Managers Of Organizations

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that promote
administrative and staff interaction which move towards desirable changes
in policies, programs, organizational culture, physical environment,
procedures, or relationships. Such change in organizations may lead to
more efficient and cost-effective operations, better morale or improved
services. This paper will identify assumptions, conditions, and dimensions
of this practice that will be of use to managers and consultants interested
in making or facilitating change in their organization. Finally, a set of
organizational principles will be specified and discussed to provide these
consultants and managers with a set of guidelines to aid them in the
management of the changes they plan.

Managing Change

Managers of organizations today face a demand for change in their
organizations if only because change is so pervasive in the world around
them. One assumption often made by managers is that workers resist
change. Mogeson, an industrial psychologist, clarified the ...

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equilibrium they established over years
in their work habitat (Weatherly & Lipsky 374). Managers of organizations
must learn how to invite workers in the lower reaches of the organization
to become partners in the change process. This would mean bringing them
in prior to the implementation phase of a change project and involving them
as early as possible in the planning phase (Patti & Resnick 56).
The belief that a change process can be managed effectively,
regardless of the organizational context of that change, is a third
erroneous (Snyder 164-176). For example, an organization's recent history
includes many changes and workers and management are overloaded.
Consequently, no ...

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