It is true that nothing stays the same. Strategic management seeks to capitalize change in organizations which vary from organization to organization depending on the strategies put in place. Rapid change occurs in new and evolving products, social revolutions, and technology and market activities inclusive. Change is required everywhere, and it is almost essential for every organization or company. An organizational system is a cultural process which involves adaptive mechanism through which an organization reacts to environmental constraints. Organizational change brings forth the required improvements if well implemented (Heene & Sanchez, 2014). It can change tremendously if it is ready to learn from its employees and the environment they live in. It needs to study the organizational behavior and the status quo of an individual simultaneously. The insights of some leaders about what they think the idea, cultural factors that influence plans selected and elements that impact the development of change need to be addressed.
Al-Nahda is a charitable organization in Saudi Arabia. It deals with women empowerment programs and has executed a number of programs and projects to uplift socio-economic standards of women in Saudi. The organization started as a volunteer and was later upgraded into a charitable institution working under the guidance of the Islamic law (Pierret & Selvik, 2009).
With increased globalization, it is believed that management cultures are converging and becoming more similar. Being the world largest humanitarian organization in Saudi Arabia and handling huge amounts of finances, Al-Nahda is vested to change with changing times.
The Al-Nahda organizational structure remained unchanged but the roles and responsibilities of its leaders need to be changed to create cross-border collaboration. According to Rainey, effective change and implementation has to be pursued through applying relevant tools. Organizational redesign entails mentioning employee roles and responsibility and measuring their standards and behavior using a balanced scorecard. Because it is not easy to perform a full redesign, change pilot and performance appraisal can be used instead (Spector, 2007).
The Al-Nahda organization needs to use change pilot strategy to implement change within the organization. Changing the environmental context of an individual involves breaking the existing social arrangements rather than conducting motivational speeches to employees who have a small impact on an individual. Creation of dissatisfaction to an individual's old habits helps exert force to the social context of that person (Pierret & Selvik, 2009).
For any change to be effected, management must engage employees in the formulation, discussions, and problem diagnosing in order to increase employee's support in the change implemented and minimised their resistance (Heinrichs, Dev & Davies, 2015). The Al-Nahda organizations need to change their old patterns of doing things because the environment has become very competitive and also to fit in the current market. Leaders should turn their attention to what employees say and act upon it.
Creating leaders helps determine the effectiveness of an organization's future performance and change implementation. Leaders need to be optimistic that change implemented would produce good results and the organization will benefit from that respective change.
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