Organization Changes

Organization Change

Introduction

Organization change is the formation of a new organizational structure and adequate character of the changes of the environment. Organization changes are accompanied by scrapping conventional and shared by its employees of values, norms and patterns of action, as well as traditional methods of decision-making that are an obstacle to adapt the organization to the pace and direction of market movements.

Organization change is any substantial modification of any part of the organization. According to this definition, the change can affect almost every aspect of the organization, such as work schedules, job grouping basis, span of management, overall project organization and the people themselves. We should note that any change in the organization might entail effects beyond the area in which the change is made and forces acting for change. Organizations recognize the need for change when it changes or is to just change something that relates to them. In this arrangement, the organization has no choice but to change as well. Actually, the main cause of problems faced by the organization is improvidence, change, or lack of proper response to changing circumstances.

Diagnosis of the Company's Willingness to Target Organization Change

The situation of use in this regard is associated with comprehensive resistance of personnel, workers, employees, and management as an integral component of any qualitative changes in the organization. The greater the planned transformation, the interests of more workers will be affected.

Implementation of a fundamentally new corporate strategy

Mergers & Acquisitions

Restructuring & Changes in Ownership

Optimization of business processes (re-engineering)

The introduction of new organizational and managerial processes, procedures, international quality standards

Implementation of automated systems management and reporting

The Basic Model

Many companies have failed in the implementation of innovations, such as the extent of innovation was more extensive than the degree of preparedness of the organization. Any organization change is appropriate to begin with the diagnosis step development, which is subjectively ready to commit the organization, its personnel, corporate culture. Another important point is that the scale and depth of proposed innovations. Comparison of subjectively acceptable step development and target scale innovations can note the amount of gap between these variables. Gap between the willingness of the company to reforms, on the one hand, and the estimated magnitude of innovation, on the other hand, is overcome due to the consolidation and strengthening of driving forces and minimize the impact of restraining forces. Moreover, supporting and preserving the current state of affairs.

Purpose of Diagnostics

Identify and describe the structure and the stress vectors of the force field of organizational changes (the ratio of the driving and restraining forces).

Determine the optimal management model organizational changes.

Develop recommendations (program) to prepare the company for organizational change to the scale proposed innovations and preparedness organization.

Areas of Diagnostics

Personnel evaluation and identification of employees willing and able to act as agents of change

Rating formal channels of communication

Actual rumours and propagation mechanisms

Assessment of employee satisfaction with the status of cases and subjective perception

Rating horizon admissible transformations

Identify key groups of figures such as stakeholders and evaluate possible scenarios of their impact ...