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This essay reflects upon the argumentative topic of “Managing Organizational Change in the competitive Environment.” This concept refers to the framework of managing inevitable changes with respect to organizational structure as well as culture.

Arguments for the motion:

It is a common phenomenon that with the rise of competitive environment, there has been the need for all organizations that operate in the most competitive environment to bring about some desired positive changes internally. The change management strategy includes all organizational employees to agree towards some common goals and objectives ('Special Issue on Professionalization of accounting and organizational change', 2008). This enhances team work.

To lead to successful changes within the organizational structure and culture, the higher authorities or the management plays key role in bringing so within the organizational environment. They are the ones responsible for motivating the organizational employees to adopt the changes in a positive manner and lay efforts in a cohesive manner for bringing about the desired changes. This improves interpersonal relationships.

Organizational change is required as this enables the firm to stay competitive in the market environment (Marginson, 2009).


Against the motion:

Organizational change may seem to be a simple concept, but from the perspective of the organizational authorities, it is definitely a much complex mechanism. It is because many factors are deeply involved within the entire process of organizational change management.

It involves lot of efforts and dedication of all team members to achieve desired objectives.

Frequent organizational change does not impart proper stability and consistency to the organizational employees.



Marginson, D. (2009). Value systems as a mechanism for organizational change. J Acc & Organizational Change5(1), 7-34. doi:10.1108/18325910910932197

Special Issue on Professionalisation of accounting and organizational change. (2008). J Acc & Organizational Change4(2). doi:10.1108/jaoc.2008.31504baa.001



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