Transforming the Mind-Set of the Organization

Abstract

In this article the processes of individual and organizational change—their characteristics and dynamics—are explored, and resemblances between personal and organizational change are highlighted using a clinical orientation. Factors such as a period of distress, a crystallization of discontent, a focal event, and a public declaration of intent are shown to play a role in both individual and organizational change. The process of working through the loss associated with change—a process that is made up of a number of predictable stages: shock, disbelief, discarding, and realization—is outlined. Social support, locus of control, and hardiness are introduced as factors facilitating the change process. Finally, a case study showcasing a company that experienced a dramatic transformation is presented to highlight some of the critical change variables and to show how top management can use many of the levers that make for a successful transformation and change program.

Managing Successful Organizational Change in the Public Sector

“…Other authors have stressed the need to have a guiding coalition to support the change. A guiding coalition is a group of individuals who lend legitimacy to the eff ort and marshal the resources and emotional support required to induce organizational members to change ( Carnall 1995 ;Kets de Vries and Balazs 1999;Kotter 1995;Yukl 2002 ). Kotter asserts that one or two managers often launch organizational renewal eff orts, but " whenever some minimum mass is not achieved early in the eff ort, nothing much worthwhile happens " (1995,62).…”

The impact of downsizing on trust and employee practices in high tech firms: A longitudinal analysis

“…The people who lose their jobs may seem the most affected by downsizing, but it is likely that the employees who remain in the organization-the survivors, and the organization itself-also suffer negative effects. Within the group of remaining employees, it is important to consider not only the feelings experienced by the rank-and-file employees who survive the downsizing, but also of those who implement the actual downsizing, the managers (Kets de Vries & Balazs, 1999).…”

The psychology of entrepreneurship

“…They tend to be more motivated and more successful both in their academic lives and in their businesses compared to individuals who have external locus of control. Their belief in their potential makes these people tough and resistant against pressures so they are not easily affected (De Vries & Balazs, 1999). External locus of control is an aspect of personality, which is defined with the belief that individual does not have a control over his actions and their outcomes but his life and his experiences are under the control of external forces such as God, fate, ill-fortune and powerful others (Rotter, 1966).…”

“…They are more obedient and conformist. They are likely to response with depressive reactions (De Vries and Balazs, 1999). Individuals with internal locus of control believe that they can control their business environment by their actions.Furthermore; they expose entrepreneurial performance and experiences.…”