Managing Change
One of the concepts discussed, written about, and analyzed most frequently in recent years has been organizational change and the related concepts of resistance to change and management of change. Change has been variously defined as making a material difference in something compared to an earlier state, transforming or converting something, or simply becoming different. All of these definitions can be applied to change as it occurs within organizations and businesses. Organizational change may mean changing technological infrastructures (e.g., moving from a mainframe environment to distributed computing), marketing strategies (targeting a new customer base), or management and decision-making practices.
Organizational change is not new to the American business landscape. Since the nineteenth century and the Industrial Revolution, corporations have had to deal with change on an increasingly rapid scale. The greater the technological developments and the greater the amount of products and information generated, the more necessary it becomes for corporations to provide effective management and develop solid organizational practices. The most revered business professionals of the United States have been those who were best able to exploit changes in business and the economy. For example, in the late nineteenth century, Andrew Carnegie greatly expanded his empire by purchasing the very businesses he depended on for his steel business, making his company one of the first successful examples of vertical integration.
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