ORGANISATIONAL CHANGE

TYPE OF CHANCE FORCES OF CHANGE LEVEL OF CHANGE RESISTANCE TO CHANCE

ORGANISATION CHANGE
The term organizational change implies the creation of imbalances in the existing pattern of situation. When an organization operates and functions for a long time, an adjustment between its technical, human and structural set-up is established. It tends to approximate an equilibrium in relation to its environment.

TYPE OF CHANCE
Strategic Change Structural Change Process-oriented Change People-oriented Change

FORCES OF CHANGE
There are three type of forces of change

External force Internal force

External force

Demographic Characteristics Technological Advancements Market Changes Social and Political Pressures

Internal force
Human Resource Problems/Prospects Managerial Behavior/Decisions

LEVEL OF CHANGE
Change can be at individual, group and organizational levels: Individual Level Change Group Level Changes Organization Level Changes

RESISTANCE TO CHANCE
Resistance to change is caused by individuals attitudes which are influenced by many economic, psychological and social factors. Economic Factors Psychological Factors Social Factors

Economic Factors

Workers apprehend technological unemployment. General new technology is expected to reduce the proportion of labor input and, therefore, people resist such change as it will affect their jobs security Workers fear that they will be idle for most of the time due to increased efficiency by new technology Workers may fear that they will be demoted if they do not possess the new skills required for the new jobs Workers resist the change of getting higher job standards which may reduce opportunity for

Psychological Factors

Workers may not like criticism implied in a change that the present method is inadequate and unsuitable. Workers may apprehend boredom and monotony in the new jobs as result of specialization brought by the new technology. They may fear that harder work will be required to learn and adapt to new ideas.

Social Factors

New organizational set up requires new social adjustments which are noticed by people because these involve stresses and strains. This also means discarding old social ties which is not tolerable to the workers. Workers are carried by the fear that the new social set-up arising out of the change will be less satisfying than the present set up. Workers also resist the changes which are brought abruptly and without consulting them

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