Understanding and Navigating Organizational Change

911 Words2 Pages
bulb-icon

Recommended: Change in an organization

Organizational Change

Organizational change is a process of developing a strategic plan for modifying an enterprise’s business processes through the modification of policies, procedures and processes to move the organization from an “as is” state to a “to be” state.
Organizational change is both the process in which an organization changes its structure, strategies, operational methods, technologies and one which affects the organizational culture. Organizational change can be continuous or occur for distinct periods of time.
The levels of organizational change:
1. Planning and strategy
2. Business Process Assessment
3. Change Impact Analysis
4. Stakeholder Readiness
5. Monitor Change
Shree Swagat Silks has always looked for innovation considering …show more content…

Companies that wish to move from a traditional hierarchical structure to one that facilities self-managed teams must have pro-active, carefully, orchestrated approach and yet not all changes are planned.
Shree Swagat Silks has been following an Organic Structure. They have been adapting to changes in the environment by embracing new technologies. Before 2004 they used to outsource all their embroidery work but afterwards they started their own Embroidery division. A new division for printing and dying clothes was also started. In 2010 they became totally catalogue based.
Unplanned change: It is imposed on the organization and it is often unforeseen. Changes in government regulations and changes in the economy, for example, are often unplanned. Responsiveness to unplanned changes requires tremendous flexibility and adaptability on the part of the organizations.
Shree Swagat Silk’s culture is of working nonstop for 365 days but due to the weekly power cut the factory gets a day off during the week. The government has now made it so that this day is also random because of which the organization has to face some sudden changes in

Show More
Related

  • Methodological Issues In Organizational Change

    941 Words  | 2 Pages

    In studying organizational change, researchers would do well to take a step back or change their perspectives from time to time. By looking too often at the pieces of the whole the connection to the whole is lost (Senge, 1990). Communication may also suffer when perspectives do not change or evolve. Change comes from verbal and nonverbal communication, but if the action does not match the words failure is more likely (Kotter, 1996). Inconsistencies and conflicting information are easily noticed by employees who are expected to follow along.

    Read More

  • Lewin's Change: The Cause And Effect Of Change In Organization

    989 Words  | 2 Pages

    Change is something that must continually happen within an organization for them to be successful and become complacent. Organizations must continue to evolve and promote learning throughout as a priority to everyone. A culture must be fostered that all employees buy into, such as the culture at Facebook or Google. People must want to work where they are and enjoy what they do to not resist change as it occurs. Change in organizations is inevitable and it happens whether people want it to or not. People will get hired, fired, promoted, and rewarded for different things over the course of time. These are changes that must happen to foster a reputable organization.

    Read More

  • Understanding Change Management

    514 Words  | 2 Pages

    Change is an outcome of a specific problems or opportunity that organization is facing. A change is a formal proposal to modify or alter any processes, systems, documents, deliverables, organization structures, strategies, approaches etc. Changes always associate some quantity risk and if they are adequately reviewed, assessed, managed and coordinated, the risk could be minimized. To effectively manage any change a structured approach should be in place to manage both the technical and people sides. Change management is the structured approach that applies a methodical strategy to assist and educate the individuals impacted by the change. Change management comprises understanding the change and controlling the disclosure to vulnerability such that overall risk to the business is handled efficiently. As per research study ninety six percentage of success rate is possible with effective change management and 6 times more likely to meet or exceed project objectives with excellent change management process.

    Read More

  • Coping with Change; Change Management Models and Philosophies

    994 Words  | 2 Pages

    Organizations operate in a turbulent environment that forces them to change even against their will to do so. Every organization has a fair prediction of its future that is why they all spend time and resources to put in place strategic plans. More often they get challenged not to follow these plans because they fail to appreciate that change is a natural phenomenon which is intimately entwined with continuity and that change-continuity continuum is what defines organ...

    Read More

  • Organizational Change Within The Police Department

    2008 Words  | 5 Pages

    This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.

    Read More

  • Organizational Change And The Public And Private Sector

    736 Words  | 2 Pages

    Organizational changes are constant in both the public and private sector. Some changes are small and easily managed and others are large scale vision changes. With organization-wide changes, such as a redirection in the organizations vision, strong creative leaders are needed to ensure the vision is sold to the employees and that the change is implemented smoothly. The Virginia Department of Corrections (VADOC) has recently changed visions to strengthen the way we create long term public safety. This change in mission and vision statements was a smooth process but has not been implemented without its share of issues.

