1 CHANGES OF ORGANIZATIONS 9 CHANGES OF ORGANIZATIONS Discussion Board 4: Changes of Organizations John Ireland Author Note John Ireland I have no known conflict of interest to disclose. Changes of Organizations Introduction Organizational changes and reengineering are as old as organizations' existence and even referenced in the bible. The story of Moses and his father-in-law (King James Bible, 1769/2017, Exodus 18:13-27) discussing the people's judgment is an example of how delegation of authority can be implemented and handed down to others to complete the same judgment that Moses was employed and responsible for. It is equivalent to organizational leadership delegating authority to make decisions and effect changes with the limited risk involved. It is one of the first examples of a loosely coupled system. A loosely coupled system reduces the risk that a change made within one element will create unanticipated changes within other elements (Tech Target, 2011). Today, organizational changes have several factors of consideration by an organization to reduce the risk associated with decisions to implement changes. Those factors include the organizational structure, the current strategy, and the environmental impact on the market and industry. The Covid-19 pandemic that hit the world stage in early 2020 is a prime example of recent changes that affect the changes that impact organizational operations today. The changes included a teleworking environment where employees considered non-essential to the traditional in-person approach could work using technology platforms to communicate and remain productive at a safe distance, not infecting or becoming infected by a deadly virus. Like anything encountered in life that is not ideal, knowing that God has a plan already in place for us and digging deep to persevere for a better day is essential to come out victorious on the other side. Merida, Platt, and Akin (2015) say “we should be reminded of the grace of God, who brings refreshing fall-like seasons in our life (Merida, Platt, & Akin, 2015, p.277).” Remote Workforce An emerging switch in how organizations had to adapt and rapidly respond to a change to the working environment that affected millions around the globe was a remote working environment to continue operations. Something considered impossible became a welcomed necessity to continue operations and maintain the same level of service and production as before the pandemic hit. The rise in how many organizations embraced and executed a telework posture almost quadrupled. Early estimates suggested that, due to the pandemic, approximately 50% of the European workforce worked remotely compared with 12% prior to the pandemic (Ahrendt, Cabrita, Clerici, Hurley, & Leončikas, 2020). Private sector organizations were moving toward telework as an option to continue operations, and the public sectors were as well. The Department of Defense (DoD) identified non-essential or non-cr ...

1. 1
CHANGES OF ORGANIZATIONS
9
CHANGES OF ORGANIZATIONS
Discussion Board 4: Changes of Organizations
John Ireland
Author Note
John Ireland
I have no known conflict of interest to disclose.
Changes of Organizations
Introduction
Organizational changes and reengineering are as old as
organizations' existence and even referenced in the bible. The
story of Moses and his father-in-law (King James Bible,
1769/2017, Exodus 18:13-27) discussing the people's judgment
is an example of how delegation of authority can be
implemented and handed down to others to complete the same
judgment that Moses was employed and responsible for. It is

2. equivalent to organizational leadership delegating authority to
make decisions and effect changes with the limited risk
involved. It is one of the first examples of a loosely coupled
system. A loosely coupled system reduces the risk that a change
made within one element will create unanticipated changes
within other elements (Tech Target, 2011). Today,
organizational changes have several factors of consideration by
an organization to reduce the risk associated with decisions to
implement changes. Those factors include the organizational
structure, the current strategy, and the environmental impact on
the market and industry.
The Covid-19 pandemic that hit the world stage in early 2020 is
a prime example of recent changes that affect the changes that
impact organizational operations today. The changes included a
teleworking environment where employees considered non-
essential to the traditional in-person approach could work using
technology platforms to communicate and remain productive at
a safe distance, not infecting or becoming infected by a deadly
virus. Like anything encountered in life that is not ideal,
knowing that God has a plan already in place for us and digging
deep to persevere for a better day is essential to come out
victorious on the other side. Merida, Platt, and Akin (2015) say
“we should be reminded of the grace of God, who brings
refreshing fall-like seasons in our life (Merida, Platt, & Akin,
2015, p.277).”
Remote Workforce
An emerging switch in how organizations had to adapt and
rapidly respond to a change to the working environment that
affected millions around the globe was a remote working
environment to continue operations. Something considered
impossible became a welcomed necessity to continue operations
and maintain the same level of service and production as before
the pandemic hit. The rise in how many organizations embraced
and executed a telework posture almost quadrupled.
Early estimates suggested that, due to the pandemic,
approximately 50% of the European workforce worked remotely

