TYPES OF CHANGE

How to bring about the necessary change?

TYPES OF CHANGE

Strategic change Cultural change Structural change Tasks change Technological change Changes in people attitude and skills

STRATEGIC CHANGE

Strategic change means changing the organizational vision, mission, objectives and of course the strategy to achieve those objectives.
Strategic change may then require other changes, for instance, in the firms production technology, structure and culture.

CULTURAL CHANGE:

Organizational culture is the collective behavior of humans that are part of an organization, it is also formed by the organization values, visions, norms, working language, systems, and symbols, it includes beliefs and habits.

A change in a company's shared values and aims is called cultural change HR plays an important role in changing culture.
It refers to a change in employees values, norms, beliefs and behaviour. Cultural change pertains to he whole organization.

STRUCTURAL CHANGE
Any change in how the organization is

managed falls in this category. As organization structure is defined as how task are formally divided, grouped and coordinated. Ex departmental responsibilities can be combined, vertical layers removed and span of control widened to make the organization flatter and less bureaucratic, increase in decentralization may increase the decision making process, org can shift from simple structure to team base structure, jobs can be redesigned.

TECHNOLOGICAL CHANGE
Technology change is basically related to

organizational production process.

TC are designed to make the production of

a product or service more efficient.

Adoption of Robotic to improve efficiency.

CHANGES IN PEOPLE, ATTITUDE AND SKILLS

Sometimes employees themselves must change. For example training and development techniques such as lectures, conferences and on -the- job training are often used to provide new or present employees with the skills they need to perform their job adequately

TYPES OF CHANGE

Continuous or incremental change. Discontinuous or radical change. Participative and directive change.

CONTINUOUS AND DISCONTINUOUS CHANGES

One is Slow and Incremental Change. Other is Rapid and Radical and Discontinuous Any change process has element of continuity and discontinuity.

TUSHMAN, NEWMAN AND ROMANELLI MODEL

Organisation is in equilibrium when there is a perfect alignment between structure, strategy and external environment. Such org. experiences 2 kind of change:

Incremental called as Convergence.

Minor changes : strategy, structure, people and processes. Involvement of middle management and top management is not involved. Occur in response to or in anticipation of critical environmental changes: Industry discontinuities. Product life cycle shifts. Internal company dynamics.

Discontinuous called as framebreaking/Upheavel

Frame-breaking change involves:

New definition of company mission and core values

An alteration in the distribution of power.

Modification in structure, policies. New executives brought inside at key managerial position. Cannot be implemented slowly. Generates resistance. Risky, longer the period of implementation greater the period of instability and uncertainty . Top management must be involved.

STRATEGIC CHANGE
Reactive Change: change made in direct response to the external environment. Recreation Anticipatory Change made in expectation of a future event. Re-orientation

Leadership is central to effective strategic change

PARTICIPATIVE AND DIRECTIVE CHANGES

Approach to implement change. Participative: people should be involved and given an opportunity to participate in the planning and implementation of change. Reduces resistance Yields better plan for change Directive: discontinuous change needs to be implemented swiftly. directive approach is more effective as it is less time consuming and gives less time for resistance. Downsizing, de-layering and restructuring are common