PRESENTATION ON

ORGANISATIONAL CHANGE

What is Organizational Change?

The change means the alteration of status quo or making things different. It may refer to any alteration which occurs in the overall work

environment of an organization. When an organizational system is disturbed by some internal or external force, the change may occur.

An alteration of an organization’s environment, structure, culture, technology, or people A constant force An organizational reality An opportunity or a threat

Change agent A person who initiates and assumes the responsibility for managing a

change in an organization

Basic Questions for Change Agents

What are the forces acting upon me? What are the pressures I should take

into consideration as I decide what to change and how I should change it?

What should we change? Should the changes be strategic and

companywide or relatively limited? How should we change it?

How should we actually implement the change?

What is to be changed?

Strategies, positions, policies, programmes, patterns Performances: competitiveness, added values,

responsiveness, productivities, results, innovations Alliances, sustainability, movement Structures and groupings Processes, work arrangements Resource allocations, savings

People – individual and groups Behaviours: performances, conformities, creativities Competencies: mastery in performance Attitudes, Values, Beliefs

Distributions of opportunity

TYPES OF CHANGE

Proactive change is initiated by themanagement on its own to enhance

the organizational effectiveness Reactive changeWhen change takes place due to

external forces,

Forces for ChangeExternal Forces Internal Forces

Competition Laws and regulations

Strategy modifications

New technologies New equipment

Labor market shifts New processes

Business cycles Workforce composition

Social change Job restructuring

Compensation and benefits

Labor surpluses and shortages

Employee attitude

Three Categories of Change

Organizational Culture

Why People Resist Change

Prenl, 2002

Is a New Structure Really Required?

Source: Adapted from Michael Goold and Andrew Campbell, “Do You Have a Well-Designed Organization?” Harvard Business Review, March 2002, p. 124.

When you identify a problem with your design, first look for ways to fix it without substantially altering it. If that doesn’t work, you’ll have to make fundamental changes or even reject the design. Here’s a step-by-step process for resolving problems.

When you identify a problem with your design, first look for ways to fix it without substantially altering it. If that doesn’t work, you’ll have to make fundamental changes or even reject the design. Here’s a step-by-step process for resolving problems.

Is a New Structure Really Required? (cont’d)

A Nine-step Process For Leading Organizational Change

1. Create a Sense of Urgency

2. Decide What to Change

3. Create a Guiding Coalition and Mobilize Commitment

4. Develop and Communicate a Shared Vision

5. Empower Employees to Make the Change

6. Generate Short-Term Wins

7. Consolidate Gains and Produce More Change

8. Anchor the New Ways of Doing Things in the Company Culture

9. Monitor Progress and Adjust the Vision as Required

G.Dessler, 2003

Dealing with Change

THANKYOU