Change and the Management of Change Essay

careen ManagementPlanning, Implementing, controlling, and reviewing the movement of an organisation from its present-day(prenominal) democracy to a newfangled oneCauses of ChangeExternalIncremental (Evolutionary)Occurs easily over time (fuel-efficient cars)Dramatic (Revolutionary)Can cause many problems especially if unexpectedMight necessitate to total rethink of operation of organization oBusiness Process Re-EngineeringBusiness ProcessRe-EngineeringFundamentally rethinking and redesigning the processes of a business to achieve a dramatic improvement in performanceGlobalization-Increasing interdependence for countries economies through relinquish trade and multinational company investmentNew opportunities to sell products in other countriesIncreased competition from products made more cheaply in other countries-often by multinationalsUse either pan-global marketing for localization strategies succeed and try to maintain a competitive advantageTechnological Advances-Leading t o new products and new processesProducts new computer games, iPods and iPhones, hybrid-powered cars.Processes robots in production computer help design (CAD) in design offices and computer systems for stock control.Staff trainPurchase of new equipmentAdditions to product portfolio-Other products may be droppedNeed for fast product development which may require new organizational twists and teamsMacro-Economic Change- pecuniary Policy, Interest Rates, Business CycleChanges in consumers disposable incomes-and demand patterns that burden from thisBoom or recession conditions- pauperisation for extra capacity or rationalismNeed for flexible production systems ( ply flexibility) to cope with demand changesExplain need for extra capacity or need to rationalizeDeal with staff cutbacks in way that encourages staff who remain to put up change licit ChangesChanges to what can be soldWorking hours and conditionsStaff training on company policyFlexible working hours and practicesCompeti tors ActionsNew productsLower prices high promotional budgetsEncourage new ideas from staffIncrease efficiency by staff accepting need to change production methodsEnsure resources operational to meet challengeEnvironmental FactorsIncrease green consumerismIncreasing veneration about industrys contribution to climate change affectionate and environmental audits chokeed by strategic changes (recycle packaging)InternalOrganizational ChangesDelayering* ground substance structure** re topographic points hierarchical educate of less senior staff to accept more responsibilityJob securityRetraining staff in teamwork and project managementRelocationMoving operations to another arena/countryRedundancy schemes for workers who lose their jobsGrants for those willing to moveCutting be To Improve CompetitivenessCapital-intensive rather that labour-intensive methodsRationalisation of operationsRetraining staff to operate advanced tech.Redundancy schemes for workers who lose their jobsFlexible use contracts and working practices*DelayeringRemoval of one or more of the levels of hierarchy from an organizational structure **Matrix StructureAn organizational structure that creates project teams that cut across traditionalistic functional departments Level of HierarchyA stage of the organisational structure atwhich the personnel on it have equal status and authorityFactors cause Resistance to ChangeFear of Unknown (Uncertainty)Fear of Failure (Skills/Abilities beyond workers capabilities)Losing Something of Value (Income, Status, Job Security)False Beliefs (Some convince themselves current system will work to avoid risks)Lack of Trust (Past experiences between workers and managers)Inertia (Might have to work harder)Strategies to Reduce Impact of/Resistance to ChangeChange ManagementForce-Field AnalysisAn analytical process used to map the opponent forces within an environment (such as a business) where change is taking place1.Outline proposal for change2.List forces for and against change3.Assign estimated score for each forceWeighs splendor of forcesHelps identify who is most likely impacted by changeHow to build up forces supporting decision and reduce forces against it Can implement leadership title that reduces opposition and resistance to change Project ChampionA person assigned to support and drive a project forward. Their role is to explain the benefits of change and pay heed and support the team putting change into practiceProject GroupsCreated by an organisation to address a problem that requires input from different specialists tug Change1.Establish a sense of urgency.2.Create an effective project team to lead the change.3.Develop a vision and a strategy for change.4.Communicate this change vision.5.Empower people to contemplate action.6.Generate short-term gains from change that benefit as many people as possible.7.Consolidate these gains and produce even more change.8.Build change into the culture of the organisation so that it bec omes a natural process.