International Journal For Multidisciplinary Research

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Factor that May Drive Change in an Organization Thereby Forcing a Company to Change Its Growth and Competitive Strategy

Author(s) Dr. Moses Chalwe, Leah Nyimbili
Country Zambia
Abstract Organizational change can be any alteration that occurs in total work environment in order to develop adaptability to change otherwise it will either be left behind or be swept away by the forces of change. Organizational change is inevitable in a progressive culture. Modern organizations are highly dynamic, versatile and adaptive to the multiplicity of changes. Organizational change refers to the alteration of structural relationships and roles of people in the organization. It is largely structural in nature. An enterprise can be changed in several ways such as technology, its structure, its people and other elements can be changed. Organizational change calls for a change in the individual behavior of the employees so that Organizations survive, grow or decay depending upon the changing behavior of the employees. Most changes disturb the equilibrium of situation and environment in which the individuals or groups exist. If a change is detrimental to the interests of individuals or groups, then it will resist the change. Thus there are various factors that may drive change in an industry thereby forcing a company to change its growth and competitive strategy. However, some of the factors may include globalization, workforce diversity, new employee relationships, information technology, work place values and ethics, customer expectations and preferences, social, political and legal factors to mention just a few.
Published In Volume 6, Issue 1, January-February 2024
Published On 2024-02-13
Cite This Factor that May Drive Change in an Organization Thereby Forcing a Company to Change Its Growth and Competitive Strategy - Dr. Moses Chalwe, Leah Nyimbili - IJFMR Volume 6, Issue 1, January-February 2024. DOI 10.36948/ijfmr.2024.v06i01.12419
DOI https://doi.org/10.36948/ijfmr.2024.v06i01.12419
Short DOI https://doi.org/gthqrx
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