types of change -session 5 related to change management
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TYPES OF CHANGE
How to bring about the necessary change?
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TYPES OF CHANGE
Strategic changeCultural changeStructural change
Tasks change Technological changeChanges in people attitudeand skills
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STRATEGIC CHANGE
Strategic change means changing the organizational vision,mission, objectives and of course the strategy to achieve thoseobjectives.Strategic change may then require other changes, for
instance, in the firms production technology, structure and culture.
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Organizational culture is the collectivebehavior of humans that are part of anorganization, it is also formed by theorganization values, visions, norms, workinglanguage, systems, and symbols, it includesbeliefs and habits.
A change in a company's shared values andaims is called cultural change HR plays animportant role in changing culture.
It refers to a change in employees values,norms, beliefs and behaviour.
Cultural change pertains to he wholeorganization.
CULTURAL CHANGE:
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Any change in how the organization ismanaged falls in this category.
As organization structure is defined ashow task are formally divided, groupedand coordinated.
Ex departmental responsibilities can becombined, vertical layers removed and
span of control widened to make theorganization flatter and less bureaucratic,increase in decentralization may increasethe decision making process, org can shiftfrom simple structure to team basestructure, jobs can be redesigned.
STRUCTURAL CHANGE
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Technology change is basically related to
organizational production process.
TC are designed to make the production of a product or service more efficient.
Adoption of Robotic to improve efficiency.
TECHNOLOGICAL CHANGE
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CHANGES IN PEOPLE, ATTITUDE AND SKILLS
Sometimes employees themselves must change. For exampletraining and development techniques such as lectures,conferences and on -the- job training are often used toprovide new or present employees with the skills they need
to perform their job adequately
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TYPES OF CHANGEContinuous or incremental change.Discontinuous or radical change.Participative and directive change.
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CONTINUOUS AND DISCONTINUOUS CHANGES
One is Slow and Incremental Change.Other is Rapid and Radical and DiscontinuousAny change process has element of continuity anddiscontinuity.
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TUSHMAN, NEWMAN AND ROMANELLI MODEL
Organisation is in equilibrium when there is a perfect alignmentbetween structure, strategy and external environment.
Such org. experiences 2 kind of change:Incremental called as Convergence .
Minor changes : strategy, structure, people and processes.Involvement of middle management and top management is
not involved.Discontinuous called as framebreaking/Upheavel
Occur in response to or in anticipation of criticalenvironmental changes:
Industry discontinuities.Product life cycle shifts.Internal company dynamics.
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Frame-breaking change involves:
New definition of company mission and core values
An alteration in the distribution of power.
Modification in structure, policies.
New executives brought inside at key managerial position.Cannot be implemented slowly.
Generates resistance.
Risky, longer the period of implementation greater the period of instability and uncertainty .
Top management must be involved.
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Leadership is central to effective strategic change
Reactive Change: change made in direct
response to the externalenvironment.
Recreation
STRATEGIC
CHANGE
Anticipatory Change made in expectation of
a future event. Re-orientation
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PARTICIPATIVE AND DIRECTIVE CHANGESApproach to implement change.
Participative: people should be involved and given anopportunity to participate in the planning andimplementation of change.
Reduces resistance Yields better plan for change
Directive:discontinuous change needs to be implementedswiftly.directive approach is more effective as it is less
time consuming and gives less time for resistance.Downsizing, de-layering and restructuring arecommon
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