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Addressing the fundamentals of organisational change  ss Addressing the fundamentals of organisational change ss Presentation Transcript

  • The critical adjustments made by the organisation to organisational structure, operations and processes are all carried out in order to align the business activities to the market, as well as among other considerations to support the need to successfully implement strategy, improve efficiencies, and secure investor returns. In order for such ambitions to be reached there is the crucial issue of perception to consider. Leadership perceptions are known to impact on employee behaviour in both a positive and negative manner, and thus can influence and determine the culture of the organisation. Perceptions also impact on the strategy- making process, seen by the weight of consideration and importance that leadership place on potential strategic Delivering the Fundamentals ambitions. It therefore comes as no surprise that the of Organisational Change individual and collective perceptions fostered by senior By Clive G Holt executives do have a significant impact on how the organisational change process is managed, and what the Director / Managing Consultant PROESCE final outcome will look like. With business and the market place forever changing, In addition to leadership perception, we also need to the far sighted organisation will always retain an open look closely at available leadership competency. mind on the issues and actions of organisational change. Competency here refers to the characteristics and They do so if only to adapt and respond to what is measurable patterns of behaviour, knowledge, situation happening across their industry environments. From a awareness and skill that leadership can contribute and leadership perspective the successful implementation of deliver to the organisation change process. The available ‘change’ is seen as an essential mechanism that closes breadth and depth of executive competency will the gap between thought and action and strategy and determine the height of the ‘barrier of complexity’ that implementation.
  • PROESCE routinely needs to be scaled by the company executives and staff in order to manage the change management programme to a satisfactory conclusion as well as Transitional Change dictating the pace at which the change progress can be implemented. The ‘transitional change’ approach is concerned with moving away from current working practices to When we examine change applications and OD embarking upon and embracing a new way of operating. methodology today we discover that modern Transitional change begins at the point where management theory of best practice and knowledge leadership recognize a problem exists or that a business management principles have become embedded into opportunity has been identified that the organisation is organisational and development frameworks. In this not able to action or take article we identify three framework styles that can be ‘’Within this social system, advantage of correctly. The adopted as the roadmap for change: Organisational there are a number of driving requirement of leadership Developmental Change, Organisational Transitional and restraining forces that therefore is to replace the Change and Organisational Transformation Change. maintain the status quo of the existing ways of operating organisation. It is the individual with an entirely new make up and design of these approach which is Developmental Change systems that give the altogether something organisation its unique different to that which lay PROESCE – www.proesce.com The application and attention of this approach focuses before. characteristics…….’’ on improving or correcting what already exists within the organisational environment. The objective is to Research completed by Harris and Beckhard (1987) improve efficiency and performance. The themes and describes three stages in transitional change – ‘old state’ applications used are designed to enhance employee transitional state’ and ‘new state’. Harris and Beckhards’ motivation through continuous growth and competency findings concluded that the attention of leadership is to development programmes designed to raise be firmly fixed on managing the ‘transitional stage’. performance levels. Developmental change does not Leaders however typically interpret the transitional seek to introduce major new processes into the work stage as a programme of projects that are designed place, and the culture and values of the organisation around available budget and time-lines. Embarking on remain unaltered. project management exercises does offer an improved 2
  • PROESCE success rate when human resource issues are at a necessary to ensure the new emerging organisation’s minimum. The complexity and emotional diversity reforms will be balanced and aligned to carry out the surrounding ‘people’ issues draws the project team in a duties and functions that is expected of it. number of directions resulting in the project often becoming difficult to conduct and manage. Transformational Change At the very heart of the organisation lies its ‘social systems’. These are the processes by which the The impact human and cultural issues have on organisation operates and conducts its business affairs. organisational change describes and highlights the Within this social system there are a number of driving difference in application between ‘transitional change’ and restraining forces that maintain the status quo of and ‘transformational change’. the organisation. It is the individual make up and design of these systems that give the