The document discusses the necessity of organizational change to adapt to environmental contingencies and maintain alignment. It outlines eight types of organizational change and emphasizes the importance of change management, which is often action-oriented despite a high failure rate of 70%. Additionally, it highlights the common pitfalls in managing change, particularly the neglect of the human element and an over-reliance on performance metrics.

1. 1
Organisational
Change

2. Organisational Change
The organisation has to scan their
environments and change to
accommodate the changing
contingencies in the environment and to
bring the organization back into fit and
back to acceptable levels environment

3. 8 Major Types of Organisational Change
Organisation-Wide change
Radical/Transformational change
Incremental/Developmental change
Remedial change
Operations change
Structure change
Unplanned change
People change

4. Organizational change
has become a highly
managed activity
4

5. Works of Change Managers
Work reconstructing
Process consultation
HRM planning
Design of IT solution

6. Tools Used by Change Managers
Scope
Cost
Time
Project and Program
management

7. 7
Ideas to solve
problems
Action
Plan
New behaviour
Monitoring
Change Management is Action-Oriented

8. Failure Rate of Changes is 70%
Change managers over
emphasise contingencies in the
environment
Linear and rational management
of various solutions
Action oriented interventions
Reasons:

9. Individuals who are the
“object” of change are missed
To handle people side of change,
managers focus on:
Performance metrics
Numbers on papers
KPIs

10. Three properties define organisations
10
Problematic Preferences
Actual
Dynamics
Unclear Technology
Fluid Participation