Change recipients represent the largest group of people that must adopt, and adopt to, change. Their response and reaction to change can fundamentally reshape that change (see: Guest, Hersey, and Blanchard, 1977; Kanter, 1983, 1985; Neumann, 1989; Spector, 1989).
For example, the concept of "organizational readiness to change" that is frequently assessed in the early phases of a change effort is an indication of how important the "users" actually are.
Recipients appear in the organization change literature primarily as sources of resistance. However, what is vital to a successful change effort is understanding how recipients perceive the change and how they experience it.
Major Areas Of Organizational Change
External or internal forces translate into a perceived need for change within the organization. Managers sense a need for change when there is a performance gap a disparity between existing and desired performance levels.
The performance gap may occur because current procedures are not up to standard or because a new idea or technology could improve current performance.
Although change can be brought to virtually any part of an organization, significant changes or innovation usually involve making alterations in changing strategy and in one or more of these key organizational components, technology, structure, human resources, and culture.