Managing organizational change through target setting and forecasting for optimal performance

Abstract

The need to effectively manage organizations or establishments for maximum productivity cannot be overemphasized. Change is one thing that is constant in life. Changes within an organization are not random – change occurs in relation to the past and present conditions of an organization. In fact, one of the hasher realities in business today is that a growing organization will constantly have problems, this is because growth itself means change, that is, change from the perspective of structure, people, task and technology. Over the years organizations have depended on the environment where it operated for its growth and survival, but often times they are affected by finance, labour turnover, adequate equipment, materials, and re-energizing itself with more resources (human, material etc) all from the environment. The lack of these basic provisions has hampered adequate target setting and forecasting. This study is thus, set out to find out if there are organizational problems that affect optimal productivity, what type and classes of change are needed and in what priority is its policies, decision making, attitudes, and which components of the environment are specifically affected that must affect changes. The study adopted the secondary data generational approach, with the aid of empirical literature. It recommends among others that a manager should be able to show the employee how a proposed change will work to their benefit and should be willing, too, to adduce good reasons behind the change, thus allowing the persons who will be affected by the change to participate in the process of planning the change.