Contents

• Introduction
• Body
• Conclusion
• References

Description

In organizational set up change is inevitable and a company cannot be considered growing if it is not constantly changing and reinventing its processes, product or service portfolio, adopting new technologies etc. However, some managers can be reluctant to change (Hiatt & Creasy, 2003). They might wish the already existing processes and technologies to continue since organizational change calls for learning a new task, or new way of doing the same task, change in attitude and approaches etc. Not all the employees may welcome change. They might treat change as something threatening to their status quo. However, irrespective of the reactions of the employees, the management of an organization and especially the HR has to adopt changes in order to keep up with the market trends, customers’ needs, technological developments etc.. Many of the HR managers can be insensitive to the impact of change in the organization and they may not realize that for the success of the change process, the cooperation and consensus among the employees and the stakeholders can be crucial. Only when the change is implemented by taking majority of the employees and directors into confidence the change can be effective (Kotter, 1996)).