The experiences of executive directors and other senior leaders who have successfully shifted their cultures reveal a counterintuitive lesson: It takes concrete actions to shift an intangible force like organizational culture. Organizational culture is a powerful force.
Crisis forces people to change and change often brings new opportunity. Any significant change is likely to be disruptive.
Consequently, business process improvements are likely to be disruptive to an organization's structure and culture. Enterprises that have attempted initiate process improvements while ignoring this syllogism have invariably failed. Therefore, organizational change management is one of the most critical responsibility in any program of process reengineering and improvement.
Dealing with organizational change is a continuous responsibility - management should begin to address these needs during the planning phase and should extend through the project execution phase. This Organizational behavior and change management may be vested in one member of the improvement team.
This approach works when only one process improvement effort is under way across a group of functional units. When several functional units are affected by two or more improvement efforts, a more appropriate strategy is to assign this responsibility to a separate team chartered to support all process improvement teams.
The role of the organizational change management team is to ensure that the improved processes will be successfully assimilated into organization's structure and culture.
The change management team must accomplish four general objectives: Understand the organizational changes that are needed as a consequence of process redesign or reengineering; Design the necessary structural changes needed to support the new process; Design a program that will begin the cultural transformation of the organization to one that is aligned with the principles behind process improvement; and Anticipate, recognize, and resolve the barriers to change that will spring up in reaction to the change management plan.
Organizational change management involves both structural and cultural change. Structural change management is concerned with the way functional units are organized to carry out their work responsibilities. Structural change management has to do with things or facilities. The focus includes policy and procedure, rules and regulations, management and staffing, facilities and equipment, and human resource practices.
Cultural change management has to do with people, and therefore, it is the more difficult of the two to successfully deal with. People and culture - the human systems of an enterprise - are what make or break any change initiative.
Managing human change Managing change is critical in an age where technology turnover occurs in a matter of months, customers demand more for their money, and the competition is in relentless pursuit.
One distinguishing factor separating business process reengineering BPR projects from other effort to respond to these factors is the risk of humans standing in the way of success.
Any BPR leader and team must spend a significant amount of time managing executive and employee perceptions.
Senior management often sees change as a program which can be handled by broad-based initiatives through a series of clearly defined steps. This perception arise because they are usually so steeped in the realities of business pressures and recognize the organizational changes that must occur.
The vision and the objectives are so clear in their own minds, they assume staff will understand change is necessary and will support them in every way. Executives fail to understand that employees seldom perceive change with the same clarity and determination as they do.
Employees are often skeptical, since cultural change is based on a corporate perspective, not on individual needs, each of which is different. Fear and concern center around compensation, job security, sense of worth, perception by others, position and social patterns.
Employees may not be confident the organization will properly manage the transition. They may also be afraid about a lack of support while moving to a new job, if they have one at all.
Staff must first know what is happening, when it will happen, and how they will be impacted. Employees must believe they will get the training, knowledge, information and authority to manage performance affecting the products and services they deliver.
Projects must have strong, credible leadership and sufficient time and resources for high levels of communications, information gathering, participation, collaboration, education, training, and appropriate incentive and reward systems.
Employees may also require support groups to help staff change, one person at a time. Employees also need time to adapt. Therefore, change activities should start from the assessment phase of the BPR and go through to implementation.
Change management cannot be just an afterthought. The change hierarchy of needs All changes are not the same. Nor are the consequences perceived in the same manner by all participants in the change process.
Some people ignore minor changes; others are very upset by them. Big changes may not bother employees if these changes are "off at corporate. Ken Blanchard, author of Leadership and the One Minute Manager, believes people change on the job by asking themselves and others the following questions, in the order specified: How will the change affect me and my job?
How will I be evaluated? How will this change be conducted? What are the benefits? · Organizational change management (OCM) is a framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an enterprise.
Simply put, OCM addresses the people side of change management.
Download this free rutadeltambor.com://rutadeltambor.com · Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization.
Here we need to note that change in organizational culture is different from change in an rutadeltambor.com://rutadeltambor.com /rutadeltambor.com Organizational Behavior & Change Management Essay Organization culture defines the organizational belief and attitude in the way goals and objectives are accomplished.
An organization is shaped by the culture that predominates in work environment, employee behaviour and managerial rutadeltambor.com://rutadeltambor.com · Organizational behavior (OB) or organisational behaviour is "the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself".Overview · Relation to industrial and organizational psychology · Historyrutadeltambor.com This article is about change management related to organizational development and people.
For other uses, see Change management. Change Management is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future rutadeltambor.com://rutadeltambor.com · In the field of organizational behavior we research fundamental questions about the behavior of individuals, groups and organizations, from both psychological and sociological perspectives.
A distinguishing feature of Stanford’s PhD Program in organizational behavior is the broad interdisciplinary training it rutadeltambor.com://rutadeltambor.com /phd/fields/organizational-behavior.