Organisational Change Mnagement Report

Report > Organisational Change Mnagement Report - Eagle Air (40517667)

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Edinburgh Napier University HRM 09403 INTRODUCTION Organisations by their very nature unify the interests of diverse individuals to achieve a set goal. It invariably follows to say that one cannot detach the success of an organisation from the people who make up the organisation. In achieving organisational goals, managers have the role to ensure and maintain a const ...[Show More]

Edinburgh Napier University
HRM 09403
INTRODUCTION

Organisations by their very nature unify the interests of diverse individuals to achieve a set goal. It invariably follows to say that one cannot detach the success of an organisation from the people who make up the organisation. In achieving organisational goals, managers have the role to ensure and maintain a constant alignment of stakeholders and organisational goals. This includes ensuring that organisational change which by its nature is inevitable in attaining organisational success is properly managed and monitored. Organisational change is therefore any alteration in the status quo that causes the members of an organisation to do or act differently than they would normally do(Bartol & Martin, 1994).In this report, we will delve into an analysis of the changing context in Eagle Air using PEST and SWOT analysis to identify the internal and external drivers of change in Eagle Air. This report will further consider the nature of change facing Eagle Air using Nadler et al.’s Typology of Change. It will critically examine types of employee reactions to organisational change using Kirkpatrick’s Typology of Reactions to Change in spotlighting the employees of Eagle Air. In conclusion, this report will compare a few change models and recommend a suitable change plan or model for Eagle Air to ensure success in the organisation.

CHANGE CONTEXT

Organisational Change as mentioned above is inevitable. It is not a choice. Where an Organisation refuses to change on its own, circumstances surrounding the organisation will force the change or drive them out of business. The ability of an organisation to manage change has been said to be a core organizational competence(Burnes & Bernard, 1996). Change in an organisation does not happen in a vacuum, it occurs in a context. The context of change are factors that have the potential to affect change either positively or negatively. It is very important to ensure that in considering change management and change we understand why a person or organisation will be willing or otherwise not willing, ready or not to change. In this section, we will be considering and analysing both internal and external factors that influence change in an organisation. This paper will be making use of the PEST Analysis and SWOT Analysis. The PEST framework (Also called PESTEL depending on the author) is a widely used tool in

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understanding strategic risk(Johnson & Gerry,