Hello Respected Researchers and HR managers, In this section we will discuss about ” Organizational Change with Example, Types and Scopes“. It is very much important for a Researcher as well as HR Concern person/ manager to know about the What is Organizational Change and it’s Example, Types and Scopes. If researcher or HR Manager could follow the Points accordingly,it would easier to reach the goal. Let’s have a look…
⇒ Change is an alteration or adjustment to any component, variable or property within an existing system (except those within clearly defined boundaries or responsibilities).
- changes that alter production rates
- changes involving safety relief or vent systems
- deteriorating materials
⇒ Change refers to any alteration that occurs in total work environment. Generally people are accustomed to a well-established way of life and any variation in or deviation from that life may be called a change. Change may be very simple just like to shift the location of an office or it may be amore complex technological change, which may ever threaten the very existence of some people in the organization.
⇒ Types/ Forms of Changes:
- The process of controlling modifications to hardware, software, firmware, and documentation to ensure that Information Resources are protected against improper modification before, during, and after system implementation.
- any implementation of new functionality
- any interruption of service
- any repair of existing functionality
- any removal of existing functionality
- Scheduled Change: Formal notification received, reviewed, and approved by the review process in advance of the change being made.
- Unscheduled Change: Failure to present notification to the formal process in advance of the change being made. Unscheduled changes will only be acceptable in the event of a system failure or the discovery of a security vulnerability.
- Emergency Change: When an unauthorized immediate response to imminent critical system failure is needed to prevent widespread service disruption.
⇒ Scope of Change:
- Numerous theorists have provided useful perspectives from which to understand and manage organisational change. While many have defined types of change in different terms, most authors identify with two: the notion of routine, incremental planned change (first-order change, also known as continuous improvement), and non-routine, more dramatic change (second-order change) that typically occurs less frequently within organisations. Second-order change has been referred to as a number of things; revolutionary change, frame-bending change, radical change, transformational change, and various other terms that indicate a non-routine and dramatic organisational change.
⇒ Radical change:
- Radical or discontinuous change is distinct from first-order change for a number of reasons. Tushman, Newman and Romanelli argue that radical change is characterised by several possible shifts:
(a). Restated Mission and Values:
- When a company enters a new market or industry, or leaves an industry in a way that changes the character of the organisation, then it necessitates a new focus. And this focus emerges from a re-defined mission, and often revisited values, within the organisation.
(b). Power redistribution:
- As mentioned in Block Nine, power shifts within organisations over time. When significant change is attempted, in almost every case, it results in resource allocation and redistributed status among departments and people. Often it is because of a new product introduction, or the movement from one stage of maturity to another in an organisation’s life.
(c). New Structure, Systems and Procedures :
- When new strategies are formulated, it is rare that these strategies can be successfully implemented without some major structural changes, or procedural or systems changes. If nothing else, structural changes send strong signals to members of the organisation that major change is a reality. Often technology plays a significant role in radical change efforts.
(d). New Interaction Patterns:
- Transformational changes usually entail new workflows. As a result, the historical communication systems and patterns are usually inappropriate and inconsistent with the new strategy. So people often communicate within a new hierarchy, perhaps more cross functionally than before, or through fewer vertical channels perhaps more often as group members.
(e). New Senior Management:
- Few radical change applications are attempted without bringing in new blood to the organisation. Organisational inertia emerges from a culture that has grown comfortable and complacent within an existing framework. And it’s sometimes difficult to ask existing members of the organisation to shake that up. However, it is much less difficult, and perhaps more appealing for a newcomer to do just that.
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