PRESENTATION ON

ORGANISATIONAL CHANGE
What is Organizational Change?
 The change means the alteration of status quo or making things different.
 It may refer to any alteration which occurs in the overall work
environment of an organization. When an organizational system is
disturbed by some internal or external force, the change may occur.

 An alteration of an organization’s environment, structure, culture,

technology, or people
 A constant force
 An organizational reality
 An opportunity or a threat
 Change agent
 A person who initiates and assumes the responsibility for managing a
change in an organization
Basic Questions for Change Agents
 What are the forces acting upon me?
 What are the pressures I should take into
consideration as I decide what to change
and how I should change it?
 What should we change?
 Should the changes be strategic and
companywide or relatively limited?
 How should we change it?
 How should we actually implement the
change?
What is to be changed?
 Strategies, positions, policies, programmes, patterns
 Performances: competitiveness, added values,
responsiveness, productivities, results, innovations
 Alliances, sustainability, movement
 Structures and groupings
 Processes, work arrangements
 Resource allocations, savings
 People – individual and groups
 Behaviours: performances, conformities, creativities
 Competencies: mastery in performance
 Attitudes, Values, Beliefs
 Distributions of opportunity
TYPES OF CHANGE
 Proactive change is initiated by the
management on its own to enhance
the organizational effectiveness
 Reactive change

When change takes place due to

external forces,
Forces for Change
External Forces Internal Forces

Competition Laws and Strategy modifications

regulations
New technologies New equipment
Labor market shifts New processes
Business cycles Workforce composition
Social change Job restructuring
Compensation and
benefits
Labor surpluses and
shortages
Employee attitude
Three Categories of Change

Organizational Culture
Why People Resist Change

Prenl, 2002
 Is a New Structure Really Required?

When you identify a problem

with your design, first look for
ways to fix it without
substantially altering it. If that
doesn’t work, you’ll have to
make fundamental changes or
even reject the design. Here’s a
step-by-step process for
resolving problems.
Source: Adapted from Michael Goold and Andrew Campbell, “Do You Have a
Well-Designed Organization?” Harvard Business Review, March 2002, p. 124.
Is a New Structure Really Required?
(cont’d)
A Nine-step Process For Leading
Organizational Change

1. Create a Sense of 6. Generate Short-Term

Urgency Wins
2. Decide What to 7. Consolidate Gains and
Change Produce More Change
3. Create a Guiding
Coalition and Mobilize 8. Anchor the New Ways
Commitment of Doing Things in the
4. Develop and Company Culture
Communicate a 9. Monitor Progress and
Shared Vision Adjust the Vision as
5. Empower Employees Required
to Make the Change

G.Dessler, 2003
Dealing with Change
THANKYOU