MGT/435 - Organizational Change
Mr. George Henson
December 9, 2012
In this paper the executive at a high-end retail chain selling luxury watches, jewelry, and hand bags is in charge of the company's first expansion in the international pool, which is about a new store open in Shanghai, China. This is only a short term objective as the company expects to open several stores in the BRIC countries, such as Brazil, Russia, India, and China, which is the long-term plan. The executive explains the chain models used to follow the short-term and long-term goals and the effects these changes would have on executives, managers, and employees from the company. Organizational Change
Change is not easy to implement and plan. It requires a lot of responsibility for the ones that are impacted by it and for the ones who enforce it. Weis (2012) reminds about three types of change that can be at an organizational level, such as: developmental, transitional and transformational. Developmental change refers to improvements of what already exists. A good example of developmental change is when a company improves a procedure or a process that exists within the organization like the leave time or the update of an HR policy. There is little stress involved in such change and it does not really need to be of a larger scale and scope.
The second type of organizational change reminded by Weiss (2012) is transitional change and it refers to implementing a known desired state, different from a current one. It is a type of change of a larger scale and it deals with a certain amount of stress, unlike developmental change. A good example of transitional change is the merger or acquisition procedure of a company. Another example when it comes to processes and procedures is about replacing them with new ones, like when a new technology system is installed, replacing an older one. Transitional changes can unsettle jobs,...