WHAT IS ORGANIZATIONAL CHANGE?
Whether the result of a merger, or just the demands of a tough marketplace, significant organizational change is one of the most difficult strategies to implement. Typically, the concept of organizational change is in regard to organization – wide change, as opposed to smaller changes such as adding a new person, modifying a program etc. Examples of organization – wide change might include a change in mission, restructuring operations (restructuring to self – managed teams, layoffs, etc.) new technologies, mergers, major collaborations, rightsizing, new programs such as Total Quality management, re – engineering, etc. Some experts refer to organizational transformation. Often this term designates a fundamental and radical reorientation in the way the organization operates.
WHAT PROVOKES ‘ORGANIZATIONAL CHANGE’ ?
Change should not be done for the sake of change – it’s a strategy to accomplish some overall goal. Usually organizational change is provoked by some major outside driving force, e.g. substantial cuts in funding, address major new markets / clients, need for dramatic increases in productivity / services, etc. Typically, executives and employees must undertake organization – wide change to evolve to a different level in their life cycle, e.g. going from a highly reactive, entrepreneurial organization to more stable and planned development. Transition to a new chief executive can provoke organization – wide change when his or her new and unique personality pervades the entire organization.
GUIDELINES TO ORGANIZATION – WIDE CHANGE
- Consider using a consultant. Ensure the consultant is highly experienced in organization wid
- e – change. Ask to see references and check the references.
- Widely communicate the potential need for change. Communicate what you’re doing about it. Communicate what was done and how it worked out.
- Get as much feedback as practical from employees, including what they think are the problems and what should be done to resolve them. If possible, work with a team of employees to manage the change.
- Don’t get wrapped up in doing change for the sake of change. Know why you are making the change. What goal (s) do you hope to accomplish?
- Plan the change. How do you plan to reach the goals, what will you need to reach the goals, hoe long might it take and how will you know when you’ve reached your goals or not? Focus on the coordination of the departments / programs in your organization, not on each part by itself. Have someone in charge of the plan.
- Delegate decisions to employees as much as possible. This includes granting them the authority and responsibility to get the job done. As much as possible, let them decide how to do the project.
- The process won’t be an ‘aha’! It will take longer than you think
- Keep perspective. Keep focused on meeting the needs of your customer or clients.
- Take care of your self first. Organization – wide change can be highly stressful.
- Don’t seek to control change, but rather to expect it, understand it and manage it.
- Include closure in the plan. Acknowledge and celebrate your accomplishments.
- Read some resources about organizational change, including new forms and structures.