Ta l k # 5 :

Organizational Barriers to Change

Dr. M. Iqbal <DrIqbalHR@gmail.com>

Click to edit Master title style

1. Unclear Objectives
2. Inappropriate Structure
3. Poor Communication

Dr. M. Iqbal <DrIqbalHR@Gmail.com

Organizational Barriers to Change

Barriers?
Fence, Railing,
Barricade, Hurdle, Bar,
Roadblock, Fencing
Unclear Objectives
Inappropriate Structure
Poor Communication
Dr. M. Iqbal <DrIqbalHR@Gmail.com

Drivers Vs Barriers to Change

Drivers for Change

Barriers to
Change
Dr. M. Iqbal <DrIqbalHR@Gmail.com

Unclear Objectives
NO Support For Change If
Dont Know What Is Expected

Resist Expectations
Encompass New Procedures
Dr. M. Iqbal <DrIqbalHR@Gmail.com

Unclear Objectives
Orgs Are Collection Of Dept. Or Sections
Being Effective is To Take 1st Step In
Gaining Employees Commitment
Buy-in Process Guarantee Achieving
Objectives
Employees Cant Be Blamed Who Are Not
Part Of Change Plan So No
Commitment
Dr. M. Iqbal <DrIqbalHR@Gmail.com

Unclear Objectives
Change Objectives Can Be Understood By Org:
Vision: What You Want to Be?
Mission: What You Are?
Goals: Factors To Be Achieved In Short Term
Objectives: SMART One To Achieve Stated Goals
Values: Employees Behavior When Dealing Objectives

Dr. M. Iqbal <DrIqbalHR@Gmail.com

Unclear Objectives
Hierarchy Of Levels For Change
Initiatives Cascading

Dr. M. Iqbal <DrIqbalHR@Gmail.com

Unclear Objectives
Cascading Process:
Executive Team Determines Actions To Take: How
Executive Activities Will Achieve Required Change
Each Manager Agrees With Staff Targets To Be
Achieved Contributing Achieving Org.s
Objectives
Individuals Agree Targets To Achieve
Departmental & Org Goals
Dr. M. Iqbal <DrIqbalHR@Gmail.com

Unclear Objectives
Change Objectives Should Be:
Specific Clearly Identifiable
Measurable What Will Be Done By When & How
Achievable Benchmarked To Maintain &
Encourage Motivation
Realistic - Agreed By The Staff
Time-bound: Monitored To Maintain High
Performance
Dr. M. Iqbal <DrIqbalHR@Gmail.com

Unclear Objectives Change Factors

Customer Satisfaction To Deliver Enhanced Level Of

Products/Services To Current And Potential Customers During &
Following Change Process

Organization Development To Learn From Change Experiences

Adding Positive Advantages & Create Ongoing Competitive
Advantage

People Optimization To Attract & Develop Right People To

Optimize Change

Organization Processes To Change & Manage Organization's

Processes To High Level

Financial Ability To Achieve Financial Targets For Current

Business & Investors, & Future Capital Requirements Through
Change Process.

Dr. M. Iqbal <DrIqbalHR@Gmail.com

Unclear Objectives
Resistance to Change
Unknown Current State
Competitive Forces

Complexity

Dr. M. Iqbal <DrIqbalHR@Gmail.com

Inappropriate Structure
Hierarchical Arrangement Of:
Authority;
Communications; and
Rights & Duties Of an Organization
Change Initiatives Relate To Org. Structure
Sound Structure Support Change Initiatives
Radical Changes Fail if Structure Not
Support
Dr. M. Iqbal <DrIqbalHR@Gmail.com

Inappropriate Structure
Downsizing /Empowerment Are Change Initiatives BUT Not
Embraced by Changing Organizations
Despite Committing (in words) to Empowerment, Chain Of
Command Remains
Orgs Go Thru Different Processes Before Addressing Problems Like:
Tightening Bootlaces Cutting Costs, Staff, Product Ranges, Production
Ranges Etc. To Become Cost-efficient

Revising Plans, Budgets, and Targets in Light Of Poor Performance

Dr. M. Iqbal <DrIqbalHR@Gmail.com

Inappropriate Structure
Work Patters Are Changing: Growth in Tech. ; Competition (Global)
& Changing Attitudes; Thus Organizations Started:
To Identify & develop a professional core workers who
distinguishes organization from its competitors - They Are Loyal
& Committed
To Contract out non-essential work to sub-contractors who Have
Economy of Scales
To Hire Specific projects part-time / temporary workers /
consultants
Dr. M. Iqbal <DrIqbalHR@Gmail.com

Inappropriate Structure
What Needed Is that organizations structure:
Should Match & Supports Change Initiatives; (e.g.
Implementing Entrepreneurial Change Vs Bureaucratic Style)

Should Eliminate Barriers B/W Departments & Functions Coordination

Should Contain A Balanced View Of Orgl. Factors: People,
Processes, Resources & Finance

Dr. M. Iqbal <DrIqbalHR@Gmail.com

Poor Communication

Dr. M. Iqbal <DrIqbalHR@Gmail.com

Poor Communication
Change Agents Identified Communication as Major
Problem Facing Organizations
Employees Feel They Are Not Told Enough About
What Is Going On
They Are Not Trusted To Contribute Solving Problems
People Are Aware That Something Is Going On Guesswork

Dr. M. Iqbal <DrIqbalHR@Gmail.com

Poor Communication

Unclear Goals / JDs

Cultural Diversity
Poor Relationships
Supervisor & Employees
Personal Issues
Demoralization
Lack of Leadership
Poorly Trained People
Inadequate Feedback
Employees disengagement

Effect of Poor Communication

Low morality
Low performance
Low productivity
Poor customer services
Increase in cost of business
Increase d incidences & accidence
Increased employee turnover
Increased absenteeism
Increased litigation cost

Outcome for Change Management

Poor / Ineffective Change Management
Dr. M. Iqbal <DrIqbalHR@Gmail.com

Success is Demanding!

Dr. M. Iqbal <DrIqbalHR@Gmail.com

Any Question?

Dr. M. Iqbal

<driqbalhr@gmail.com>

Facebook: iqbalarfeen

Dr. M. Iqbal <DrIqbalHR@Gmail.com