Usually organisational change is forced by some major outside driving force, e.g. substantial cuts in funding, dealing with new markets/clients, need for dramatic increases in productivity/services, etc. Typically, organizations must undertake organisation-wide change to evolve to a different level in their life cycle, e.g., going from a highly reactive, entrepreneurial organization to a more stable and planned development. Changeover to a new chief executive can provoke an organization-wide change when his or her new and unique personality pervades the entire organization. The impact change h... ... middle of paper ... ...s a personal role in the change effort will help achieving the change goals.
Management has to know the trends and make the necessary technology changes to keep the company competitive. Preparation and planning is key to the implementation of new technology. Managers have to be in tune with how the changes will affect the atmosphere within the company. Providing training and paying attention to the feedback from the workforce allows for a smooth transition. For a successful transformation certain criteria have to be met for the transition of change to the new technology.
Interventions An intervention is an action or process of intervening. It is a set of sequenced and planned actions or events intended to help the organization increase its effectiveness. The purpose is to disrupt the status quo. They are deliberate attempts to change an organization or subunit toward a different and more effective state. We have identified the following as a relevant interventions used in the company, EROAD LTD. Techno-Structural Interventions These interventions focus on an organization 's technologyand structure.These change methods are receiving increasing attention in OD, especially in light of current concerns about productivity and organizational effectiveness.
There are many different forces that the organization faced from the change. Awareness of forces can assist managers to determine when an organization change should be implemented. Internal Driver to Change 1. Stimulating the innovation. Synergetic Solution Inc. can lead to radical changes at the productivity--the combination of product, market and technology.
Within an organization one of the fundamental priorities consists of understanding commitment (Floyd and Woolridge, 1992), as this is often reflected in important decisions which are ultimately made by project managers. Change management within an organization is a tool which is used for transitioning teams and organizations to an anticipated future state. It is defined as being a change which requires people throughout an organization to learn to skills (Rouse, Margaret 2009). The idea of organizational change is a structured approach for an organization to ensure that the changes made are successfully and effectively implemented in order to achieve desirable and long lasting benefits. Within the business environment, there is increased demand for change and companies are rapidly facing change like never before due to globalization and advances in technology.
The change here is again reactive. § Opportunity - This type of change is directed at creating a new type of alignment to gain competitive business advantage. This type of change is proactive. Such changes have an impact on the way the firm does business and on the way the firm has been configured. Most of the time, change is due to external forces originating from customers, competitors, technology, economic forces and the internal arena.
Managers need to look at resistance as an opportunity, and to deal effectively with resistance, managers need to know how to: 1) Identifying the root cause; 2) Engage the employees. The roles whether internal or external are important in managing organizational change, and are a collaborative effort. As the environment changes and the organization develops ideas for change in the procedures, structure, or markets, managing those changes become difficult as countless individuals will resist change. Understanding and implementing these roles will effectively manage those changes improving the organization at faster rate.
Normally Organizational change is about the important major changes in an organization such as adding or inclusion of a major new product or services in production as well into the market. It contradicts minor changes within an organization like adoption of new computer software. To make these changes clear, the approach should be made in view from different dimensions. The first type of these changes is the organization-wide verses subsystem change. Organization-wide focuses on major changes in terms organizational structure, collaboration and adjusting to the right size.
Factors that contribute to the organic evolution of change Many organizations are faced with change for one reason or another. Some of the factors creating the need to change are competition, technology, desire for growth, need to improve processes, and government regulations (Joseph, 2014). When an organization finds they are lacking in technology, they may decide to upgrade their technology to give them the market advantage. Obtain different capitol resources may prompt the organization to adjust the supply chain functions and increase the amount of production being done within the organization (Cole-Ingait, 2014). The brick-and-mortar strategies might be affected by the online strategies of distribution due to the increase of information systems (Cole-Ingait, 2014).