3. compared with 12% prior to the pandemic (Ahrendt, Cabrita,
Clerici, Hurley, & Leončikas, 2020). Private sector
organizations were moving toward telework as an option to
continue operations, and the public sectors were as well. The
Department of Defense (DoD) identified non-essential or non-
critical personnel as members allowed to telework
Past Summary
Remote work or telework was always available to civilian
federal workers in the DoD, but not on a permanent or
temporary basis. It was situational and on a case-by-case basis
that depended on the situation. The main reason for this was
security concerns and the old ideology of needing to be present
to accomplish tasks and projects. However, in times of a
pandemic, where the spread of the disease is crucial, working
from home is a critical opportunity and can give a competitive
advantage to sustain and improve the performance of
organizations (Galanti, Guidetti, Mazzei, Zappalà, & Toscano,
2021).
Like many other organizations, the DoD quickly realized that
the same work could be accomplished, with even higher
proficiency levels, from home through a telework posture. The
only concerning issue that is still prevalent is how to
disseminate top-secret information, but even that hurdle became
less challenging through the installation of secure virtual
private networks (VPNs) on home computers.
Current Summary
Trust in the personnel is the only way organization's can
see the benefits of remote work. The change from the
transactional leadership style where structure, monitoring, and
micro-management embody managers to the transformational
leadership style where teams are built, trust is instilled, and
positive change for the organization and the individual is
welcomed. Job autonomy is a significant job resource for
employees, and, in the proper doses, it encourages profitable
innovations at work (Zappalà, Toscano, Polevaya, & Kamneva,
2021). Not every aspect of the DoD can be telework eligible.

4. There are necessary things that require personnel to be present
for operations to continue. Still, staying current with
certifications and training remained possible in the remote
environment. Evidence shows that eLearning can enhance
education, overcome geographic isolation and be as effective as
other training methods (Fontaine, 2019).
Possibilities included defense medical technicians
remaining certified through remote training became a reality.
This could be achieved by providing a central, secure online
resource bank, such as Defence Connect by SMOs, Training
Wings, or the Surgeon General’s staff (Hodgetts, Claireaux, &
Naumann, 2021). Web-based teaching that combines online and
in-person learning (hybrid) has synergistic benefits and is the
way of the future even after the pandemic to respond to future
crises. Learning is just one way the DoD stays current and
relevant with the world’s changes, constantly adapting to
technology and applying innovative thinking.
Multigenerational Workforce
Leaders of organizations often manage as many as five
generations at once, each with distinct preferences, experiences,
and viewpoints that pose challenges and opportunities
(Graystone, 2019). Different viewpoints from various
perspectives and life experiences will improve the organization.
Leaders across the organization need to understand how to
manage each generation under them and what motivates them to
achieve the organization’s goals and objectives. The idea of
people working for an organization until retirement is long gone
in the newer generation. Keller and Alsdorf (2012) addressed
this in the statement, “while such a line of thought might have
seemed self-indulgent to my parent's generation, we know
dozens of people for whom those questions led to a new
vocation (Keller & Alsdorf, 2012, p. 72).”
Extrinsic values in terms of status and money were preferred
more by Generation Z in comparison to the baby boomers
(Yang, Yu, & Wu, 2018). Intrinsic motivating factors such as
challenging assignments, recognition, and professional growth

5. may be attractive to both. With as many as four generations
sharing one table, age diversity in the modern workplace is a
unique phenomenon that companies are experiencing for the
first time (Glass, 2007). Leaders in the organization must be
able to manage the balance of their subordinates effectively
without compromising the mission.
Past Summary
Understanding the work value of different generations,
their convergence, divergence, and their impact on their work
behavior becomes critical with new generations entering and
older generations departing with the experience and knowledge
of an organization departing with them (Singh, Verma, &
Chaurasia, 2021). In the past, life experiences and vested
interest in an organization or company proved invaluable
compared to education and skillset for accomplishing the
organization's goals. The newer generation brings so much more
to the table, and a combined effort of multi-generations is the
recipe for success and growth. It was common practice to
promote from within and keep talent internal to the
organization, but even the promotion from within culture and
outlook did not achieve the notoriety and success without the
help and assistance from others. The bible has a passage from
Hebrews 10:24-25 that reads, “Let us consider one another to
provoke unto love and to good works (King James Bible,
1769/2017, Hebrews 10:24-25).” This passage means that
sometimes people rely more on others to accomplish their goals,
but it is challenging without the help of others.
Current Summary
Generational differences, whether a myth or reality, are
real and are prevalent in managers' heads that cause them to
respond and react to how workers interact and approach
projects, including assignments on a team (Van Rossem, 2019).
New vocations and options are plentiful for all to attain and not
feel locked in or stuck, which brings about a melting pot of
talent. Organizations are more open to receiving talent,
regardless of the pool, it pulls from. Diversity and inclusivity in

