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Organisational change
 

Organisational change

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    Organisational change Organisational change Presentation Transcript

    • ORGANISATIONAL CHANGE Change is inevitable in the life of an organization. Organization that learn and cope with change will thrive and flourish and others which fail to do so will perish. Organizational change is the process by which organizations move from their present state to some desired future state to increase their effectiveness.
    • IMPORTANCE
      • An Organization cannot and should not remain constant over time. Even if the management does not want to change, external pressure force it to change.
    • CHANGE OF WHATEVER FORM INTERFACES WITH THREE ORGANIZATIONAL COMPONENTS
      • A) the historical and political evolution of the company.
      • B) the management and organization of the company and
      • C) the people who work for the company.
    • LEVELS OF CHANGE
      • Change can be at the individual level.
      • Change can be at the Group level.
      • Change can be at the organizational level.
    • RESISTANCE TO CHANGE
      • There is always resistance to any change being introduced. Sometimes resistance plays a positive role in warming the organization of possible consequences. Generally, resistance is caused by various kinds of fear and lack of attention to the actual process. Effective strategies for coping with resistance can be achieved by understanding and dealing with the sources of resistance.
    • SOURCES OF RESISTANCE
      • Many internal forces make it difficult for an organization to change in response to changing conditions in its environment.
      • The sources of resistance are :
      • The individual Resistance
      • The Organizational Resistance
    • INDIVIDUAL RESISTANCE
      • Individual Resistance include :
      • 1. Habit
      • 2. Security
      • 3. Economic Factors
      • 4. Fear of the unknown
      • 5. Selective Information Processing.
    • ORGANIZATIONAL RESISTANCE
      • Six major sources of organizational resistance have been identified. They are as follows.
      • Structural Inertia
      • Limited Focus of Change
      • Group Inertia
      • Threat to Expertise
      • Threat to Established Power Relationships
      • Threat to Established Resource Allocations
    • OVERCOMING RESISTANCE TO CHANGE
      • Education and Communication
      • Participation
      • Facilitation and Support
      • Negotiation
      • Manipulation and cooptation
      • Coercion