Business changes

Consider a real business or non-profit organization that has responded to external change well during the past five years or less.  AIRBNB

  • The organization and change that you consider in this assignment must be small enough that you can do an adequate job on the assignment. Do not choose an organization or company that is too large for you to examine critically in this short assignment.

Research how and why the change was made.  Cite and reference at least four sources plus the course textbook.

In your paper,

  • Contextualize the organizational change you have selected within one of the change models described in the course text. This means consider the time and place of the organization, as well as economic, technological, geopolitical, sociocultural, environmental and other macro forces influencing the change.
  • Explain the rationale for choosing the model you have selected over the other models in Chapters 1 and 3 or other parts of the course text (one or two sentences per model only), and
  • Make sure you consider the effects of the change on the company’s shareholders, employees, and customers, as well as on society and the environment.

The Change Model Assignment paper,

  • Must be four to five double-spaced pages in length (not including title and references pages) and formatted according to APA Style as outlined in the University of Arizona Global Campus Writing Center’s APA Style (Links to an external site.) resource.

Weiss, J. W. (2016). Organizational change (2nd ed.). Retrieved from https://content.ashford.edu/

  • This text is a Constellation™ course digital materials (CDM) title.
  1. Balogun and Hope-Hailey’s Change Model

Balogun and Hope-Hailey’s (2004) model includes four types of change that combine into four strategies. Figure 1.4 illustrates these different types, which are organized along two axes: “nature of change” on the vertical axis and “end result” on the horizontal axis. The two classifications of change under nature of change are incremental and big bang(a sudden change that occurs all at once). Such change can be significant in size, scope, and impact, depending on the situation. The two classifications of change under the end result perspective include transformation and realignment. Transformational change, as discussed earlier, has a significant impact on organizations, including their culture, people, and systems. Realignment types of change involve adjustment but do not generally entail a fundamental reassessment of the central assumptions and beliefs in an organization’s culture. Still, a major restructuring can have a large impact on an organization (Balogun, 2001).

The four strategies for estimating the nature of a change and the desired end result are as follows:

  1. Evolution : when the change is incremental but the end result is transformation. This strategy suggests proceeding in a progressive way by analyzing the internal and external environments while implementing the change. An example would be implementing a new software system in a division over a 2-year period.
  2. Adaptation : when the change is incremental and the end result is realignment. This has the least intrusive impact on the organization and is the most commonly used. Examples include installing software applications, revising job descriptions, and using online training.
  3. Revolution when the change is big bang and transformational. For example, suppose a company is acquired by another firm. The new owner might request that the current leaders and managers change the vision and mission, and then replace a majority of the workforce.
  4. Reconstruction: when the change is big bang combined with realignment. Reconstruction change strategies include cost cutting and sometimes downsizing. Focus will also shift to external markets but is also used symbolically to manage how change is perceived. For example, a university may start hybrid courses that combine online and in-class sessions. The strategy is to move more to online students but at the same time send the message that traditional courses are intact. The organization may experience turmoil as in a turnaround or large expansion, although the basic business model may remain intact.

These strategies allow change to be classified based on its extent and how quickly it should be accomplished.