6. the workplace is a top priority to create an environment for the
employee and customer that is welcoming. Nevertheless, around
58% of the human resource (HR) professionals experience
intergenerational conflict due to differing perceptions on varied
factors such as value-based, behavior-based, and identity-based
factors. (Urick, 2017). The DoD is an organization that is as
diverse in age, gender, and race as they come, and it is the most
successful in terms of might and action.
Historical Analysis of Organizations
Management who are advised and directed with concerned,
verifiable data through observations or experience are the most
effective in executing the organization’s objective of change
and seeing the vision through to fruition. Institutional
knowledge and perspective are vital to understanding where the
organization was and how it can move to a strategic and
competitive position. Ignoring the past and not relying on the
data from the past or what did or did not work well will
inevitably result in stagnancy and increasing maintenance and
create a barrier to change. An organization that can leverage the
data collected and use it to make decisions to propel it forward
or make the necessary changes to remain current and relevant do
so without guesswork or at the expense of wasted resources.
Data-Drive Decision-Making
Data-driven decision-making is one of the most important ways
leaders within an organization can exploit its advantage.
Without data, leadership is left with only opinions and intuition
to rely upon efficient decision-making efforts. Scott (2007)
mentions that “even the most self-consciously neutral and
precise scientific exercise, ‘empirical observations’ represents
only an explicit focus (Scott & Davis, 2007, p.369).” Although
opinion and intuition are essential when applied in the right
frame, as they can steer the organization to look into significant
areas of interest, they should not be the determining factor for
the decisions made.
Personal Perspective
The most effective organizations know what is under their

7. control and what is not to affect organizational changes. These
organizations put more weight on the efforts of supporting data
that reveals the most advantageous outcome possible without
expending unnecessary means to test a decision when
considering changes. On the flip side, some organizations rely
on and follow what is successful for other organizations in the
competitive space that is out of their control and not tested
internally. Focusing efforts on changes that aim to build the
brand, redesigning a website, increasing the digital footprint,
and digital advertisements may all work well for one
organization in the same industry, but it may result in fruitless
and often painful lessons learned if followed blindly and
without supporting data.
Over the years, organizations have seen changes that would not
be possible or within the realm of possibilities to be possible
and considered a success. As organizations move into the
twenty-first century, it is more apparent than previously known
societal systems are no longer suitable (Brown, 2009). The
traditional dynamic of the workforce has changed, allowing
more opportunities, outlook, and growth, which only
strengthens the organization, not hinders. Environmental,
social, and international events have proven to be the driving
force behind the recent changes. The thought of a remote
workforce was not a reality or considered a moonshot only five
years ago. Managers have had to adapt to a change in
supervising employees, from managing time to managing
performances based on output from a remote environment.
Communication and the need for expenses on office spaces
changed, resulting in budgets being more flexible and freed up.
Adaptable and flexibly innovative organizations can be the
difference between reaching and exceeding objectives'
expectations.
Conclusion
Changes within an organization’s structure brought up positives
that were not initially forecasted. Working from home is one of
those changes not foreseen as positive outcomes upon rollout

8. and execution. Not only is telework an embedded and ingrained
part of an organization, but it is also an attractive option that
job seekers look for in an organization. Remote and hybrid
settings are now specifically sought as an option for recruiters
and potential employees seeking new opportunities. Even the
Pentagon announced that it would implement the lessons it
learned throughout the pandemic to create a more efficient and
effective workforce, and telework is here to stay to make the
DoD a more flexible and attractive employer (Maucione, 2022).
Organization’s have strategically placed younger employees in
leadership roles to steer the organization toward what is current
and trending and provide a different perspective and outlook on
the organization's future. This fresh outlook ensures that
organizations remain competitive, productive, and innovative.
The DoD has a hierarchal structure with vast generational
diversity of leadership and front-line level personnel comprised
of knowledgable and effective people strategically placed to
respond to daily and long-term tasks. Recent changes that
organizations have embraced included a multigenerational
workforce that now embodies younger leadership that brings a
fresh outlook to the organization's direction, working
collaboratively with experienced and long-term professionals
within the organization.
References
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(2020). Living, working and COVID-19. Luxembourg:
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2
DISCUSSION THREAD

