Abstract
Contemporary society is marked by a defining feature, namely the change, which manifests itself at all levels of human activity. Indirectly affects the activities of organizations often forced to reorganize, to continually adapt to meet changes in their products and their environment and determined action in the main scientific and technical knowledge, manifested by acute competition in the national and global change in people's needs and tastes and trends in the economy and society. Organizations and organizational development issues are a topic of great interest for both theorists field and for those directly involved in their operation

Parpandel, Denisa Elena

Munich Personal RePEc Archive

MPRA
Munich Personal RePEc Archive
Change - a basic component of the
current organizational environment
Denisa Elena Parpandel
Faculty of Management Marketing in Economic Business,
Rm.Valcea, “Constantin Brancoveanu” University, Pitesti, Romania
17. January 2011
Online at https://mpra.ub.uni-muenchen.de/28171/
MPRA Paper No. 28171, posted 17. January 2011 21:22 UTC
Change - a basic component of the current organizational environment 
Parpandel Denisa Elena, Faculty of Management Marketing in Economic Business, 
Rm.Valcea, “Constantin Brancoveanu” University, Pitesti, Romania 
 
Abstract 
Contemporary society is marked by a defining feature, namely the change, which manifests 
itself at all levels of human activity. Indirectly affects the activities of organizations often forced to 
reorganize, to continually adapt to meet changes in their products and their environment and 
determined action in the main scientific and technical knowledge, manifested by acute competition 
in the national and global change in people's needs and tastes and trends in the economy and 
society. Organizations and organizational development issues are a topic of great interest for both 
theorists field and for those directly involved in their operation. 
Keywords: change, organization, economic crisis, strategic management 
JEL Classification: D21, O1. 
Introduction 
The new dimensions of management in economic crisis should be addressed at the strategic, 
tactical and operational. Organizational environments uncertain, turbulent involve specific 
economic crisis November managerial tools to achieve effectiveness and efficiency of work. 
The pessimistic and gloomy background of the crisis it is clear that the economic crisis is 
widening and management, as a result of numerous failure of management practice, which finally 
lead to a substantive change Management. 
Accelerating these changes occur in management and profound multiple effects, whose 
expression results in difficulty to predict change, which requires increasing the reaction rate 
decisions and implementing decisions. Peter Drucker believes that profound change which we are 
now witnesses and have a major impact on world business and company management are produced 
in five major areas of environmental namely economic, social and: 
a) International economic integration; 
b) Integration of firms in the global economy through alliances; 
c) Organizational restructuring of firms; 
d) New challenges aimed at management (the role, functions and its legitimacy, is 
changing). 
Knowledge management functions, also deep changes. Thus: 
- Function increases its importance providing forecast to cross the landmarks management 
firm located in turbulence obstacles growing environment; 
- Stimulates the function of the organization is to provide current structural changes; 
- Driving position is based on stimulating new forms of creative potential 
Productive employees; 
e) Increased the impact of international politics and international policies on the domestic 
economic. 
In the paper "Management. Analyses and comparative studies ", Puiu Alexandru, believes 
the change:" the action of replacing one thing with another, or someone else, to give something a 
different way, another issue, change, transform, adapt, enrich, improve 
". 
Thus, we can say that the need for change at the managerial level is based on a set of skills, 
techniques and complex instruments are transformed into actions and results through the 
organization. Adopt methods of change management is difficult, but necessary, so continuing 
despite difficulties. The problem of change is expressed in the form of questions like: How? Why? 
Why? Examples: How do we make this problem become more innovative, more competitive and 
more productive? What changes are needed? What indicators will signal success? What standards 
will apply? What performance measures are trying to adopt? Why do people need to be more 
creative? Why should increase profit?  
The complexity of the new competitive environment can not be monitored only by figures 
associated factors which influence an organization. Economic factors must be supplemented by 
other factors crowd determine employee satisfaction. 
Change Management promotes this theory of leadership change to new dimensions. In an 
organization, the "change management" is understood the design, management, and systematic 
evaluation of changes level of organization. Changes may take the form of news, 
adaptations improvements and elimination of mistakes in the past. 
Managing change includes such change in control organization and flexible organization 
adapting to continuous change. The main premises of change management are to: 
1. Maintaining maximum possible control over the situation, to anticipate change and prepare a 
set of reactions; 
2. Involvement, where possible, to make decisions, who will be affected by the change; 
3. Accepting the idea that some aspects of change will be unpleasant and trying to reduce their 
effects on individuals and the organization. 
II. Analysis of the factors that generate change within an organization 
These factors determine the different movements within the organization so that they give 
rise to Special Forces in the process of change: forces / factors of change and forces / factors against 
the change. There are two categories of factors that influence change within the organization: 
• External factors that can be controlled to a lesser extent by managers. 
 
