Readiness for Organizational Change

Abstract

This article discusses the process of organizational change since change is a necessary part of every individual's, group's, and organization's life to grow, evolve, and adapt to the changing times. When changes are being made, there will be phenomena and problems in the literature review. The most frequently occurring issue is "debate on the nature of change." One of the most common characteristics in management is resistance to change. However, other organizations have received and are still waiting to alter their organizations because of the slow pace of change. Some prior studies Organizational Reform; Edler et al. (2014) According to Abdel and Mohamed (2014), there was resistance to change; Allaoui and Benmoussa (2020) on resistance to change elements, the organization does not fully accept changes both internally and externally. Choi and Ruona (2010) discovered organizational change readiness. Cunningham et al. (2002) and Neves (2009) state that self-efficacy change factors contribute to change readiness; Jeffrey (2012) believes that modifying self-efficacy is important for the organization's ability to create competence. The main element is organizational preparedness for change; the organization must adapt to the conditions (Chan, 2014). A detailed summary or assessment of the perceived ability to accomplish duties to successfully cope with environmental demands and obstacles is outlined. Organizations cannot resist change; every leader and management must be self-confident and adapt to any changes. So, quality and quality human resources are the most important asset aspects in achieving organizational goals. The main element is organizational preparedness for change; the organization must adapt to the conditions (Chan, 2014). A detailed summary or assessment of the perceived ability to accomplish duties to successfully cope with environmental demands and obstacles is outlined. Organizations can not resist change; every leader and According to Kanter (2003); Kanter (2020) defines a change savvy organization as one that is skillful, nimble, anticipates, creates, and adapts effectively to change. As a result, a change-averse organization is an investment that develops capacities for innovation and continuous improvement, as well as the ability to welcome change. Management must be self-confident and adapt to any changes. So, quality and quality human resources are the most important assets in achieving organizational goals.