11. Changes of Organizations
Dionna Ward-Stover
Author Note
Dionna Ward-Stover
I have no known conflict of interest to disclose.
Introduction
The first known instance of organizational change may be found
in the Old Testament. The issue was that it was too loosely
connected, and Moses was the key initiator of the change.
Following his escape from the Egyptian pharaoh's rule with
thousands of Israelites as his followers, Moses faced a
formidable array of social system problems. As the global
economic and political landscape becomes more turbulent,
organizations are being forced to undergo widespread
transformation. If organizations fail to adapt to the
technological, managerial, and environmental change, they risk
becoming obsolete. It is not only technological advances,
professionalism, competitiveness, and demography that drive
organizational adaptability in various situations. Because of
this, organizations may adjust their emphasis, modify
objectives, reorganize their roles and duties, and create new
forms. In the context of organizational transformation, adaptive
activities like technological, environmental, and material can be
achieved. Research and practice imply that organizational
change is altering and forcing managers to change their
organizations, and this discussion thread addresses these
elements of organizational change. Change in organizational

12. management, change in business ethics in an organization,
social developments in professional positions and changing
technology and demographic patterns are all examined in this
article. The work of organizational theorists, managers' actual
experience and doctrine's principles are then examined as the
foundation for organizational change and redesign while
incorporating personal and biblical perspectives.
Changes of Organizations
Organizational change refers to a transformation in the situation
inside an organization. Organizational change may be achieved
in a variety of ways, and in certain situations, a company's
structure, regulations, procedures, culture, strategy, or
technology may need to be completely restructured. Any number
of factors, from years of preparation to an unexpected shift in
the organization’s environment, might force an organization to
implement change. Changing the operations of a company may
be done in little steps or in a radical way. Regardless of the
kind of change, adapting to a new way of organizational change
entails letting go of old habits and embracing new ones, and it
is a procedure requiring adept people management.
Organizational change is imperative for every business
operating in the 21st century in order to succeed in its business
operations, and failure to adapt to organizational change might
lead to losing clout in its sector, which can harm its reputation
among rivals and allies as well as its customers and clients'
perceptions of the brand.
Environmental Conditions Driving Organizational Change
A shift in the environment, structure, technology, or personnel
of an organization is what is meant by the word change. The
manager's work would be simple if it were not for the constant
need for change so that tomorrow is no different from today in
terms of planning (Wee & Taylor, 2018). If an organization
wants to survive and grow, it must be able to live in harmony

13. with the external economic, social, and political forces that may
have an impact on an organization. This is a conclusion that has
been reached after a thorough investigation of management
theory and practice. Organizations must evolve at a tempo and
in ways that have never been seen or expected in the past to
keep up with the ever-changing environment. Organizations that
cannot change rapidly enough will either go out of business or
be replaced.
In the developed world, the most major change in an
organization's landscape has been the shift from an industrial to
an information economic perspective. In the current 21st
century, businesses invest more in computer and
communications technology than they did in agricultural,
industrial, mining, and construction equipment combined in the
19th century (Kraus et al., 2018). Even though industrialized
countries used to employ about one-half of their workers in
manufacturing, no developed country was predicted to have
more than one-eighth of its labor force engaged in traditional
manufacturing and transportation tasks by the year 2000 (Luthra
et al., 2019).
Change in Organizational Management
The notion of management has been around for thousands of
years. Basic approaches to management reach back at least 3000
years before the birth of Christ, a period in which records of
commercial deals were first documented by Middle Eastern
clerics. Socrates, approximately 400 BC, said that managing
was a capacity totally independent of having technical abilities
and knowledge (Riordan, 2019). The Romans, famed for their
legions of troops commanded by Centurions, offered
accountability via the ladder of power. The Roman Catholic
Church was structured along the lines of areas, job descriptions,
and a chain of command (Aros et al., 2020). A structure of
control and power, like that of the Catholic Church, developed
in which authority lay with the masters and flowed down to the
journeymen and apprentices.
During the late 1700s and early 1800s, the way people worked

