ORGANIZATIONAL CHANGE

Organizational change refers to any alteration that occurs in total work environment.
 It also refers to the alteration of structural relationships and roles of people in the
organization.
Organizational change can take many forms. It may involve a change in a company’s
structure, strategy, policies, procedures, technology, or culture. 
Organizational change calls for a change in the individual behaviour of the employees.
 TYPES OF ORGANIZATIONAL CHANGE
• Evolutionary change or adaptation is slow and incremental. While the complete results could create
significant change in an organization, the pace is quite slow and involves many committees and individuals to
ensure less upheaval.
• Developmental change enhances or corrects existing aspects of an organization, such as improving a skill or
process. This type of change should cause little stress as long as the rationale is understood by employees.
• Transitional change seeks to achieve a desired state that is different from the existing one. This is a little more
intrusive than developmental change since it replaces existing processes with something completely new.
• Drastic action or revolutionary change is immediate and forced on the organization in the face of a significant
event. Mandated regulatory change or the introduction of advanced technology are examples of drastic changes.
• Transformational change is radical, requiring a significant shift in assumptions made by the organization and
all employees. The transformation results in an organization that differs significantly in terms of structure,
process, culture, and strategy from where it began.
 MANAGING ORGANIZATIONAL CHANGE

Managing organizational change is the process of planning and implementing change in

organizations in :
• To minimize employee resistance and cost to the organization
• Simultaneously maximizing the effectiveness of the change effort.
The primary goal of change management is to successfully implement new processes,
products and business strategies while minimizing negative outcomes.
 STEPS FOR EFFECTIVE
ORGANIZATIONAL CHANGE
MANAGEMENT

• 1. Clearly define the change and align it to business goals.

• 2. Determine impacts and those affected.
• 3. Develop a communication strategy.
• 4. Provide effective training.
• 5. Implement a support structure.
• 6. Measure the change process.
 RESISTANCE TO ORGANISATIONAL
CHANGE:

1. Obsolescence of skills
2. Fear of unknown
3.  Peer pressure
4.  Resource constraints
5. Organizational structure
 TECHNIQUES TO HANDLE RESISTANCE
TO CHANGE :

I. Education and communication:

II.  Participation and involvement:
III.  Support:
IV.  Incentives:
V.  Manipulation:
 CHALLENGES IN MANAGING
ORGANIZATIONAL CHANGE
• Lack of engagement (willingness to adapt): address what the impact will be and what will be
done differently; discuss the benefits of change.
• Lack of communication: provide as much information as you can, in a timely manner.
• Insufficient time to process change: hold individual and team discussions.
• Change does not make sense: demonstrate the link to the organization’s vision and strategic goals.
• Unrealistic timelines: explain why timelines are short and explore ways they can be achieved (if
possible).