MODULE 3 ORGANIZATIONAL CHANGE

INTRODUCTION
Organizational growth, means different things to different organizations. Indeed, there are many parameters a company can select to measure its growth. The most meaningful yardstick is one that shows progress with respect to an organization's stated goals. The ultimate goal of most companies is profit, so net profit, revenue, and other financial data are often utilized as "bottom-line" indications of growth.

Others may use sales figures, number of employees, physical

expansion, or other criteria to judge organizational growth.

Growth Cycle

Factors for change

Technology Customer Needs Economy

Growth Opportunities
Work Process Product Innovation

Coping with change in Order to Grow

Joint Venture Alliances Subcontracting

Licensing
Divestment New Markets New Product Development Outside Financing

Challenges
Dramatic or Incremental

Dilution of Hands-On Capability

Complexity of Tasks Accretion of Numbers Relation to Members & Environment Change Transformational effect

Healthy Communication
HR Practices

KURT LEWIN CHANGE MODEL

Unfreeze Change Freeze

CHANGE CYCLE MODEL

Stage 1 - Loss Stage 2 Doubt Stage 3 Discomfort Stage 4 Discovery Stage 5 Understanding Stage 6 - Integration

Types of Organizational Change

Participative: bottom up change made by educating the staff members and letting them share in the ownership of the change. Directive: top down change imposed on the staff from the leader or other higher external force.

Overcoming Resistance to Change

Education and Communication
Negotiation Manipulation and Cooptation Participation

Facilitation and Support Coercion

Promote Positive Attitudes Toward Change

BPR
Business process reengineering (BPR) is the analysis and

redesign of workflow within and between enterprises.

Business process re-engineering is a business management strategy, originally pioneered in the early 1990s, focusing

on the analysis and design of workflows and processes

within an organization. BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes.

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