Witnessing The Organisational Changes For A Better Worth
Organizational change means any change that occurs in the work environment. Usually Organizational change re-aligns organizational systems and deal with the factors prevailing in the external environment of an organization. Organizational change is undertaken to improve the performance of the organization or a part of the organization, for example, a process or team. Some approaches work from the future to the present, for example, involving visioning and then action planning about how to achieve that vision.
Factors and reasons behind organizational change[/b][/b]
External factors & reasons
Technological changes
Changes in marketing conditions
Social changes
Political & Legal changes
Government rules & regulations
Competitions
Technological advancement
Changes in people requirement
Internal factors & reasons
Change in Managerial personnel
Deficiency in existing organization
Change in leadership
Introducing new technology
The domino effect
For meeting crisis
Organizational life cycle
Forces prompting change?[/b]
The forces prompting change can be categorized as,
Technological[/b]
Every organizations uses technology as a means to improve productivity and market competitiveness. To retain and advance in competitive market, it is very important for organizations to keep themselves update according to the technological advancements, which are taking place at very fast rate.
Competitive[/b] environment[/b]:
The emerging global economy has the changed the style of business. Now the market competitors are not from only contiguous area but from throughout the world. This compels every business house to retain quality, lower prices, client satisfaction, etc; to sustain.
Social and political pressure [/b][/b]
The needs, values and priorities of customers and political circumstances are unstable. Managers need to adjust their management styles to meet these values and needs.
Examples of Organizational Change[/b][/b]
Missionary changes
Strategic changes
Operational changes (including Structural changes)
Technological changes
Changing the attitudes and behaviors of personnel
Organisational Change Management techniques fall into two main types:
input - analysing the problem, and
output - inducing organisational change.
It may also be appropriate to couple these organisational issues and needs with the mainstream design work of the project, so that certain issues could be solved by the way the solution is designed. It may be easier to make the solution fit the people rather than the people fit the solution.
The input activities are essentially forms of fact-finding and analysis. [/b][/b]
Organizational Change Management experts have many specialised tools to:
Identify a population,
Assess that population's capabilities, attitude, behaviour, culture,
Define the change goals, and
Determine what is required to bring about that change.
In the absence of an expert you would fall back on basic fact finding and analysis, coupled with common sense and experience.
Output activities tend to be various forms of communication, for example:[/b][/b]
Communicating messages
Coaching
Setting up sponsorship cascades
Collaborative workshops.[/b]
The levels of organizational change[/b][/b]
Perhaps the most difficult decision to make is at what "level" to start. There are four levels of organizational change:
Shaping and anticipating the future (level 1)
Defining what business(es) to be in and their "core competencies” (level 2)
Reengineering processes (level 3)
Incrementally improving processes (level 4)
First let's describe these levels, and then under what circumstances a business should use them.
In addition to the general guidelines listed above, there are a few other basic guidelines to keep in mind. [/i][/b][/i][/b]
Consider using a consultant. Ensure the consultant is highly experienced in organization-wide change. Ask to see references and check the references.
Widely communicate the potential need for change. Communicate what you're doing about it.
Communicate what was done and how it worked out.
Receive feedback from employees and also don’t forget to include what they think about the problems and the solution to solve the same.
Work with a team of employees to manage the change.
Don't get wrapped up in doing change for the sake of change.
Get known of the reasons that made you accept or make the change
Plan the change.
Focus on the coordination of the departments/programs in your organization, not on each part by itself.
Make someone in charge of the plan.
Let every employee report to just one person and they should also be aware of whom they are reporting.
Job descriptions are often complained about, but they are useful in specifying who reports to whom.
Delegate decisions to employees as much as possible
Keep perspective.
Keep focused on meeting the needs of your customer or clients.
Take care of yourself first.
Organization-wide change can be highly stressful.
Don't seek to control change, but rather to expect it, understand it and manage it.
Include closure in the plan.
Acknowledge and celebrate your accomplishments.
Read material about organizational change, including new forms and structures.
The reasons or factors because of which the change takes place could vary from organization to organization. However few reasons could be mergers and acquisition, structural change, strategic refocus, change in the government etc. with all the perfecto reasons organizational change depicts the betterment of the organization as well as the upliftment of the trend and setting up of benchmarks in the particular industry they deal in.
