončikas, 2020). Private sector organizations were moving toward telework as an option to continue operations, and the public sectors were as well. The Department of Defense (DoD) identified non-essential or non-critical personnel as members allowed to telework
Past Summary
Remote work or telework was always available to civilian federal workers in the DoD, but not on a permanent or temporary basis. It was situational and on a case-by-case basis that depended on the situation. The main reason for this was security concerns and the old ideology of needing to be present to accomplish tasks and projects. However, in times of a pandemic, where the spread of the disease is crucial, working from home is a critical opportunity and can give a competitive advantage to sustain and improve the performance of organizations (Galanti, Guidetti, Mazzei, Zappalà, & Toscano, 2021).
Like many other organizations, the DoD quickly realized that the same work could be accomplished, with even higher proficiency levels, from home through a telework posture. The only concerning issue that is still prevalent is how to disseminate top-secret information, but even that hurdle became less challenging through the installation of secure virtual private networks (VPNs) on home computers.
Current Summary
Trust in the personnel is the only way organization's can see the benefits of remote work. The change from the transactional leadership style where structure, monitoring, and micro-management embody managers to the transformational leadership style w
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