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Organizational Change: Case of General Motor
Organizational Change: Case Study of General Motor
Article Summary: “Organizational Change: Case Study of General Motor” by Khan, Muhammad A., and Muhammad Hashim
Change management refers to the process of changing organizational activities and implementing new technologies and procedures in pursuit of achieving organizational objectives. Khan and Hashim identify three aspects of change—adaptation change, control change, and effecting change (1). The world of business has become more dynamic thanks to the proliferation of advanced technology, new market trends, globalization, ever-changing consumer tastes, and the emergence of new strategies to effectively control the organization and motivate employees. Change forces bring about change in an organization; they include social and culture, change in government regulation, change in consumer tastes, trade policies, and technological development.
The main approaches of change management include action research, Lewins classic three step model, organizational development, and kotters eight step plan. Lewins model sits on three steps of unfreezing, movement, and refreezing. Kotters eight step plan is built on 8 steps of accommodating change— increasing urgency, building the guide team, communicating the vison, empowering others to buy in the vision, creating short-term plan, continue improving new programs, and reinforcing change (Khan and Hashim 2). However, the process of change management in organization can sometimes be met with resistance of employees, which necessitate management support for change to foster acceptance and support. The management can also reduce resistance by fostering effective communication, training employees, and involving them in the change process................GET A PLAGIARISM FREE COPY