slide 6 Flashcards
What is organisational development?
It is a planned process of change used as a means of improving the organization’s effectiveness in solving problems and achieving its objectives.
What is change?
It is the coping process of moving from the present state to the desired state that individuals, groups and organisations undertake in response to the dynamic internal and external factors that alter current realities.
Change is a ……. influence
pervasive
Organisational change can be …..
- Deliberately initiated by management
- Evolve slowly over time
- Imposed by changes in policy
- Result from environmental pressures
What are some forces of change?
- Uncertain economic conditions
- Globalisation
- Government intervention
- Political interests
- Scarcity of natural resources
- Technologicaldevelopment
.7Increased demand for high-quality goods, services and customer satisfaction - Flexibility in organisational structure
- Changing the nature of the workforce
- Internal organisational conflict
What are some indicators of change in organisations?
- A merger, acquisition
- The launch of a new product or service
- A new leader
- A new technology
What are some underlying objectives of organisational change?
- Modifying the behavioural patterns of members of the organisation
- Improving the ability of the organisation to cope with changes in its environment
Where can change inittiatives potentially arise from?
- A sense that the organisation could do better
- The need to improve flexibility or quality
- A sense that skills are under-utilised
- Technological or work practice changes
- Over-control of workers or boring work
- Ineffective communication
- Awkward relationships between managers and managed
What are some possible reasosn for change resistance?
- Climate of mistrust
- Selective perception
- Habit
- Inconvenience or loss of freedom
- Economic implications
- Security in the past
- Fear of the unknown
How can one minimize the problems of change?
- Create an environment of trust and shared commitment
- Genuine participation of all staff concerned as early as possible
- Team management and co-operation between staff and unions
- A carefully designed human resource management action programme
- Incentives such as payment schemes
- Maintenance of the socio-technical balance
- Careful attention to job design, methods of work organisation, relations between jobs and task design
What are some actions to secure effective change?
- Create a sense of urgency among relevant people
- Build a guiding team which has credibility
- Create visions that are sensible, clear and uplifting
- Communicate the vision and strategy to induce understanding and commitment
- Empower action and remove obstacles
- Do not let up but maintain momentum
- Make change stick by nurturing a new culture
What factors does effective leadership of change include?
- Effective communication of the reasons for change
- Releasing the potential of all involved in the change
- Setting a good personal example
- Self-pacing to avoid unnecessary stress
