Organisational change
From EverybodyWiki Bios & Wiki
- "Organisational change is the process when an organisation radically alters its structures and established practices in accordance with significant environmental, regulatory, and technological changes. It is an incremental improvement on existing organisational capabilities. This may be an incremental or transformational." - Prof. Arvind Bhatnagar
- As a useful and effective approach to organisational change, your business must undertake a thorough assessment of current stakeholders’ views and their alignment to objectives.
- To successfully manage change, you require two key elements:
- A clear, documented strategy with task-driven plans.
- A commitment from everyone to make changes to their workplace behaviour, accept, and use the change as your business requires.
- Organisational change is often stimulated by a major external force, for example, substantial cuts in funding, decreased market opportunity, and dramatic increases in services. Typically, organisations undertake technical, structural, or strategic shifts in the organisation to evolve to a different level in their life cycle, for example, changing from a highly reactive organisation to a more stable, proactive environment.
- Where organisational change is implemented correctly, the benefits include:
- better employee participation;
- a greater understanding of the change;
- a better-informed decision is made;
- trust is maintained throughout the process;
- loss of productivity is minimized.
- In most organisations, the change starts as an operational change, which over the period [is] replaced by transformational change.
- The Organisational Change could be observed at different levels of leadership. It could be local, regional, or global.
- At Local Level: The Organisational Change could be in the format of process improvement (where we are targeting the need to do it just better from the previous);
- At Regional Level: The Organisational Change could be in the format of strategic initiatives (where we need to refocus on our core values)
- At Regional and Global Level: The Organisational Change could be in the format of cultural change (this is based on the need for change in the way we think and act)
- At Global Level: The Organisational Change could be in the format of a merger or acquisition (this happens when we have to create a new common identity in front of [the] world)
- 'When an automobile maker is designing a new model, he does not ask the people in charge of wheels and tires to do an ROI study to justify having wheels and tires on the new model. It is accepted that the new model will not be complete, will not work, without wheels and tires. Learning should be viewed as the wheels and tires of any organizational change effort - no change effort can be successful without learning.' - Daniel R. Tobin
Examples
- For instance, changes in [the] University of Adelaide. The key changes the University of Adelaide is facing include those presented by the competitive positioning against the Group of Eight (Go8) as well as other national and international universities, reviews in the Tertiary Sector, the global economic outlook, increased competition for research dollars, upcoming challenges, increased competition from international markets, and additional external drivers. In responding to these changes, the University of Adelaide must necessarily change and improve the way we deliver educational and research services to meet the needs of our students and community.
- It is not only the University of Adelaide that is facing substantial change; many organisations are undergoing a radical process of transformation. Education and the media are transforming the expectations of the workforce, so that many employees are seeking different rewards from work and different kinds of relationships from those at work.
- To manage within the changing environment, the University of Adelaide must adapt, and adaptation means change. We cannot just replicate yesterday’s practices and expect to achieve the success we have had in the past. Yesterday’s assumptions and practices may no longer be valid and may no longer work. Consequently, if we are to maintain our competitive advantage, deliver on strategic objectives, and attract and retain the brightest minds, we must respond to new circumstances in a proactive, measured, and agile manner.
(talk) 22:26, 23 December 2013 (UTC)
See also
- Change management
- Change management (ITSM)
- Employee engagement
- Human resource management
- Leadership development
- Organization studies
- Organizational culture
- Organizational design
- Performance management
- Project management
- Business process reengineering
- Stakeholder management
- Strategic change
- Talent management
- Training and development
- Transtheoretical model
References
- Kotter, J. (July 12, 2011). "Change Management vs. Change Leadership -- What's the Difference?". Forbes online. Retrieved 12/21/11.
- Filicetti, John (August 20, 2007). "Project Management Dictionary". PM Hut. Retrieved 09/11/16.
- Levin, Ginger (2012). "Embrace and Exploit Change as a Program Manager: Guidelines for Success". Project Management Institute. Retrieved 13/10/08.
- Conner, Daryl (August 15, 2012). "The Real Story of the Burning Platform".
source:
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