There has been increased demand by the management of the organization to have their existing systems upgraded or to implement new technologies that can be able to cope with the rising changes that have been occurring due to globalization and competition. Changes in organizations can be managed by defining and implementing procedures that can cope with change within the organizations.
The reasons why the Improvisational model of changes is generally appropriate for all types of technology change
Improvisational model of changes recognizes change as a process that is composed of opportunities and challenges that cannot be anticipated to occur in the future. It is the modern model that is used to manage the technological change within the organization due to the turbulent, flexible, and uncertain organizational situations that occur in the organization today, since the traditional model of change cannot be in a position to handle the current and difficult problems that may occur (Mourier and Smith, M. 2001).
Groupware technologies are the technologies that are used to provide facilities such as the electric network that can enhance effective communication, coordination, and collaboration while using facilities such as information exchange, shared repositories, discussion forums, and meetings. They are designed in such a way that architecture can easily meet the needs of the end-users at an appropriate time. These technologies are unprecedented, are limitless, and in circumstances that may be in the form that cannot be effectively analyzed and predicted by the traditional model of change management. Improvisational model of change management that is used to solve groupware changes due to its complexity (Orlikowski, W.J. 1995).
The reasons why the Improvisational model of change management is relevant in the modern view of technology
Improvisational model of change management recognizes the fact that technology can be effectively utilized within the organization at a slower pace until the organization is stable enough to have the technologies fully implemented. It facilitates the implementation of technological and organizational changes that may occur suddenly as they had not been planned from the beginning to the end of the implementation process. The model is relevant because it recognizes three types of change that are known as anticipated, emergent, and opportunity-based changes. Anticipated changes are the changes that can be planned for by the management of the organization thus their occurrences can accurately be predicted. Emergent changes are the changes that arise without been planned for in advance while the opportunity-based changes may not be anticipated but can be intentionally implemented in stages in response to the unexpected opportunities or as the event arises within the organization.
The management of change in the context of the technologies such as web 2.0.cloud computing and similar or the related computing trends
Web 2.0 refers to the trends that are used by the users of the world wide web technology and web design to enable them to create and share information with other people from various parts of the world so as to gain the information that is beneficial to them. Cloud computing refers to the process of developing and using computer technologies such as web 2.0 and the well-known technology trends that can meet the needs of the end-users at the optimum time and also allows them to access relevant information from the internet (Orlikowski, W.J. 1995).
The improvisational model of change can be used to manage the technologies because it assumes that, if changes that have not been predicted that will take place in the future, then solutions can be found by implementing strategies in stages until their intended purposes are accomplished.
The advantages of the model are that it accommodates evolving capabilities, emerging practices, unexpected outcomes that are associated with the use of new technologies such as the web2.0, cloud computing, and other computing trends in contemporary organizations. According to Bernard B. he states that in order for an organization to successfully implement strategies that are related to technology within their organization, the management should understand and adopt them, by ensuring that employees are fully committed to carrying out their activities while using it.
Organizations are mostly faced with uncertainties that can be categorized into four levels: clear enough future, alternate, range of the future, and true ambiguity uncertainties. In order for the organization to overcome these problems, they should implement strategies such as big pets, options, and no-regret moves. The choice of a strategic posture and the accompanying actions taken depend on the level of uncertainties facing an organization.
According to Ronald A. H, he states that in order to understand the factors that are affecting an organization, management should have good leaders so that they can predict how stressful a challenge is affecting organizations so that the right action is taken to overcome their occurrences in the future. A leader can carry out his activities effectively by ensuring that they understand their roles, solve conflicts using their partners, searching for relevant information that can be used to solve problems in the future (Hugh, C., Kirkland, J. and Viguerie, P. 1997).
It is, therefore, necessary for the management of the organizations to implement strategies that can adapt to the changing situations that occur within the organizations. Improvisational model of change management is a very useful model since it can accommodate uncertain situations that may arise yet have not been planned for, hence enabling the management of organizations to fully utilize the resources they have even though they do not know what the outcome of their actions will be in the future. It has been noted that there are other factors that should be implemented within an organization such choice of good leaders, qualified employees that can fully understand how to solve problems within an organization, hence they lead to the successful performance of their organizations.
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Hugh, C., Kirkland, J. and Viguerie, P. (1997). Strategy under uncertainty. Harvard Business Review 75, No.6p, 67+.
McGrath, R.G. and MacMillan, I.C. (1995): “Discovery-Driven Planning,” Harvard Business Review, 72, 1, 44-54.
Mourier and Smith, M. (2001). Conquering Organizational Change: How to Succeed Where Most Companies Fail”. Pierre CEP Press.
Orlikowski, W.J. (1995). “Evolving with Notes: Organizational Change around Groupware Technology,” Sloan School of Management Working Paper #3823, MIT, Cambridge, MA.
Ronald A. H., (1996). Leadership without easy answers. Cambridge, MA: Belknap Press of the Harvard University Press, 348 pp.75, no.6.