Organizational Change and learning

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Organizational transformation is the shift of an organisation from one state of affairs to another. Organizational change can happen in a variety of forms and sizes. There could be a shift in a company's structure, strategy, regulations, processes, technology, or culture. The change could be years in the making or forced upon an organisation owing to a change in the environment. Organizational change can be abrupt and entirely transform an organization's operations, or it can be gradual and incrementally modify how things are done. Change means letting go of old ways of working and adjusting to new ways of working in all cases, regardless of the form. As a result, it's basically a procedure that involves good people management.



There are many reasons for change, some of them are: technology, globalization, market conditions, organizational growth and performance etc. 

However, one of the most frequent reason, apart from the ones mentioned above is change in workforce demographics.

Organizational transformation is frequently prompted by changes in the environment. For example, both the US Department of Labor and the Organization for Economic Co-operation and Development (OECD) estimate that the workforce is ageing (Lerman & Schmidt, 2006). What does this mean for companies? Organizations may discover that as their workforce matures, their benefits choices change. Work arrangements such as flexible work hours and task sharing may become more common as people stay in the workforce beyond retirement. Employees who are unhappy with their current work environment may choose to resign as the workforce ages, resulting in a rapid loss of essential knowledge and expertise on the part of firms. As a result, companies will need to devise strategies for retaining these employees and planning for their retirement. Finally, finding ways to deal with age-related prejudices, which act as roadblocks to these individuals' retention, is critical.

It is frequently important for a firm to adapt its organisational structure in order to remain competitive. Failure to adapt can jeopardise a company's ability to survive. Employees, on the other hand, may or may not be open to new techniques. According to a 2007 poll conducted by the Society for Human Resource Management, resistance to change is one of the top two reasons why change efforts fail (SHRM). In reality, responses to organisational change can range from rejection to acquiescence to enthusiastic acceptance, with the latter being the exception rather than the rule.

As a result, we can conclude that organisations change in response to environmental changes, and decision-makers interpret those changes differently. Resistance to change is one of the most major obstacles to organisational change. People dislike change because it disrupts routines, clashes with certain personality types, instils fear of failure, has the potential to be harmful, can result in a loss of authority, and can exhaust employees if done too frequently. Employees must first be prepared for change, after which change must be implemented, and finally, new behavioural patterns must become permanent.

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