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ize that the change is a good one and it will ultimately benefit them (Nadler and Tuchman, 1989). So this somewhat casts a doubt on Kotter and Schlesinger’s proposition that political behaviours that hinders organizational change arises only from people’s parochial self-interest. In order words, people could still resist change even when their self interest is protected. This therefore opens up the possibility that even in the absence of internal political and resistance to change in form of political behaviours, a change initiative could still prove abortive and futile if the change process is ineffectively initiated and if other factors such as those mentioned in Kotter (1995) and Beer et al (1990) are not properly considered and put in place.

Apart from Kotter and Schlesinger (), who alluded to the impact of politics and power toggles as barriers to successful organizational change, Axelrof, Axelrod, Jacobs and Beedom (:1) (though not part of the case studies, but worthy of mention all the same) also posits that “the underlying problems of all change efforts concern power – control and influence”. They argued that change and politics are inexorably linked and any serious attempt to cause change either in the form of new customer relation strategy, installing an enterprise wise information system, acquisition and adoption of new technology, mergers and acquisition, branding, entering new markets, organization design, or any other form of innovation must pay attention to the force of politics in the change process.

While I agree with this proposition, yet it does not necessarily mean that politics is the fundamental factor that hinders successful change process. Besides, Nadler and Truchman in their review provided evidence to show that effectively managing the political dynamics of change alone does not guarantee the success of the change process when other factors such as having a clear and strong vision for the change, generating enough energy to initiate and execute the change, effectively linking change to core strategic issues in the organization and identifying themes to communicate and conceptualize changes are not put in place. This goes to show that while of power and politics should not be neglected in the process of organizational change, yet it is by no means the most prominent barrier to success change process.

Nadler and Tuchman (1989) also investigated the principles for successful organizational change. They viewed an organizations as complex systems that, in the context of an environment and an available set of resources, produces output. They posit that there are two major elements essential in an organization. The first is strategy, the pattern of decisions that emerges over time about how resources will be deployed to produce output. The second is organization. organization includes four core components – work, people, formal structure and processes and informal structure and processes. they further argued that an organization needs to maintain a congruence among these elements to exist.

They went further to say that a major problem in organizational change is how to maintain a congruence in the system while implementing change. They highlighted three critical issues in managing change and they identified the political dynamics associated with change as one of the three critical factors. However, they emphasized that these factors are本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。