Organizational Change By Devpriya Dey

Organisational Change The term ―change refers to any alteration which occurs in the overall work environment of an organisation

Forces of change External forces Internal forces Technology Marketing conditions Social changes Political forces Internal forces Changes in managerial personnel Changes in operative personnel Deficiencies in existing structure

Forces of change Culture (changing the values & goals of the organisation) Structure (altering authority relations, coordination mechanisms, job redesign) Technology (modifying how work is processed and methods & equipments used)

MINIMISING RESISTANCE TO CHANGE Communication Training Employee Involvement Stress Management Negotiation Coercion

Conditions for diffusing change Successful pilot study Favorable publicity Top management support Labour union involvement Diffusion strategy described well Pilot program people moved around

Change Agents Anyone who possesses enough knowledge and power to guide and facilitate the change effort –Help develop a vision –Communicate the vision –Act consistently with the vision –Build commitment to the vision

Forms of Resistance to Change Voicing complaints, engaging in job actions Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism

Overcoming Resistance to Change Education and Communication –This tactic assumes that the source of resistance lies in misinformation or poor communication. Participation –Prior to making a change, those opposed can be brought into the decision process. Facilitation and Support –The provision of various efforts to facilitate adjustment.

Negotiation –Exchange something of value for a lessening of resistance. • Manipulation and Cooperation –Twisting and distorting facts to make them appear more attractive. • Coercion –The application of direct threats or force upon resisters.