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Organizational Change

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Organizational change is a very useful, methodic way of reorganizing any business to maximize profits and execute operations at an optimal level, but just like with any changes it is usually met with enthusiasm and rejection alike. Organizational change comes with two different connotations and these are based on the perspectives of the owners/employers and the employees. One of these groups have their own objectives and directives on how their businesses or the business that they are involved in should be operated and maintained so that they can reap the benefits of an organization that relies deeply on efficacy and maximization of profits. Although Organizational Change is a standardized process, there is no guarantee that success will be the outcome that is achieved when it is implemented. Companies that focus on the restructuring of the organization must have implementers that provide a logical and feasible business model that is innovative and at the same time meet the needs of the market it is functioning in. Success is not just based on the ability for an organization to execute their methods seamlessly and flawlessly but it also revolves around the ability to convey to their employees the importance of the changes and provide them with the information as well as allowed them to input their experiences and knowledge so that it becomes a growth process not just for the organization but for the laborers of that institution as well.

Based on the passage about the Concord Bookshop, two organizational change processes that they failed to implement or otherwise execute properly were change implementation and behavioral change. The Concord Bookshop like any other company that is looking for longevity and prolonged financial strength came up with a strategic business renewal plan that was gauged to turn the company around and allow them to achieve an advantage and ease the pressures of an increasing competitive market. The owners which were comprised of a board of three different families saw the company as their money generator and so became focused on the direction of the company and the profits that could be gained instead of looking at the company as an entity with many working parts and components. Although change implementation was needed, but the way it was carried out caused a sense of betrayal and confidence loss among the employees due to the fact that they were not taken into account in the planning process or made aware of the incoming changes by the owners before the implementation phase began. The failure to involve key members and essential employees led to a negative behavioral change which caused a breakdown in the employee moral and possibly lowered the level of loyalty leading to an impending turn over rate of employees. The attitude that the owners are presenting is one that is basically stating to do it their way and if anyone has a problem with it they can (assume) leave. This probably conveyed to



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