MANAGING ORGANISATIONAL CHANGE DUE

Managing organisational Change



Table of Content

Abstract2

Introduction3

Case Overview5

Nature of the Change Process for TELSTRA6

Application of Various Change Tools & Techniques for TELSTRA to Kotter's 8-Step Change Process Pushing up the Urgency Level Tools & Techniques14

Creating the Guiding Coalition Tools and Techniques15

Developing a Vision and Strategy for TELSTRA Tools and Techniques16

Communicating the Change Vision and Strategy Tools and Techniques18

Empowering Employees for Broad-based Action Tools and Techniques19

Generating Short-Term Wins Tools and Techniques19

Consolidating Gains and Producing More Change Tools and Techniques20

Anchoring New Approaches in the Culture Tools and Techniques21

Conclusion23

References24

Abstract

Organizational change is usually triggered by relevant environment shift, either internal or external, that sensed by companies and leads to intentionally generated response. Managing change effectively, the need for change that can occur at any level in a business?s structure, but the more levels involved in the change the more complex is the task of effectively managing the change. Change is more likely to be successful when managers categorize the need for adjusting, set achievable goals, create a culture of change and responsive to the form of change. Identifying the need for change; the most important reason for change in a business is because it is no longer compatible with its environment. Another reason change is needed is when the culture of the business is not directed at performance. Many businesses need to change because they have no clear strategy or direction for the future. Staying still & doing the same thing each year is a dangerous course of action when the environment is constantly changing.Managing organisational Change

Introduction

While it is a fact that we live in an era where transformation is common and fueled by global competition and a fast-paced business environment, the challenge companies face amidst the current economic crisis are different.

Companies all over the world are being forced to examine fault-lines in their business under the pressure of sharply reduced demand, the failure of suppliers and partners, limited access to finance, downward pressure on prices, and other consequences of the downturn - hence leaving them no choice but to attempt fundamental changes in their processes, systems, structures and behaviors not only to prosper but also to merely survive.

According to a survey conducted in July-August 2009 by the Economist Intelligence Unit for over 500 companies in the United States and Europe, over 59% of the respondents said that the crisis had revealed shortcomings in their organization that they are attempting to address.

While some firms find this an unfavorable environment to implement changes for the fear of subjecting the organization to greater strain, for most others it is an ideal opportunity to implement change efforts in order to adapt to the shifting market conditions or to improve their competitive positioning.

Due to the unique external environmental conditions during an economic downturn, the objectives and nature of the Change Programs in most organizations is largely specific these times. According to the Economist Intelligence Unit Survey, the primary areas of change that have been implemented since the onset of the crisis are Reduction ...