Organisational change

:"<big>Organisational change</big> is the process when an organisation radically alters their structures and established practices in accordance to the significant environmental, regulatory and technological changes. It is an incremental improvement on existing organisational capabilities. This may be an incremental or transformational." - Prof. Arvind Bhatnagar
:As a useful and effective approach to organisational change, your business must undertake a thorough assessment of current stakeholders’ views and their alignment to objectives.
:To successfully manage change you require two key elements:
:# A clear documented strategy with task driven plans.
:# A commitment from everyone to make changes to their workplace behaviour, accept and use the change as your business requires.
:Organisational change is often stimulated by a major external force, for example, substantial cuts in funding, decreased market opportunity and dramatic increases in services. Typically, organisations undertake technical, structural or strategic shifts in the organisation to evolve to a different level in their life cycle, for example changing from a highly reactive organisation to a more stable proactive environment.
:Where organisational change is implemented correctly the benefits include-
:*
:* better employee participation;
:* a greater understanding of the change;
:* a better informed decision is made;
:* trust is maintained throughout the process;
:* loss of productivity is minimized.
:*
:*
:*
:In most of the organisations the change starts as an operational change, which over the period replaced by transformational change.
:The Organisational Change could be observed at different level of Leaderships. It could be Local, Regional or Global.
:* <big>At Local Level:</big> The Organisational Change could be in a format of process improvement (where we are targeting the need to do it just better from the previous);
:*
:* <big>At Regional Level:</big> The Organisational Change could be in a format of strategic initiatives (where we need to refocus on our core values)
:*
:* <big>At Regional and Global Level:</big> The Organisational Change could be in a format of cultural change (this based on the need of change in the way we think and act)
:*
:* <big>At Global Level:</big> The Organisational Change could be in a format of merger or acquisition (this happens when we have to create a new common identity in front of world)

: 'When an automobile maker is designing a new model, he does not ask the people in charge of wheels and tires to do an ROI study to justify having wheels and tires on the new model. It is accepted that the new model will not be complete, will not work, without wheels and tires. Learning should be viewed as the wheels and tires of any organizational change effort - no change effort can be successful without learning.' - Daniel R. Tobin
Examples
:For instance changes in University of Adelaide. The key changes the University of Adelaide is facing include those presented by the competitive positioning against the Group of Eight (Go8) as well as other national and international universities, reviews in the Tertiary Sector, the global economic outlook, increased competition for research dollars, upcoming challenges, increased competition from international markets and additional external drivers. In responding to these changes the University of Adelaide must necessarily change and improve the way we deliver educational and research services to meet the needs of our students and community.
:It is not only the University of Adelaide that is facing substantial change; many organisations are undergoing a radical process of transformation. Education and the media are transforming the expectations of the workforce, so that many employees are seeking different rewards from work and different kinds of relationships from those at work.
:To manage within the changing environment, the University of Adelaide must adapt, and adaptation means change. We cannot just replicate yesterday’s practices and expect to achieve the success we have had in the past. Yesterday’s assumptions and practices may no longer be valid and may no longer work. Consequently, if we are to maintain our competitive advantage, deliver on strategic objectives, and attract and retain the brightest minds, we must respond to new circumstances in a proactive, measured and agile manner.
(talk) 22:26, 23 December 2013 (UTC)

Main Menu

See Also

Main Menu