An organization is subject to pressures for change from far more sources than can be discussed here. Moreover, it is difficult to predict what types of pressures for change will be most significant in the next decade because the complexity of events and the rapidity of change are increasing. The four areas in which the pressures for change appear most powerful involve people, technology, information processing and communication, and competition.
Change itself is the movement from the old way of doing things to a new way. Change may entail installing new equipment, restructuring the organization, or implementing a new performance appraisal system - anything that alters existing relationships or activities.
The most comprehensive type of organization change involves a major reorientation or reorganization - usually referred to as a structural change or a system-wide rearrangement of task division and authority and reporting relationships. Organizational development is based on a systematic change process and focuses on managing the culture of the organization.
People tend to resist change for a variety of reasons. Organizations and managers who effectively overcome this resistance will likely continue to keep abreast of their competitors and remain viable organizations.
