MANAGEMENT OF ORGANISATIONAL CHANGES


No one in an organization can avoid or escape changes in the organization. Particularly Managers. How to cope-up with the inevitable changes that confront them and maintain organizational excellence? If the managers are to be effective, they can no longer be content to let the changes occur as it may, but must be able to develop and adopt strategies to plan, direct and control the changes in the organization.

It will be appropriate to have look at the “ORGANISATIONAL CHANGE-A PROCESSUAL APPROACH” by Mr., Patrick Dawson wherein he has formulated guidelines which should be strictly considered by organizational Managers to embark on a programmed of organizational changes. It’s as follows: -

1. Maintain an overview of the dynamic and long-term process of change and appreciate that major change takes time.
2. Recognize that transition process need not be marked by a continual improvement from beginning to end.
3. Be aware of and understand the context in which change takes place.
4. Ensure that change strategies are culturally and ethically sensitive and do not underestimate the strength of existing culture and ethics.
5. Consider the value of having a champion of change.
6. Affirm that the substance of change is fully understood.
7. Train staff in the use of new equipment, techniques or procedures.
8. Ensure Senior Management commitment and support.
9. Develop a committed and cohesive local management team.
10. Ensure that supervisors are part of major change programmed.
11. Gain trade union support.
12. Spend time developing good employee relations.
13. Clearly communicate intentions of change of employees.
14. Provide appropriate funding arrangements.
15. Take a total organizational approach to managing transitions.

AND

Always bear in mind that change needs to be managed as an on going and dynamic process and Managers must act and perform as Leaders of change.

The factors responsible for organizational changes are: -

1. External factors: Such as Government Rules & Regulations, Technological changes, social and economical changes, changes in the international agreements pertaining to trade and tariff, environmental and pollution factors, health and safety norms, product’s life span high quality standards owing to customer requirements, adoption of new methods and technology in production change of
Machineries and equipments, fluctuation in the economic activities s significantly influences organizational changes. Currency fluctuations, Import control, fluctuation in the price of raw materials etc.
2. Internal factors: The internal factors for organizational changes are technological resulting into change in production process, organizational structure, human resources and tasks. The option for revising organizational structure includes lines of communication, reporting, incentive and reward system.

Changing the human aspect of the organization is a popular change strategy modifying attitudes, beliefs, values, and behaviour. As there are forces pressing for organizational change, there are forces resisting the changes. This resistance originates from the structure of the organization or from the people within the organization. Strucutural problems, in a large organization includes where authority is the rule and the precedence are the norms rather than initiative, innovation and flexibility. It is there fore essential while planning change one must ensure that the right information gets to the right people at the right time and in right manner. People related issues are major contributory factors. It emanates from uncertainty about career, job security, compensation, retirement benefits etc. Employees should not feel that they are redundant, unwanted and ill equipped to cope up with the demands as a result of the organizational change.

Managers are key functionaries responsible for the introduction and management of organizational change. The strategy of moving the status quo in the direction of effective change by using management skills as a pressure, fit in with corporate objectives and encourage individuals to lower their resistance to change, by creating an atmosphere of Faith and Trust. The process of managing the transition commences once the need for the change is identified. This involves a number of different activities and decisions both for individuals and groups in the organization.

During the phase when the change is implemented and becomes operational, the change process and people’s reaction to the change need to be monitored. There will be delays, setbacks, unforeseen problems and negative reactions from those who are faced with the reality of the change. This is to be considered as initial teething trouble and needs to be managed skillfully and appropriately.

Following the implementation of new organizational arrangements and system of operation begins to emerge and finally the change is institutionalized and becomes an inherent part of the organization’s, culture and operation. The Managers have to ensure to make the transition smooth, humane, totally professional and with out loss of any identity.

J.KANNAN