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Managing Organizational Change

It’s not so easy task to define what an organization is, because there are several different definitions of what is meant by an organization. In the book Organizational Behaviour Huczynski and Buchanan define organization as social arrangements for the controlled performance of collective goals. Statt’s definition is that an organization is a group of people brought together for the purpose of achieving certain objectives. In common an organization can be understood as a term which means people interacting in order to achieve some defined purpose. It’s a social entity that has a purpose, a boundary and it patterns the activities of participants into a recognisable structure (Daft 1989). In book Organizational Transitions: Managing Complex Change Beckhard and Harris offer three ways to describe organizations. They can be seen as social, political or input-out systems. Organizations as social systems have many different sections like production, sales, finance and development activities, which must all be integrated in an effective way. Organization is parent system that consists of several subsystems that each have their own identities and purposes but their activities must be coordinated in order to get the organization to function. In the classic political power system, people at the top have more power in most matters than people at the bottom. Some rules of political-system behaviour are vastly different from rules of socialsystem behaviour. When some managers in organizations operate under social-system rules, others under political-system rules it’s no wonder there are communication problems in many organizations. Viewing an organization as an input-output system considers it as a system that transforms needs and raw materials into services and products.