organisation its unique The key drivers in ‘transformation change’ are human characteristics that are often referred to as the DNA of and cultural driven due to the fact that the approach of the company. In order to successfully manage the change adopted is often far reaching and radical by ‘transitional’ stage leadership needs to identify the virtue of the fact that transformational change requires restraining and driving forces that secure the a shift of culture, behaviour and mindset. equilibrium, and to change one or other to create an imbalance. Once the imbalance has been created the To ensure successful transformation change there are a PROESCE – www.proesce.com organisational system can now be adjusted to a new set number of steps leadership and OD programme of driving and restraining applications which will be used managers can adopt: throughout the transitional stage.  Establish a true sense of urgency that is founded It is in the design and how these new driving and upon sound considerations rather than fiction. restraining forces are managed and controlled that the  Form a strong coalition that will guide the success of the transitional stage will be measured. As process. the transitional stage of the change process draws to completion the role of senior leadership is to now  Create a vision that is clearly understood by all consider the design of the new social system - the forces levels. of equilibrium (the new corporate DNA) that will be 3
  • PROESCE  Empower others within the organisation at all and what changes have they introduced rather than levels to act on that vision. embark upon new concepts and initiatives which are  Plan, create and communicate short term wins perhaps better suited to their own organisational needs. and review and consolidate change improvement. What is of prime importance is that leadership clearly know and understand what has influenced their thinking In practice all three processes of change can be – internal operational dysfunction, competitive activity, occurring within the organisation at the same time media reports on industry change, stakeholder pressure etc.. To simply assume organisational change is essential for long term growth or to disguise leadership Identifying and Defining the dysfunction is not reason enough to embark on such an Change Strategy. exercise, especially if the consequences and impact are to be far reaching and costly. The drive to clearly identify and define strategies that are designed to support organisational change has not The Processes: Leadership needs to also consider always been focused or drawn leadership attention carefully the type and degree of change they feel is towards: necessary, and balance that need, to defined outcomes, cost and specific benefits. A number of essential and far  The initial concept and need for change. reaching questions need to be asked. Where is the  PROESCE – www.proesce.com The process of organisational change. attention being directed? What are we looking to  Work practices and procedures. achieve? Who is to lead the programme? How long with the process take? What will be consequences? The Initial Concept: The initial awareness by leaders What does a successful change programme look like? of a need to change may either be in a response to How much will it cost? internal or external influences or in a personal belief that change is required or essential. The focus of the need to change is maybe found in human resources, tasks relating to products and The increasing complexity and the resultant levels of services, administration or new technology. In the case uncertainty of global market activities have led some of new technology a number of additional strategic organisations to base their change management objectives need to be considered: market objectives, programme on structure imitation – who is successful 4
  • PROESCE cost objectives, stakeholder involvement, product towards the fundamentals of organisation change - the quality objectives and operating control objectives. initial points of thought and consideration that need to be addressed. Unfortunately these initial steps are so Work Practices: On completion of the organisational often overlooked by leadership. What would be your change programme a number of new systems of initial points of reference if you were called upon to be a operation will now emerge. The hidden danger at this change agent for your organisation? How and where stage is the implementation by leadership and staff of would you begin? emergency contingencies that can compromise the overall change outcomes. For example where a new process or system is regarded as non-performing there PROESCE may be a tendency to revert back to traditional Organisation and Leadership Development Consultants methods. Such an action can cause conflict and confusion across all levels of staff, and threaten new For further information on Organisation & Leadership working practices operating in other areas of the system training and development visit our website: and organisation. www.proesce.com or email us at enquiries@proesce.com It is during these early days that continuous review and assessment of systems and procedures needs to be conducted and the findings discussed and acted upon. It PROESCE – www.proesce.com is through this review process that new beliefs and customs in the work place begin to formulate. Conclusion A casual reflection of organisational change in the minds of senior corporate leaders demonstrates that the need to adapt to internal and external conditions is a requirement that many organisations cannot afford to ignore. What is more crucial is the sober consideration 5