ORGANISATIONAL CHANGE

Organisational Change

Managing Organisational Change

Background of Organisational Change

There are various reasons due to which individuals and organisations tend to resist change. There are some features that play a vital role in the successful implementation of organisational change. An appropriate managerial behaviour is required for the effective implementation of organisational change. Therefore, in this topic various features and issues will be discussed related to organisational change. To some extent the nature of the organizations tend to resist change. To ensure operational efficiency and effectiveness, organizations create strong defences against change, change is often opposed to interest and damages created due to various activities. Certain land rights or prerogatives of decision-making groups, teams and departments have established and accepted over time. There are certain factors which would be discussed above are:

Organization Design: Organizations that require stability and continuity to function effectively. The legitimate need for a structure also leads to resistance to change. The use of a rigid design and attachment to the hierarchy of authority usually causes employees to have recourse to specific communication channels and they focus attention only on their own duties and responsibilities. The more mechanical the larger organization, the number of levels would be even high through which an idea would be passed. Therefore, this organizational design increases the likelihood any new idea that would occur in the organization might be eliminated. Organizations are designed to be more adaptable and flexible to reduce resistance to change created by the rigid organizational structure.

Organizational culture: Organizational culture plays a vital role in change. Cultures are not easy to change and may become the main source of resistance towards necessary change. One aspect of effective organizational culture lies in the flexibility to seize opportunities for change.

Resource constraints: The change requires capital, time and qualified people. Officers and employees of an organization try to identify changes that could or should do, but it may be necessary to delay or abandon some of the desired changes due to resource constraints.

Fixed Investments: The resource constraints are not restricted to organizations with insufficient assets. Rich organizations will not change due to fixed investments in capital assets that cannot be easily modified.

Agreed criteria: It is usually agreed between organizations that impose obligations on persons which limits their behaviour.

Overcoming resistance to change: The resistance to change never cease completely. However, managers, and employees can learn to identify and minimize resistance, and thus become more effective agents of change (Argyris, 1993, 46).

Environmental Analysis of Change

A scenario of the company known as MITRE systems engineers (SEs) will be provided to discuss their environmental analysis of change. The objective of organizational change management is to enable organization members and other stakeholders to adapt to a sponsor's new vision, mission, and systems, as well as to identify sources of resistance to the changes and minimize resistance to them. Organizations are almost always in a state of change, whether the change is continuous or episodic. Change creates tension and strain in a sponsor's ...