Organizational change means any change that occurs in the work environment. Usually Organizational change re-aligns organizational systems and deal with the factors prevailing in the external environment of an organization. Organizational change is undertaken to improve the performance of the organization or a part of the organization, for example, a process or team. Some approaches work from the future to the present, for example, involving visioning and then action planning about how to achieve that vision.
Factors and reasons behind organizational change[/b][/b]
External factors & reasons
Technological changes
Changes in marketing conditions
Social changes
Political & Legal changes
Government rules & regulations
Competitions
Technological advancement
Changes in people requirement
Internal factors & reasons
Change in Managerial personnel
Deficiency in existing organization
Change in leadership
Introducing new technology
The domino effect
For meeting crisis
Organizational life cycle
Forces prompting change?[/b]
The forces prompting change can be categorized as,
Technological[/b]
Every organizations uses technology as a means to improve productivity and market competitiveness. To retain and advance in competitive market, it is very important for organizations to keep themselves update according to the technological advancements, which are taking place at very fast rate.
Competitive[/b] environment[/b]:
The emerging global economy has the changed the style of business. Now the market competitors are not from only contiguous area but from throughout the world. This compels every business house to retain quality, lower prices, client satisfaction, etc; to sustain.
Social and political pressure [/b][/b]
The needs, values and priorities of customers and political circumstances are unstable. Managers need to adjust their management styles to meet these values and needs.
Examples of Organizational Change[/b][/b]
Missionary changes
Strategic changes
Operational changes (including Structural changes)
Technological changes
Changing the attitudes and behaviors of personnel
Organisational Change Management techniques fall into two main types:
input - analysing the problem, and
output - inducing organisational change.
It may also be appropriate to couple these organisational issues and needs with the mainstream design work of the project, so that certain issues could be solved by the way the solution is designed. It may be easier to make the solution fit the people rather than the people fit the solution.
The input activities are essentially forms of fact-finding and analysis. [/b][/b]
Organizational Change Management experts have many specialised tools to:
Identify a population,
Assess that population's capabilities, attitude, behaviour, culture,
Define the change goals, and
Determine what is required to bring about that change.
In the absence of an expert you would fall back on basic fact finding and analysis, coupled with common sense and experience.
Output activities tend to be various forms of communication, for example:[/b][/b]
Communicating messages
Coaching
Setting up sponsorship cascades
Collaborative workshops.[/b]
The levels of organizational change[/b][/b]
Perhaps the most difficult decision to make is at what "level" to start. There are four levels of organizational change:
Shaping and anticipating the future (level 1)
Defining what business(es) to be in and their "core competencies” (level 2)
Reengineering processes (level 3)
Incrementally improving processes (level 4)
First let's describe these levels, and then under what circumstances a business should use them.
In addition to the general guidelines listed above, there are a few other basic guidelines to keep in mind. [/i][/b][/i][/b]
Consider using a consultant. Ensure the consultant is highly experienced in organization-wide change. Ask to see references and check the references.
Widely communicate the potential need for change. Communicate what you're doing about it.
Communicate what was done and how it worked out.
Receive feedback from employees and also don’t forget to include what they think about the problems and the solution to solve the same.
Work with a team of employees to manage the change.
Don't get wrapped up in doing change for the sake of change.
Get known of the reasons that made you accept or make the change
Plan the change.
Focus on the coordination of the departments/programs in your organization, not on each part by itself.
Make someone in charge of the plan.
Let every employee report to just one person and they should also be aware of whom they are reporting.
Job descriptions are often complained about, but they are useful in specifying who reports to whom.
Delegate decisions to employees as much as possible
Keep perspective.
Keep focused on meeting the needs of your customer or clients.
Take care of yourself first.
Organization-wide change can be highly stressful.
Don't seek to control change, but rather to expect it, understand it and manage it.
Include closure in the plan.
Acknowledge and celebrate your accomplishments.
Read material about organizational change, including new forms and structures.
The reasons or factors because of which the change takes place could vary from organization to organization. However few reasons could be mergers and acquisition, structural change, strategic refocus, change in the government etc. with all the perfecto reasons organizational change depicts the betterment of the organization as well as the upliftment of the trend and setting up of benchmarks in the particular industry they deal in.