 Examples: 
1. A firm managers must respond to changes occurring in the market: new products 
introduced by competitors, enhance advertising new products, price reductions on various 
categories of products or improving services offered to customers who want to buy cheaper 
products and better quality good. 
2. a change in technology by introducing computers and industrial robots, enabling 
rapid resolution of complex problems of production and management, helping reduce costs and 
improve quality, reflected positively in financial terms. 
3. An increasing complexity of living systems generates complex communication and 
social mutations. 
4. a specific external factors: international organizations (World Bank, International 
Monetary Fund and the European Union) 
• Internal factors acting through changes in the organization. Are decision-making 
processes, communication, interpersonal relations, leadership, management style etc...? 
In addition to the factors listed, there are a multitude of factors, which by nature of their 
content, generating change. But there are other factors underlying the change. All these factors can 
be grouped into four broad groups: A political factors, economic factors B. C. socio-cultural factors; 
D. technological factors. 
Clear and deep perception of the need for change by the managers of the change process is 
essential, is important but not sufficient and should therefore be supported by a mix of actual 
activities of the managers. 
Consequently, one of the most important aspects is the understanding of the organization's 
staff, managers and subordinates, need for change. 
The staff organization should be helped to understand that the current organizational 
structure should be adapted to new requirements posed by contemporary society, the current 
information system should be changed and transformed into an effective tool to reach managers and 
their decisions need a participatory foundation using the modern management methods and 
techniques. 
This step, essential, involves the creation of human resources in the organization belief that 
the current political system and the current management staff are not compatible with market 
requirements. 
Understanding the need for change implies that further knowledge management processes 
and execution with older structures in the new conditions lead inevitably, sooner or later, the critical 
situation for that organization. 
Change management has both advantages and disadvantages. For example, if you want to 
purchase a new car, it will replace the physical work of five people, change the part that generates a 
profit for the company as a result of reduced labor costs, but also an intensification of social 
conflicts and a certain increase their monitoring costs. Thus, any change must be analyzed both in 
terms of effectiveness and efficiency.  
Conclusion 
For the successful implementation of management changes have removed the main reasons 
for the obstacles that generate resistance to change: self-interest, misunderstanding of the 
fundamentals of change, tolerance for change, fear of the consequences of change, the trend of 
voluntary restraint effort; 
To minimize this phenomenon, however, resistance to change, managers could initiate a set 
of activities, such as preparation time change through discussions with those involved in this 
process, supporting and encouraging those involved in the process of change through effective 
participation in it, organizing debates on issues of change, interpersonal influence. 
Change is essentially a transformation or a change in the present, a shift from a state of 
affairs to another, from one set of conditions to another. Finding the balance between change and 
stability, between what and how much they changed and what need to be maintained and how that 
is, between what is appropriate to be changed in one moment or another and you need to ensure 
continuity, is one of the largest and most difficult problems that arise in contemporary society.  
Bibliography: 
Burduş, Eugen (coord.), Managementul schimbării organizaŃionale, Bucureşti, Editura Economică, 
2002, p.68; 
 
Constantinescu, D.A. şi colectivul, Management strategic, Editura ColecŃia NaŃională, Bucureşti, 2000;  
 
Drucker, P., Managementul viitorului, Editura ASAB, Bucureşti, 2004, p. 120; 
 
Nicolescu, O., Verboncu, I., Metodologii manageriale, Editura Universitară, Bucureşti, 2008, p. 16; 
 
Puiu, Alexandru, Management. Analize şi studii comparative, Editura IndependenŃa Economică, Piteşti, 
2007, p.292; 
 
TănŃău, Dumitru, Fundamente ale schimbării organizaŃionale, cursuri în format digital, 
http://www.biblioteca-digitala.ase.ro/biblioteca/carte2.asp?id=361&idb=; 
 
Unitatea Centrală pentru Reforma AdministraŃiei Publice, Managementul schimbării, Suport de curs 
realizat în cadrul proiectului de înfrăŃire instituŃională RO03/IB/OT/01- „Întărirea capacităŃii UCRAP şi 
a reŃelei naŃionale de modernizatori”. 
 
 
 


Change - a basic component of the current organizational environment

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Change - a basic component of the current organizational environment

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