28-12-2012, 06:59 PM
Organizational Change Management
1Organizational Change.ppt (Size: 125.5 KB / Downloads: 245)
It is not uncommon for an organization to choose to conduct a project that will have impact on the organization itself. Examples:
New Time and Attendance System
New email system
Transition from paper to electronic Requisitions
Change from primarily print to primarily electronic media
Introduction of a new technology (e.g. EDMS)
Distribution of workers in new office space
Upper Management undertakes these projects because they believe that there is sufficient gain to the organization to warrant the expense.
And Upper Management usually moves forward on the basis that since it is in everyone’s best interest, those individuals affected will of course endorse the project and work to make it a success.
And all too often Upper Management receives a rude shock.
Factors in Organizational Change
Efforts by employees to block the intended change is referred to as Resistance to Change.
Resistance to Change has been defined as:
”...behavior which is intended to protect an individual from the effects of real or imagined change" - Alvin Sander, 1950
”...any conduct that serves to maintain the status quo in the face of pressure to alter the status quo“ – Zaltman and Duncan, 1974
Resistance to Change
Why people resist change:
There may be resentment in disgruntled employees due to a perceived unfairness of the change. This can be strong enough to lead to sabotage.
Some employees may see the change as a violation of "personal compacts" management has with their employees. This can involve elements of mutual trust, loyalty and commitment and go very deep
An employee may have a “competing commitment” that is incompatible with the desired change
How can I best accomplish Organization-wide Change?
Since our interest here is in Management of Organizational-wide Change, it can be helpful to re-define Resistance to Change as “employees are not wholeheartedly embracing a change that management wants to implement" (Dent & Goldberg, 1999)
This allows us to focus on gaining acceptance (a positive) rather than on breaking down resistance (a negative).
Summary
Enterprise Transformation is driven by an underlying strategy that organizes and energizes People to understand, embrace and make full use of new Process and Technology
Degree of success of this endeavor is measured by the level and nature of the Business Impact achieved