14. and lived underwent enormous changes as a result of the
Industrial Revolution (Wallis et al., 2018). Until recently, the
majority of people lived in rural areas, where they either farmed
or worked. One of the most significant achievements of the
steam engine was its ability to automate coal mining, enabling
industries to make mass-produced commodities previously
crafted by hand, as well as train locomotives that could
transport goods and materials across countries in a timely and
efficient way. Labor needed to be directed and organized by
factories, which in turn needed workers.
As new technologies emerged, organizations' need for higher
levels of productivity and efficiency increased. The concept of
work processes in the 19th century was central to the quest for
business wisdom. Organizations' management wanted to know
how work was done and what influence it had on output. The
goal was to improve efficiency in the workplace. Frederick
Taylor was a pioneer in the field of human output measurement
(Hill, & Buren, 2018). In Taylor's view, the key goals of
management were to increase productivity while lowering
expenses. Based on a formula, Taylor's ideas focused on
determining how many units were generated in a given period of
time.
The need to coordinate the efforts of the whole organization
towards a single goal started to develop, not just in terms of
managing worker production. The concepts of organizational
rational, natural am open systems also came into existence in
the late 19 century, which is also in research executed by (Scott,
2007)) As industries grew in the 21st century, management was
forced to arrange more complicated operations. It is widely
accepted that Frenchman Henri Fayol was the first to create and
popularize the four fundamental management principles of
planning, organizing, coordinating, commanding, and managing,
which are widely used by many organizations (Edwards, 2018) .
Change In Business Ethics in an Organization
The moral ideals that drive an organization’s business activities
are referred to as its business ethics (Pelster & Schaltegger,

15. 2021). Employer-employee relations, environmental concerns,
discrimination, bribery, social responsibility, and insider
trading are key concepts that have influenced an organization’s
code of ethics since the 18th century (Boutmaghzoute &
Moustaghfir, 2021). For a code of ethics to be established inside
an organization, it is not enough to rely on legislation, and
corporate executives must take the initiative to do it. The first
significant shifts in corporate ethics occurred in the 1960s
(Deng et al., 2018). Individualism and a strong commitment to
social problems like environmental preservation and global
peace were becoming more popular. When compared to prior
generations, employees in the 1960s had a weak work ethic and
were utopian about making the world a better place. Many
employees regarded their bosses with contempt due to the
prevalence of drug use and the increased emphasis on
independence.
Business ethics were affected by the Vietnam War and a
growing feeling of conflict between bosses and workers in the
1970s and 1980s (Michaels & Grüning, 2018). After the
government tightened regulations on military contractors,
corporations revised their contracts with workers to place
greater emphasis on values rather than stringent adherence.
When it comes to managing people, employees are more
inclined to work together rather than work alone. There was a
revival of ecology in the early 90s, as well as new heights of
social responsibility and more severe legal consequences for
ethical transgressions (Kaptein, 2021). Tobacco and junk food
producers, for example, were subjected to increased scrutiny
and the filing of numerous significant lawsuits over the effects
of their goods on public health. The public was putting growing
pressure on oil and chemical firms to account for environmental
harm. Organizations were obliged to increase legal budgets as
class action lawsuits became more common.
Since the year 2000, ethical conduct in organizations has
extended to the internet (Alda-Varas et al., 2018). Cybercrime
and privacy concerns have dominated the main ethical debates

16. of the twenty-first century. If an organization or an individual
has ever done business online, he/she has been exposed to
identity theft crimes that were nearly unheard of 20 years ago
(Shahria et al., 2020). Consequently, companies are under
increasing societal and legal pressure to safeguard the private
information of their customers. A careful line needs to be drawn
between respecting customer privacy and exploiting internet
activity to gather useful marketing data since data mining and
target marketing have become more popular.
Evolution and Revolution Theory of Organizational Change
A fundamental tenet of evolutionary theory is that civilizations
evolve from rudimentary beginnings into more sophisticated
forms. Organizational cultures, according to Auguste Comte and
other early sociologists, were thought to grow along a single,
unidirectional path (McVeigh, 2020). They saw organizational
change as a sign of progress toward a better future and viewed
change as a good thing. To them, the evolutionary process
meant that civilizations would always rise to new heights.
Savagery, barbarism, and civilization were all three phases in
L.H. Morgan's view of the organizational change process
(Dykes et al., 2018). According to the three phases in the
evolution of human thinking and society, Auguste Comte's
theories constitute three main stages of social change, which
were metaphysical, positive, and theological.
A group of people who were enamored with this idea adapted it
to human civilization and concluded that organizations must
have developed from basic and primitive to sophisticated and
advanced, like the western civilization. Emile Durkheim argued
that a society's moral density is the driving force behind the
organizational social change (Kostyło, 2019). To Durkheim, the
pressure of increased organizational moral density led to a shift
in organizations toward more difference, interdependence, and
formal control. That organizations have evolved from a
relatively undifferentiated social structure with a minimal
division of labor and a kind of solidarity known as mechanical
solidarity to an even more differentiated social structure with a

