Process of Organisational Change: Understanding the process of change requires careful consideration of the steps in the change process, employee resistance to change and how this resistance can be overcome. The management of change requires the use of some systematic...
Key Roles in Organisational Change Organisational change is a collaborative effort and to implement it smoothly, several roles come into play. These include both external and internal roles. Six main roles, relevant for organisational change are discussed here - Key...
Organizational culture Organizational or corporate culture is the pattern of values, norms, beliefs, attitudes, and assumptions that may not have been articulated but shapes the way in which people behave and things get done. Norms are unwritten rules and behaviors....
Resistance to Organisational Change: In planning for change, managers must also take into account the various reasons for which people may resist the change, regardless of how ‘necessary’ it may appear to be. The following four reasons explain why people resist...
Effective Implementation of change Steps to Implementing Change 1. Management Support for Change Employees develop a comfort level when they see management supporting the process. It is critical that management shows support for changes and demonstrates that support...
Organizational Diagnosis Organizational Diagnosis is an effective way of looking at an organization to determine gaps between current and desired performance and how it can achieve its goals. In recent years organizational diagnosis has evolved from a technique used...
Diagnostic Methods Once a diagnostic contract is agreed upon with the client system and the desired outcome is identified, the next step is to plan the diagnosis. According to Alderfer and Brown, 1976, diagnosis is also a shared process and is about establishing a...
1. Lewin’s Change Management Model Lewin’s Change Management Model is one of the most popular and effective models that make it possible for us to understand organizational and structured change. This model was designed and created by Kurt Lewin in the 1950s, and it...
Some Reasons for failure of the change-: 1. Clear performance focus Success comes from a tight, clear connection between change expectations and business results. Failures come when an organization is overly focused on activities, skills and culture, or...
Workplace Redesign Model The decision to execute the concept of work redesign is challenging. It must involve top management who are visionary, persuasive, and consistent. The need for work redesign may be initiated by financial challenges, often a reduced budget....
Manager as Agent of Change To bring about any change in the organization needs a change agent. Change agent may be external i.e. an outsider who is an expert in introducing change. He is a professional change agent whose services can be hired for the purpose. The...
Change Agent: Change is a continuous process involving managers at all levels, who should initiate change and how has to be deliberately decided in planned change. Planned change can be introduced through change agents. Change agent is the person who initiates change...
External change agents: They are generally behavioral scientists who specialize in human behavior. They work as consultants for the company and devise its change strategy. They take a total view of the organization as a system. 2. They are not much affected by...
Interventions for Change in Organisation The term intervention refers to all the planned programmatic activities aimed at bringing changes in an organization. These changes are intended to ensure improvement in the functioning of the organization- in its efficiencies...