    Read More

  • Change at Glenrothes Colliery: An Evaluation of John Kotter's 8-Step Model

    1692 Words  | 4 Pages

    Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).

    Read More

  • Why do organizations change?

    1690 Words  | 4 Pages

    Why do organizations change? With time goes by, rapid development of science and technology had led us to a world full of competitions. Change and stay alert to keep up with the current trend is essential asset to survive in this aggressive global economy. As the framework indicated by Pettigrew, there are two key context factors makes a great deal of effects on the reason for companies to change. Those are outer context and Inner context. Outer context could refer to the surrounding environment around the firm and the global economics status, etc. Inner context could be downsizing, restructuring the Gestalt, or the problem with coherent design archetype. Under the stress of the outer and inner context, forces or triggers will bring out the revolution. Change can be seen in a short term way and also in a long term way. Short term change could be a sudden, discontinuous and frame-breaking rupture which has an impact on the whole organisation, or new forms of management ad structure of the firm itself, or the breakthrough created by the major innovations or even can refers to the impact of new product and new market opportunities. Normally, financial crisis will be an initiative as a trigger to revolution. At first of the revolution, there would probably already has small changes in normal management and structure. As a long term way to apply the change, change agents are needed to do an ongoing, continuous and gradual progression or give some simpler initiatives such as improvements to existing products and product range.

    Read More

  • Self Managed Teams

    522 Words  | 2 Pages

    A team is a group of people who work in tandem to achieve a common outcome (Chatfield, 2011). A common type of team found in the workplace is self-managed teams (SMT). A self-managed team empowers employees to manage the day to day functions, operations, and tasks of a specific job area with little or no supervisory oversight or intervention. In other words, it is a self-contained unit (Williams, 2011). For example, self-managed teams handle work direction, job assignments, trouble-shoot problems, and handle all of the decision making aspects of the job (Silverman,1996). Moreover, companies that have used SMTs report an increase in productivity and quality, increased employee morale, creativity, job satisfaction, and a decrease in absenteeism (Silverman, 1996). Also, a 1990 study by Cohen (1993) found that forty-seven percent of Fortune 1000 companies used SMTs with some of their workforce. In two years the number of SMTs increased to sixty percent. Thus, the prevalence of SMTs in organizations can be contributed to its tangible outcomes.

    Read More

  • Resistance to Organizational Change

    1271 Words  | 3 Pages

    Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and maintain a climate and culture that does not support resistance and rewards acceptance and support ( as cited in Bolognese, 2010).

    Read More

  • Culture's Critical Role in Change Management

    2535 Words  | 6 Pages

    Change in an organization occurs when an organization identifies an area of where necessary change must be undertaken, examines it thoroughly and adapts to it. This may lead to gaps where employees may not adapt to a certain change and therefore it is important that an organization takes into considerati...

    Read More

  • Essay On Organizational Change Management

    672 Words  | 2 Pages

    The goal of organizational change management is to create a prosperous work environment through strategic change and applying those changes through the people side of management. Organizational change management is a branch of handling the outcome and strategies of new business processes, changes in organizational structure or cultural changes within a company. There are multiple components in understanding the techniques and goals of Organizational change management. The first part discussed will be on setting goals for an organization as it can be a complex process because if aimed too high, the goals will most likely not be attained and performance will deteriorate.

    Read More

  • Contemporary Issues in Management

    1159 Words  | 3 Pages

    One of the first scholars to describe the process of organizational change was Lewin (1974). He described change as a three-stage process that consists of unfreezing, moving and freezing stage. During the unfreezing stage the organizations become motivated to change by some event or objective. The moving stage is like implementation when the organization actually makes the necessary change. Furthermore the freezing stage is reached when the change becomes permanent. Organizational change has also...

    Read More

  • General Model of Planned Change

    1857 Words  | 4 Pages

    The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).

    Read More

  • Essay On Organizational Change

    2838 Words  | 6 Pages

    Organisations as machines, political systems, organisms, and flux and transformation are particularly common assumptions that are often used by managers, writers and consultants to make sense of how organizational change works. In reality most organizations use combinations of approaches to tackle change and not just one of the above, however these provide useful insights into the process of organizational change (Cameron and Green, 2012). This essay will try to make sense out of these assumptions to understand what organisational change is. By doing so, insights will be drawn on how organizational change can be managed and led.

    Read More

More about Understanding and Navigating Organizational Change

Open Document