Organizational change

• Organizational Change


  Actions in which a company or business alters a major component of its organization, such as culture, technology, infrastructure, etc.
• Process of guiding organizational change to a successful resolution

  1. Altering organizations to be more adaptive and congruent with their business environment

  2. Achieving a desired future state from current state with minimal disruption or negative impact
• Evolutionary Change


  • Continual process of upgrading or improving processes
• Revolutionary Change


  • Drastic changes
• Organizational Development


  Change process through which employees formulate the change that's required and implement it
• Organizational Transition


  Implementation of change through systematic planning, organizing and implementation of change to reach desirable future state without affecting continuity of business
• Different factors driving Organizational Change


  • Technology
  • Cultural Diversity
  • Emergence of advanced communication technologies
  • Globalization, Global Competition
  • Redistribution of economic power
  • Consumer needs
  • Government deregulation
  • Environmental Standards
• Transformational Change


  • Seeks to create significant, fundamental shifts in how an organization operates and organizes itself
  • Involves introducing new strategies, processes, systems, and structures that shift the way the company operates
  • More radical - can involve overhauling existing operations or introducing larger, systemic solutions that may span across multiple departments
  • Requires deep level of commitment from leaders and employees alike as it often requires them to let go of traditional ways of doing things in order to embrace new systems and procedures
• Incremental Change


  • Introduces small, but meaningful changes to an organization's systems, processes, and structures
  • Can help businesses increase their efficiency and effectiveness
  • Focused on small, targeted adjustments
• Developmental Change


  • Seeks to build on existing processes, structures, and capabilities of an organization in order to bring about meaningful improvements
  • Involves introducing new systems, technologies, and tools that enable greater efficiency and effectiveness in the workplace
  • Focuses on building upon existing systems, processes, and structures to bring about meaningful improvements
• Remedial Change


  • Involves making corrections or improvements to existing systems, processes and structures in order to bring about more efficient and effective operations
  • Troubleshooting and problem-solving
• Process and System Change


  • Making adjustment to existing processes and systems in order to improve efficiency and effectiveness
  • Introduction of new technologies, systems, and tools
• People and Culture Change


  • Focuses on transforming organization's culture, values, and behaviors in order to drive greater efficiency and effectiveness
  • Introducing new corporate policies, procedures, and systems that help create an environment where employees feel supported, valued, and empowered
• Structural Change


  • Alters the way an organization is structured in order to improve efficiency and effectiveness
  • Involves introducing new policies, procedures, and systems that help to streamline operations and eliminate areas of waste
  • Re-organizing departments and teams in order to better align the organization's goals, objectives, and strategies
• Merger and Acquisition Change


  • Involves merging or acquisition of two or more business
  • Combining resources, personnel, and operation from multiple organizations into one
• De-merger Change


  • Involves splitting of an organization into two or more separate entities
  • When an organization has grown too large, and there is a need to streamline operations and simplify structures in order to improve efficiency
• Downsizing


  • Reducing the size of an organization
  • Involves cutting costs and reducing personnel in order to achieve greater efficiency and productivity
• Relocation Change


  • Moving of an organization or parts of it to a new location
  • Take advantage of new opportunities in different geographic regions, cultures, and countries
• Rebranding Change


  • Making modifications to organization's brand or public image, in order to create a more compelling and attractive image
• Different types of Organizational Interventions used to enhance organizational effectiveness, well-being, and productivity

  • Human Process Interventions
  • Technocultural Interventions
  • Human Resource Management Interventions
  • Strategic Change Interventions
• Human Process Interventions


  Related to interpersonal relations, group, and organization dynamics
• Process Consultation


  Creation of a relationship that permits the client to perceive, understand, and act on the process events that occur in [his or her] internal and external environment in order to improve the situation as defined by the client
• Group Process


  • Communication
  • Functional Roles of Group Members
  • Group Problem Solving and Decision-Making
  • Group Norms
  • The Use of Leadership and Authority
• Basic Process Interventions


  • Individual Intervention
  • Group Interventions (Process, Content, Structural)
  • Team Building
  • Confrontation Meeting
  • Microcosm Groups
  • Large-Group Interventions
• Technocultural Interventions


  Targeted toward structural and technological issues such as organization design, work redesign, and employee engagement
• Employee Involvement Applications


  • Parallel Structures
  • Total Quality Management
  • High Involvement Organizations
• Human Resource Management Interventions


  Impact areas such as performance management, talent development, DEIB, and well-being in the workplace
• Performance Management Interventions


  • Goal Setting
  • Performance Appraisal
  • Reward Systems
  • Coaching, Mentoring, Training, etc.
• Strategic Change Interventions


  Revolves around transformational change, restructuring, and uniting two or more organizations together during a merger
• Motivating Change


  1. Creating Readiness for Change

  2. Overcoming Resistance to Change (Technical, Political, Cultural)

  3. Strategies for Dealing with Resistance to Change (Empathy and Support, Communication, Participation Involvement)
• Creating a Vision


  • To provide valued direction for designing, implementing, and assessing organizational changes
  • Can also energize commitment to change by providing members with a common goal and a compelling rationale for why change is necessary and worth the effort
• Developing Political Support


  By assessing change agent power, identifying key stakeholders, and influencing them
• Managing the Transition


  1. Activity Planning

  2. Commitment Planning

  3. Change-Management Structures

  4. Managing Learning Process
• Sustaining Momentum


  Building a support system for change agents, developing new competencies and skills, reinforcing new behaviors, and staying in the course