what is organisational change
the process that alters the existing state of aspects of an organisation and creates a new form of them
what are the 2 types of forces and define them
driving forces-those that apply pressure for the change to occur
restraining- those that repress the pressures for change
list 8 driving/restraining forces
management employees time competitors low productivity organisational inertia legislation cost
what are 4 characteristics of a low risk strategy
- communication about the details and implications of the change
- support in the form of training and encouragement
- employment of a change agent
- use a change model
what are 2 characteristics of high risk management strategy
- manipulating information, manipulating workers by offering rewards
- threatening workers job security if they dont go along with the change
what are the 5 possible impacts of change on the internal environment
- organisational restructure
- changed staffing levels
- redeployment, leading to training, rewriting job descriptions or even some job design
- altered corporate culture
- new or changed policies
kotters theory for succesful change
- create a sense of urgency-need to identify the need for change
- assemble a group of people-right people to lead the organisation through change
- create a vision for the organisation
- communicate the vision- to all within the organisation
- empower others- to act on the vision
- plan to achieve short term gains- rather than looking at the big picture
- consolidate all of the changes- this phase shows employees to not let up
- institutionalise new approaches- create a new culture
what is the role of leadership in change management
the change process relies on the qualities of a leader, decision making, to be a visionary and to communicate the vision. without strong leadership the change process amy fail as people lose enthusiasm for the project or actively resist it.
