التغيير التنظيمي بين الإرادة و الإدارة

Abstract EN

Dean, Crisis Center and Leadership Development - Naif Arab University for Security Sciences Despite the importance and potential for organizational change in government and private organizations… the intent to change, specifically, should be serious and sincere.

This paves the way towards an easy change.

Such change necessitates a sound approach in all its management stages with prudence and broader vision.

Accordingly, we may assert that the research problem is bi-dimensional in nature.

First, it involves a serious strife on the part of the leadership to bring required changes.

Second, it involves the consequent impact on all stages of changes relative to management and interactive dealings with dissidents.

The present research seeks answering the central following question: What is the nature of organizational change and what is the relative role of intent in the multiple stages of management and interactions with dissidents? From this central question, numerous peripheral questions stem.

The present research has employed an analytic – descriptive methodology.

Pursuant to it, it has provided an exhaustive discourse on the phenomenon under treatment ---- qualitatively and quantitatively.

Research findings: The present study offers many findings such as: 1 - There is a wide attention on the part of both researchers and practitioners in the broad field of management on the subject of organizational change.

2 - An organizational change necessitates serious intent on the part of the decision makers.

It should initiate with candid insight in its bright future 3 - It should be assumed that change represents a highlight strategy.

For, change, per se, cannot control a clear strategic framework.

It will deflect and will end in failure.

4 - There are multifarious kinds of change.

All such kinds blend in its comprehensive format..

5 - In the field of organizational change, the ardent aspirants are looking at the elite.

They repose their faith, in the large part, on such elites.

They have to counter the objection coming against bringing change in the management stages or interacting with dissidents.

6 - Organizational change carries multiple models.

All such models are both innovative and developed on the part of scholars.

All such models are variant in scope for the elite bringing change.

7 - Organizational change oversights consideration of change dissidents.

The latter may be among personnel working in the organization or other pertinent departments.

They may be either inside the organization or outside.

This dissidence also varies commensurate to the viewpoints and explanations of the dissidents toward change, positively or negatively.

8 - Cultural change inside the organization demonstrates its role as a cornerstone.

It can work either towards the success or the failure of change process.

In turn, it necessitates the construct of cultural factor.

Of course, it will ensure the realization of avowed objectives of the organization.

9 - A suggestive model on organizational change has finalized its design.

It blends two segments – intent and management.