Organisational change

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Introduction

Organisational change happens when a company desire to make a move from its current state to some desired future state. Although many organisations and their leaders desire lasting, meaningful change, few are capable of achieving it. A combination of a complex set of skills is required to make the change happen successfully.

‘’The study of change is subservient to the proliferation of academic theories and practical solutions, many of which claims to possess the organisational change panacea and yet frequently are at odds.’’ (Donaldson, 1995). Change is constant - Benjamin Disraeli. As per today’s environment companies are required to undergo change constantly if they wish to remain competitive.

‘’Change has no constituency. People like the status quo. They like the way it was. When you start changing things, the good old days look better and better. You’ve got to be prepared for massive resistance.’’ (Welch, 1993). The primary purpose of change is to improve the organisation and make it more competitive, whether it’s a large system or small division within the firm. ‘’successful companies have been succeeded by changing in ways that unleashed new sources of competitive advantage.’’ (A.Nadler, 1998).

Strategic Human Resource Management is widely recognised as a key mechanism to leverage change. (Stace, 1998). Change must be an integral part of the way an organisation operates, yet none or little of it happens automatically. Essentially it is only the individual people who can deal with this, make change happen positively and effectively. Individuals must be open to personal change by themselves acquiring new skills, knowledge and attitudes.

Catalysts For Change

Our dilemma is that we hate change and love it a...

... middle of paper ...

...nisational core values and develop a new one company culture. Big W used it as a part of HRM system to set core competencies which are used in organisational staffing, T&D, promotion and planning.

Competencies Required By HR In Implementing change

An organisation should possess core competence in change management to implement change. Putting the change into action and making it a reality needs a new set of competencies. The managers require developing communication, negotiation, change leadership and management competencies to administer, manage and sustain the change program. Finally, devolution of responsibilities assumes that power relationship, conflicts, and resistance to change from employees, union and any other groups that may affect the implementation of HR policies and practices are address to the satisfaction of all key stakeholders. (Mabey, 1998).

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