The only constant thing in life is change:

The concept of change is processes that aim to renew and reform systems through observing and learning everything that arises from interaction with the surrounding environment and directing it to the right direction that achieves the highest levels of efficiency that would advance in achieving the required goals.

Change is considered every transformation with regard to change in public and business organizations, it means a shift or modification at the level of objectives, organizational structure, functions, procedures, processes, rules, policies … etc., with the aim of maintaining the organization’s current competitive position And bring about the necessary organizational development.

Change in the simplest form is to move from the current situation in which we live to a future situation that will be more efficient and effective. There is no doubt that the world today is in constant conflict with the desire to bring about change, as a result of the tremendous progress in science and technology and the resulting economic, social and cultural change, until we now live in the information era after we lived in the industrial and agricultural eras. Change has become a reality in the life of societies and organizations, and managing the change process has become one of the most important tasks undertaken by the manager in modern organizations, meaning that shaping the future has become mainly dependent on making the change on an ongoing basis.

The importance of change management:

1. Maintaining the effectiveness of the organization.
2. Developing the desire and ability to innovate.
3. The need to make compatibility with the environmental variables surrounding the organization.
4. Reaching a higher degree of strength and performance in the organization.

The main factors that lead to change (the force of change):

The forces of change may come from within the organization (internal pressures) and may come from outside the organization (external pressures).

Internal pressures:

• Dissatisfaction with the performance of the various activities or the level of service provided.
• The desire to improve the organizational efficiency of the organization.
• The need to fulfill the increasing human needs of individuals within the organization.
• There is underemployment in the organization and the need to re-plan the workforce and training.

External pressures:

• Economic conditions.
• Social conditions.
• Technological development.
• Political circumstances.
• The legal frame.
• Cultural variables.

In addition to other contemporary international concerns such as the pandemic, which in turn may lead to the need to change in policies of the organization.

Why do organizations adopt change?

1. CRISIS:

Meaning that there is a defect in the functions of the organization as a result of a crisis, which requires a change.

2. Vision:

The vision is the image of the future that can be reached for the process of change.

3. Opportunity:

Opportunity means that the change will be for the better.

4. Threat:

It is intended to predict the occurrence of something in the future that will negatively affect the organization and the continuation of its activity.

There are many tools that can be used to gather and analyze data regarding strategic planning, problem-solving, decision-making process such as (CATWOE, SWOT analysis, and PESTLE)

Types of change:

• In terms of the degree of importance: (strategic change), (functional change).
• In terms of the nature of the change process: (deliberate change – internal), (imposed change – external).
• Adaptive change: (adjustment to change policies is done in line with the business environment).
• In terms of planning for change: (planned change), (unplanned change).
• A change according to administrative level: (change in the administrative structure – administrative development), which aims to make a change in the patterns of behavior in relation to the administrative function along with training and development. The change may address the modification in organizational aspects, which is called organizational development.

Organizational Development as a key aspect for change:

It is a planned effort the targets the organization as a whole, which begins with preparation from the top with the aim of increasing the effectiveness of the organization and introducing planned organizational adjustments and all organizational processes.

Where to implement change?

1. Change in the organizational structure (through the development and modernization of competencies and responsibilities).
2. Change in policies and methods of decision-making.
3. Change in systems and procedures (simplification of procedures).
4. Change and develop capabilities.
5. Change in business and activities.
6. Change in the means of technology used.
7. Change in the goals of the organization.

The change in all or some of those elements is the result of a strong influence in the business field, while the forces or pressures of change work to bring out the need for change in some or all of these elements, and the change may stem from within the organization itself, as it requires a high degree of skill, which makes the organization It may be in need of developing the workforce or hiring new employees. Change may lead to tasks and work methods, as well as moving from old to modern methods, or to a change in the organizational structure, whether in the lines of authority, the communication process, or the decision-making process.

Are organizations equally responding to the process of change?

Organizations vary in response and degree of adaptation to change, according to the following:

1. Concretive Management:

Where this type of organization works in a stable environment and the adaptation process is low so that it depends on formal methods and organizational structures with a high degree of stereotyping and its goals are fixed with a pattern of primitive centralization and multiple administrative levels.

This type of management does not accept new ideas or the initiative for change. Therefore, the conservative management has little readiness for the process of adaptation, and it does not feel the pressure of the external environment because its internal system is almost stable.

2. Reactive Management:

This type of organization works in a less stable environment, and the degree of adaptation is slow. This style tries to confront the change after it has occurred, and the response process is rapid. Change in some key positions or reorganization may take place in a formal way, thus the principle in this type of management is that the problem occurs first and then respond in a formal procedure. Where the reaction management operates in a highly changing environment however it does not have sufficient flexibility to initiate the adaptation process.

3. Proactive Management:

These organizations work with a high degree of adaptation and embrace change. This style adopts continuous development so that it can deal with future conditions before the effects of the change process occur in the environment surrounding the organization, thus this management has the ability to take abreast of the changing environment and it always works depending on what might happen in the future through strategic analysis and strategic planning thus trying to adapt to those emerging changes.

The process of change management:

1. The Unfreeze Phase:

This is when the organization feels that there is a need for change. This stage is the preparation for the change process, thus senior management seeks at this stage to provoke individuals to feel and realize the need for change, and here establish strong relationships with them, as the planned change will not have a chance of success in the long run unless there is a review of trends and behaviors (the old behavior) and at the same time there is a willingness to work in a different way from this old behavior. There may be differences in visions and ideas, which requires a method that helps employees to get rid of old habits to other alternatives that are more positive in performing the functions entrusted to them.

2. The Changing Phase:

At this stage, the change process is initiated, where the senior management initiates the change process through the components of the organization (the human element – tasks and competencies – organizational structures – modern technology) and that is after an in-depth diagnosis of each of these problems and identification of possible alternatives that can be chosen to bring about the change process.

Some organizations try to speed up the change process, however, they end up failing because the employees did not feel the need for change, and therefore they create an opposite reaction that results in resistance to change, due to their ignorance of the elements of the change process or the speed in achieving change.

3. Refreeze Phase:

This step represents the final stage of the change process when the organization seeks to stabilize and maintain the change that has been reached in (behavior or trends) while creating the appropriate conditions for the continuity of change for the longest possible period, and the change that has been achieved can be maintained through performance reward, support for the desired behavior and positive feedback.

Conclusion:

What is predictable is preventable, so that change is a continuous and integrated administrative function, which aims to a continuous expansion in organizational efficiency through continuous development of all aspects of the organization in order to cope with the environmental changes either internally or externally, however, that should go through slowly but surely steps to ensure the consistency and sustainability of change.