MANAGING CHANGE IN ORGANIZATIONS PUBLISHEDMihaela Ioana Iacob, V. V. Pantea
How do we come to acknowledge that a change is necessary and what do we do to render it useless?! Quite easy: when the door closes and you realize the keys are inside you need another key, another door ... Unfortunately, you find yourself in the midst of a situation you have to solve as quickly as possible, with as less costs and consequences as possible. It is important, nevertheless, to find out what caused the problem so that next time you avoid it, for instance, instinctively closing the door. Independent of our choice, sometimes the door may stand for a chronic problem, a serious dysfunction of concentration capacity, and the draught that shut the door only for a favourable element. Change represents a quasi - obsessive preoccupation of organizational sociology, a tendency generated by the importance given to bureaucratic inefficiency, by an unstable external environment, by the problems organization managers come across. A clear and profound perception for change in the case of organization members is essential in the change process. Change perception is important, but not enough, reason for which it must be supported by organization staff, managers and employees.The organization staff needs support in understanding that present organizational structure has to be adapted to new imposed needs, dictated by the market they activate in, that the present IT system has to be improved and turned into an efficient tool at manager’s hand, and their decisions need a participant substantiation, by using modern management methods and techniques. This step is essential as it supposes, in fact, the emergence of organization staff conviction that present management system and staff policy are not compatible with market demands. Understanding the necessity of change requires, first of all, the knowledge of the fact that a continuation of all management level and execution processes adopted by the organization can lead, inevitably, to critical situations for that organization.
organizational change resistant to change