17. maximum division of labor, resulting in organic solidarity.
Life-Cycle Theory
The organizational life-cycle theory is a different approach to
organizational change management (Roscoe et al., 2019). There
is a correlation between how the elements of an organization
develop over time and how well they work together. The
complexity of an organization grows as it matures, necessitating
additional coordinating mechanisms, staff, and units to keep
things running smoothly. The case studies that support the life-
cycle theory seem to have been the primary rationale for its
acceptance; however, some larger sample studies have
supported the notion of phases that represent congruent traits
but not the assumption that the order of stages is set. The
premise that there are distinct stages in an organization's life
cycle and that the elements of each phase should be consistent
with each other appears to be a reasonable starting point for the
development of prescriptive organizational change guidelines
for enhancing performance.
Using organizational norms and programs, life-cycle theory
tries to explain development by describing how certain
activities must be performed in a certain order. International
Product Life Cycle (IPLC) is an example of a particular
application for product development and marketing, which is
discussed in a scholarly article executed by (Iveson et al.,
2022). If an individual looks at how a product that was
manufactured in a Western country like the United States has
grown throughout the course of its life and finally declines,
he/she can see how this happens. The life cycle management
paradigm may also be seen in Western corporate practices. The
primary focus of life cycle theories is on a single entity, with
the growth of other entities being seen as secondary.
Personal Perspective
Management's ability to recognize and perceive the problems
that arise throughout a company's transformation may help it
enhance its design. To get a better understanding of
organizational changes, managers might examine the

18. shortcomings in their own organization's new designs. To
imitate companies who are seen as leaders, it is common for
them to alter features of their own products, such as their
designs. Comparing design and performance before and after
adjustments allows managers to learn. Several factors might
restrict the validity of these connections, which includes
cognitive and motivational biases, as well as human learning in
general, which creates difficulties. Unintended distortions at
various communication nodes and purposeful distortions by
individuals who desire to benefit from such distortions are two
examples of challenges relating to the verticality of
organizational information flows that must be addressed.
In general, managers who have been around for several design
modifications are less likely to learn through making
comparisons or averaging across different situations.
Organizational design and performance combinations are so
diverse that managers can only witness a limited fraction in
person. Vicarious learning may help managers overcome this
limitation. There is a lot of interest in organizational change
and performance pairings in the business press and among
managers and consultants who have had the chance to see
change performance pairings in action. Research on this area is
scant, but it is thought that managers might learn about new
ways of organizing by using diverse media sources.
Biblical Perspective
Hard labor is required on an ongoing basis to make
organizational changes. If people have faith and hope that
things can be changed, they are more likely to take action. As a
result of a feeling of pessimism, people are less likely to act
and are more likely to be held back from making progress.
Atheists and Christians alike agree that God has a vital role to
play in the process of change (Merida, 2015). When Moses and
his thousands of Israeli followers escaped the Egyptian Pharaoh,
the first formal record of organizational change was unearthed
(Lee, 2020). At the time, Moses had an issue with what can be
termed social networks today. In those days, there was no

19. Facebook, the Internet, or Twitter to connect with many people.
Every single one of his tens of thousands of admirers may get in
touch with him at any time. They were unable to address the
concerns of all their devotees. Reorganization and
implementation of a hierarchical pyramidal structure were
suggested to him by his father-in-low. Managers at higher levels
will only come to him with issues they cannot handle on their
own.
Conclusion
In conclusion, organizational change is imperative for every
business operating in the 21st century in order to succeed in its
business operations, and failure to adapt to organizational
change might lead to losing clout in its sector, which can harm
its reputation among rivals and allies as well as its customers
and clients' perceptions of the brand. Organizational settings
often undergo dramatic changes, which may have a significant
impact on an organization's ability to function or legitimacy.
The organization's reaction to these developments is determined
or at least influenced by how top management understands
them, typically as dangers or opportunities. Advances in
scientific knowledge have led to the development of
organizational structures and procedures that deal with
organizational learning, decision-making, and flexibility.
Organizational change and performance are being impacted
significantly by advances in scientific understanding,
professionalism, and technological capability. Society and the
workplace have undergone substantial demographic shifts,
which are affecting businesses in a subtle but important way.
The introduction of a broad range of knowledge, a decrease in
cooperation and prosocial conduct, and better interactions with
resource controllers in the company's environment may be
achieved through increasing demographic diversity in an
organization.

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