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Organizational Change

Student Name

University Affiliation
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Introduction

Organizational change is the process through which an organization alters its

organizational structure, operational methods, the whole structure, technologies, or strategies

to incorporate a new and possibly better model, (Hanelt, et al., 2021). The organizational

change varies for each organization. Change is often an intricate and complex process that no

one can define from a specific standpoint (Cawsey, et l., 2020). The organizational change

varies from each person’s point of view. The organizational change that will be discussed in

this report is the integration of Information Technology by synchronizing the business culture

and information technology.

Organizational Change (Integration of Information Technology with Business Culture)

Integrating information technology with business culture in the organization involved

aligning the incumbent technology with company goals and strategies, and synchronizing

information technology with business objectives of the organization. The integration process

reflected how organizational stakeholders absorbed the new technologies into the daily

business operations to achieve organizational goals and objectives. Information technology

was integrated as a fundamental organizational function that helped improve work efficiency,

provide adequate information, research, data, and shared resources, and increase overall

productivity in the organization. The change process was necessary because organizational

management wanted to improve the competitive advantage of the organization.

The organizational change integration process was a complex type of change. It

required the alignment of multiple operations and functions in the organization to be

successful. According to Cawsey, et al., (2020), about 60% of organizational change projects

are successful. Hence, there is a high chance for organizational change implementation to

fail. The synchronization process of information technology into the business culture of the
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organization was not successful because it faced various pitfalls. The change process caused

uncertainty of the new organizational environment and employee roles in the organization

and a poor planning process.

The steps to effective change as outlined by Beer et al.’s were not all effectively

followed which played a major role in the failure of the organizational change process. The

change process was pushed by the top management and little to no employee engagement

was involved. Leaving out employees in the synchronization of information technology into

the business culture of the organization led to resistance, misunderstanding, and resentment

(van den Heuvel, et al., 2020). Employees need an environment where they feel they have the

power to initiate organizational change and play a part in organizational culture. Fear of job

retrenchment and redundancy of employees can highly impact the organizational change

process. The implications of missing out on the steps to effective organizational change

generated anxiety in the employees which led to negative excitement about the

synchronization of information technology into the business culture.

Conclusion

The importance of introducing planned and well-laid out organizational changes into

organizational environments improves stakeholder insights into how the organizational

change will be beneficial to their daily operations. Fundamentally, organizational change is

positively received by organizational employees and stakeholders. The success of

organizational change can be ensured by proper planning, and accurate implementation by

management, adequate research into the current and future economic climate, and

forecasting. Integrating information technology as an organizational change across all

company components is a crucial process. that requires accurate responses to new rules and

regulations (Stouten, et al., 2018).

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References

Cawsey, T. F., Deszca, G., & Ingols, C. (2020). Organizational change: An action-oriented

toolkit (4th ed.). Thousand Oaks, CA: Sage Publishing. ISBN

Hanelt, A., Bohnsack, R., Marz, D., & Antunes Marante, C. (2021). A systematic review of

the literature on digital transformation: insights and implications for strategy and

organizational change. Journal of Management Studies, 58(5), 1159-1197.

Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change:

Integrating the management practice and scholarly literatures. Academy of

Management Annals, 12(2), 752-788.

van den Heuvel, M., Demerouti, E., Bakker, A. B., Hetland, J., & Schaufeli, W. B. (2020).

How do employees adapt to organizational change? The role of meaning-making and

work engagement. The Spanish Journal of Psychology, 23.