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of imbalances in the existing pattern of situation. Change is a continuous phenomenon of organizational life. The survival and growth of an organization depends to a great extent on its ability to cope with change required by forces operating within its boundaries and in its external environment
Nature of Change
Organizational change denotes any alteration which occurs in the overall work environment of an organization. Characteristics are:
Change results from the pressure of forces both
outside and inside the organization. The whole organization tends to be affected by change in any part of it. Change takes place in all parts of the organization, but at varying rates of speed and degrees of significance.
Marketing conditions
External Forces
Social changes Political and legal forces
Structural change
Process oriented change People oriented change
their time due to higher efficiency of new technology Workers are afraid of demotion as they do not have the new skills required for the performance of new jobs.
Psychological factors
It is human psychology to maintain status quo.
Human beings resist change by nature Workers may apprehend boredom in new jobs because of increased automation. Workers may be lazy and reluctant to learn new things Workers do not have complete knowledge about the change. They may make their own assumptions about change. The assumptions may be totally illogical
Social reasons
down as a result of introduction of new technology Changes may require new social adjustments which are not liked by the workers. Workers as a group oppose change as they are unfamiliar with the change Workers resist changes which are brought about without consulting them.
Management of change
Identifying the need for change Developing the objective for change
Implementation of change
Follow-up and feedback
ADKAR Model
(Simple, powerful and action oriented model for change)
Developed by Jeff Hiatt, CEO of Prosci Change
Management, and first published in 2003, focuses on 5 actions and outcomes necessary for successful individual change, and therefore successful organisational change.
organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today. His model is known as Unfreeze Change Refreeze, refers to the three-stage process of change Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
William Bridges, and was published in his 1991 book "Managing Transitions."
CASE STUDY
How Cisco IT Implemented Organizational Change and Advanced Services for Operational Success
Problem
NDCS (Network and Data Centre Services)
Pre-existing Traditional Model: With two separate service organizations, there was much duplication and lack of focus.
Availability Improvement Services organization (NAIS) to identify the areas that needed to be changed and recommend how to proceed. The ORMA (Operational Risk Management Analysis )is a Cisco support deliverable that outlines a roadmap for operational excellence and availability via a best-practice approach to network design, tools, process, and expertise.
SOLUTION
An organizational restructure to Ciscos IT NDCS group
solved the business problem. Cisco Lifecycle Methodology: Cisco IT NDCS now uses this framework for its organizational structure.
both the front end (via the Program Office) and the back end (via the Business Office), and incorporates Ciscos Lifecycle Model
RESULTS
The restructuring, together with the NAIS ORMA
report affected change in NDCS The operational maturity comparison of 2006 to 2008 shows dramatic improvement in each of the five areas.
scores of 4.856, with 5 being the best possible score Service Level Agreement timeframe has risen from 60 percent to 90 percent since the NDCS restructuring
hours per quarter The defective root cause percentage is now consistently below 10 percent.