Changes in sports organizations typically occur in one of four areas, products and services, technology, structures and systems, and people. Technology changes occur in the production processes, the skills and methods it uses to deliver its services, or its knowledge base. Product and services changes involve the addition, deletion, or modification of other areas. Structural and systems changes involve modifications to areas of a sport organization such as its division of labor, its authority structure, or its control systems. People change involves modifications to the way people think and act and the way they relate to each other.
The reason change is seen as paradoxical is because sport organizations must change if it wishes to remain competitive, but management prefers stability and predictability as opposed to change and uncertainty.
The different perspectives on organizational change include population ecology, resource dependence, the life cycle approach, institutional theory, evolution and revolution, and the contextualist approach.
Population Ecology: doesn't focus on change in single organizations but on a population of like organizations in a particular geographic area or niche.
Resource Dependence: when organizations come to depend on their environment for resources critical to their survival as they become unable to generate internally the different types of resources they need
Life Cycle Approach: based on the idea that biology provides certain concepts and models that appear to have some relevance for understanding organizational cycles
Institutional Theory: suggests that organizations change their formal structure to conform with expectations within their institutional environment about appropriate organizational design.
Evolution and Revolution: organizations resist change, and even when faced with the possibility of failure, organizations will often continue to do what they have been doing in the past and not make the necessary adjustments to ensure their survival
Contextualist Approach: focuses on a single change event or a discrete episode of change.
Organizational change can be caused both internally and externally. Resistance to change can stem form self-interest, lack of trust and understanding about the implications of change, differing assessments of change consequences, the cost of change.
Ways of dealing with resistance and implementing change include: education and communication, participation and involvement, establishing change teams, idea champions, facilitation and support, negotiation, manipulation, cooptation, and coercion.
There are 6 stages in the change process. They are:
1. Pressure and Arousal
2. Intervention and Reorientation
3. Diagnosis and Recognition
4. Invention and Commitment
5. Experimentation and Search
6. Reinforcement and Acceptance
The reason change is seen as paradoxical is because sport organizations must change if it wishes to remain competitive, but management prefers stability and predictability as opposed to change and uncertainty.
The different perspectives on organizational change include population ecology, resource dependence, the life cycle approach, institutional theory, evolution and revolution, and the contextualist approach.
Population Ecology: doesn't focus on change in single organizations but on a population of like organizations in a particular geographic area or niche.
Resource Dependence: when organizations come to depend on their environment for resources critical to their survival as they become unable to generate internally the different types of resources they need
Life Cycle Approach: based on the idea that biology provides certain concepts and models that appear to have some relevance for understanding organizational cycles
Institutional Theory: suggests that organizations change their formal structure to conform with expectations within their institutional environment about appropriate organizational design.
Evolution and Revolution: organizations resist change, and even when faced with the possibility of failure, organizations will often continue to do what they have been doing in the past and not make the necessary adjustments to ensure their survival
Contextualist Approach: focuses on a single change event or a discrete episode of change.
Organizational change can be caused both internally and externally. Resistance to change can stem form self-interest, lack of trust and understanding about the implications of change, differing assessments of change consequences, the cost of change.
Ways of dealing with resistance and implementing change include: education and communication, participation and involvement, establishing change teams, idea champions, facilitation and support, negotiation, manipulation, cooptation, and coercion.
There are 6 stages in the change process. They are:
1. Pressure and Arousal
2. Intervention and Reorientation
3. Diagnosis and Recognition
4. Invention and Commitment
5. Experimentation and Search
6. Reinforcement and Acceptance
I feel that John makes a good point when he states that, "Organizational change can be caused both internally and externally. Resistance to change can stem from self-interest, lack of trust and understanding about the implications of change, differing assessments of change consequences, and cost of change." I feel that the one that really leads to organizational change is lack of trust in someone else's decision. You have to trust your partners and co-workers decisions in order to maintain a strong working environment. You also need to ensure that all of your costs are kept at a reasonable standard for the company when you make changes. So many changes can have hidden costs that will seriously effect what you are trying to accomplish as a whole. Resistance to change can cause effects up and down the organizations management team when certain workers do not get along with each other causing friction. This leads to ideas and plans that are not accepted and that can be the wrong answer when the plan is a good one.