The Process of Organisational Change

 

Process of Organisational Change:

Understanding the process of change requires careful consideration of the steps in the change process, employee resistance to change and how this resistance can be overcome.

The management of change requires the use of some systematic process that can be divided into a few stages or sub-processes. This is the essence of the most representative model of managing change. It emphasizes the role of the change agent who is an outsider, taking a leadership role in initiating and introducing the process of change.

The process of change must involve the following so as to lead to organizational effectiveness. Firstly, there is a re-distribution of power within the organizational structure. Secondly, this redistribution emanates from a developmental change process.

Phases of the Change Process:

Fig.15.5 indicates that the process of change has to pass through six different phases:

1. Internal pressure:

The process of change begins as soon as top management starts feeling a need for pressure for change from within the enterprise. This is usually caused by some significant problem(s) such as a sharp drop in sales (profits), serious labor trouble, and/or high labor turnover.

2. Intervention and reorientation:

An external agent is often invited to suggest a definition of the problem and start the process of getting an organization people to focus on it. If internal staff people are competent enough and can be trusted they can also manage the process of change equally well.

3. Diagnosis and recognition of problem(s):

The change agent and manager start gathering necessary information and analyze it so as to recognize the more important problems and give attention to these.

4. The invention of and commitment to solutions:

It is important for the agent to stimulate thought and try to avoid using the ‘same old methods’. Solutions are searched out by creatively developing new and plausible alternatives. If subordinates are encouraged to participate in the process, they will develop a sense of involvement and are likely to be more committed to the course of action finally chosen.

5. Experimentation and search for results:

The solutions developed in phase 4 are normally put to tests on a small-scale (e.g., in pilot programs) and the results, analyzed. If the solution is successful in one unit or a certain part of a unit, it may be tried in the organization as a whole.

6. Reinforcement and acceptance:

If the course of action is found desirable (after being properly tested), it should be accepted voluntarily by organization members. Improved performance should be the source of reinforcement and thus should lead to a commitment to the change.