ORGANIZATIONAL CHANGE
Muskaan Chaudhary
SHRM and HRCI Certified Human Resource Generalist || CHRMP Certified Advanced Human Resource Buisness Partner
A change is any adjustment or modification made to improve an organization's performance. Change in an organization is the process through which it maximizes performance to meet its targets, including cutting expenses, enhancing organizational effectiveness, and outperforming competitors.
In "Management Challenges for the 21st Century" (1999), Peter Drucker claims that everyone has come to terms with the fact that change is inevitable by this point. Still, that suggests that change should be avoided at all costs and that staying the same would be far preferable to changing. Change is like death and taxes. However, change is commonplace during an unstable time like the one we are currently experiencing.
In nature, change is constant. However, a number of dynamic factors within an organization require an employee to be adaptable enough to welcome changes. Both their professional and personal development depend on it. Employees in an organization must adapt to a dynamic environment that includes their coworkers, working conditions, and job responsibilities. They could therefore feel uneasy in the new setting and worry about the adjustments they might need to make. Resistance to change results from this.
Thus, in order to effectively manage change, organizational leaders must first comprehend the forces driving change.
CONCEPT OF ORGANISATIONAL CHANGE
In this world, everything is liable to change. Change is a necessary for survival in the fiercely competitive and ever-evolving business world of today. Many management gurus have defined change in different ways. Alvin Toffler asserts that change is not only inevitable in life. Life goes on.
According to John Naisbett, change is defined as "moving from the old to the new as a society." Furthermore, we are still moving.
Tumbling between two eras, we are in flux.
Change in the context of an organization refers to adjustments and modifications made to the strategies and structures of the organization. Over time, an organization's ability to grow depends critically on change.
A number of changes have occurred in the organizational environment in recent years, including the increasing complexity of the production process, accelerated delivery cycles, shifting laws and policies, and an unstable international environment. Globalization and technological progress are significant factors that lead to organizational transformation. These changes can be addressed by implementing pertinent adjustments to an organization's policies, practices, and standards. Therefore, in today's rapidly evolving global environment, an organization needs change in order to survive and grow. For instance, pagers became outdated when mobile phones were developed. In order to launch a new product and draw in customers, manufacturing companies were forced to modify their production policies.
The two primary forces that bring about change are internal and external.
Internal forces are those that are present within an organization and are managed by it. These consist of introducing new technology or altering the job description. There are external forces that exist outside of the organization and are not under its control. These consist of social pressure, competition, and government policies.
LEVELS OF CHANGE
Individual level change: This kind of change takes place on an individual basis and includes things like shifting an employee's job duties or location. A major shift at the individual level affects the group that the person is a member of. This could then have an impact on the organization as a whole.
Group level change: Because most organizational activities are managed as groups, this kind of change takes place at the group, department, or team level. There are formal and informal types of groups. Formal groups are established on the management's request, while informal groups develop naturally through ongoing interactions between staff members. Technological changes, like using computers to boost group members' productivity and efficiency, are an example of group level changes.
Changes at the organizational level have an impact on the entire organization. Major programs that have an impact on both individuals and groups are involved in these changes. Senior management typically makes the decisions about these adjustments. The restructuring of the organization, which entails a change in senior management, is an example of an organizational level change.
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TYPES OF CHANGE
Planned change: A deliberate modification brought about by log-ic falls into this category. These adjustments are carried out in an orderly fashion, carefully considered, and announced beforehand to the organization's stakeholders.
Emergent change is a spontaneous event that results from circumstances outside the control of the person implementing the change. During a crisis, an organization's top management may decide to make unexpected changes. These alterations are typically transient in nature.
Periodic change: This type of change is one that doesn't happen every day. Only for a limited amount of time do episodic changes take place.
It's common to refer to these modifications as second order changes.
Change that is ongoing: A daily change is considered to be ongoing. It does not have a substantial impact on an organization and is frequently referred to as a first order change.
A remedial change is one that necessitates altering a specific circumstance, assignment, process, or policy. Corrective actions are the main focus of this kind of change.
Developmental change is any change implemented with the intention of improving both organizational performance and employee well-being.
Subsystem change: This kind of modification might not have an impact on how the organization operates as a whole. It usually refers to a shift that occurs within a division, group, or team.
Changes that impact the entire organization are referred to as organizational changes. Macro level variables like economic fluctuations, such as booms and recessions, are typically what set it off.
Transitional change is the replacement of outdated work procedures and processes with new ones. For instance, a transitional shift occurs within an organization when outdated technology is swapped out for more modern equipment.
This is a second order change, a transformational change. There is no obvious difference in the result of such a change. A merger of two organizations would be an illustration of this kind of change.
Organizations have to identify the kind of change they want to implement before they can incorporate any kind of change. Organizations must therefore create change plans in order to execute changes with the least amount of employee resistance.
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