M2D2: Common Changes Image showing two office settings, one is a conference room with multiple computer monitors and writing pads on the table, and the other is a cabin with a desk and storage facilities Not all changes are of the same order or magnitude. Therefore, a manager must face the challenge of identifying the change approaches and strategies best suited to address each type of change. Respond to the following: • Compare and contrast the advantages and disadvantages of utilizing downsizing, technology, and mergers and acquisitions as a change strategy to address organizational challenges. Post your primary response. Read any postings already provided by your instructor or fellow students. Remember to read the feedback to your own major postings and reply to it throughout the module. Each post should be 100–150 words and written in your own words. All quoted text must be cited using APA format (6th edition). See the Course Calendar for due dates for posts and responses. Compose your work using a word processor and save it, as a Plain Text or an .rtf, to your computer. When you’re ready to make your initial posting, please click on the “Create Thread” button and copy/paste the text from your document into the message field. Be sure to check your work and correct any spelling or grammatical errors before you post it. Evaluation Criteria Review the SBT Discussion Rubric located in the “Start Here” section of the course for more information on grading criteria. Together, all discussions comprise 20% of the total course grade.



M2D2: Common Changes




M2D2: Common Changes


  • Compare and contrast the advantages and disadvantages of utilizing downsizing, technology, and mergers and acquisitions as a change strategy to address organizational challenges.


Change strategy in many organizations takes a different course targeting various entities of the organization that facilitates its operations and performance. For example, while utilizing downsizing increases the profits through cost savings, technology brings in the diversification of products and improvement of quality leading to profits increment (Gilley, et al., 2009). As well, mergers and acquisitions increase the company’s resources causing an improvement in its capabilities to execute higher profit generating projects making change drive more applicable and efficient to induce better performance and increase productivity.

Similarly, downsizing leads to better organizational management as every employee intends to save the organization by executing the duties and responsibilities without failure. Technology, on the other hand, improves employee’s efficiency while mergers and acquisitions increase the human resource management and expertise that can handle multiple tasks across a diverse venture of operations (Cummings & Worley, 2014). Organizations are bound to improve the structures and employees handling as brought in by the change strategy.

On the contrary, change strategy many have adverse implications on the organizations through downsizing which demoralize the employees as they are afraid of being laid down. As well, technology is meant to substitute the number of human resource personnel with a machine culminating into resentment and poor performance of the remaining employees (Anderson, 2013). On the other hand, mergers and acquisitions float many employees into an organization making human resource management unaccountable, hence reduce the productivity of the employees. The structure of employee functioning due to the incorporation of a change strategy undermines the employee’s relations, hence, causing dysfunctionalities of the patterns employees work with in an organization.




Anderson, D. L. (2013). Organization development: The process of leading organizational change. Sage Publications.

Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage learning.

Gilley, A., Gilley, J. W., & McMillan, H. S. (2009). Organizational change: Motivation, communication, and leadership effectiveness. Performance improvement quarterly, 21(4), 75.


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