What is organizational change? which factors force to change in an organization? And How do you change?

Substantive modification to some part of the organization is known as change. So, change can involve any aspect of the organization: work schedule, bases for departmentalization, span of control, organizational design etc. Generally organizational change takes place due to change in the relevant factors. Change is obvious in such situation because of failure to cope change. Factors which force to change are:

External Forces
Governmental laws and regulations are a frequent impetus (force) for change. Technology. Example - technological improvements in diagnostic equipment. The fluctuation of labour markets. Example - organizations that need certain kinds of employees must change their human resource management activities to attract and retain skilled employees in the areas of greatest need. Economic changes affect almost all organizations. Examples uncertainties about interest rates, budget deficits, and currency exchange rates.

Internal Forces
Internal forces tend to originate primarily from the internal operations of the organization or from the impact of external changes. A redefinition or modification of an organizations strategy. An organizations workforce is rarely static. Its composition changes in terms of age, education, ethnic background, sex, and so forth. The introduction of new equipment. Employee attitudes such as job dissatisfaction may lead to increased absenteeism, more voluntary resignations, and even labour strikes.

 When a manager needs to change in its organization he needs to go through the following process: - Recognition of the need for the change.- Potential of new market - Establishment of goals for change.- To increase market share , to restore employee morale. - Diagnosis of the relevant variables- Go through turn over, absenteeism, working condition etc. - Selection of appropriate change technique: If absenteeism is due to low pay , new pay scheme is needed. - Planning for implementation of change- cost, additional manpower requirement. - Actual implementation - Evaluation and follow up.

What will lead to resist change? And how a manager can manage resistance to change? State the areas of organizational change. When a manager brings change in the organization , employees and other stakeholders may resist change. The causes behind resist to change are: - Uncertainty: It is the biggest cause to resist change. If employees feel that their job is insecure due to failure to meet the new job demand. - Threatened self-interest: Some of the changes threatens to the interest of the managers. A change might potentially diminish power.

- Different perceptions: A manager may perceive the situation differently but other stakeholders perceived the situation differently and threatened the change. - Feeling of loss: Many changes alters work arrangements in ways that disrupt existing social network. Other intangibles threatened by the change include status, security, familiarity with existing procedures and self-confidence. A manager can cure the resist to change using following techniques: - Participation : If the employees are participated in the planning and decision making to change then they will understand the need to change.

Uncertainty is reduced and self-interest and social relationship are less threatened . - Education and communication: Educating employees about the need for change and expected results after the change. Open communication is maintained during the change process then uncertainty can be minimized. - Facilitation: Making only necessary change, announcing those change in advance and allowing time to adjust with change. - Force-field analysis: In every change, some forces are acting in for and against the change. Manager listens to each set of forces and trying to balance so that the forces facilitating the change.

 Areas to change are: - Structure and design- Job design, departmentalization, authority distribution, coordination mechanism, culture, HRM - Technology and operation process New process and methods, equipments, information system, control system - Changing people Skill level of its work force through training and setting new criteria for selection, performance, perceptions, expectations, attitudes, values

 As an executive of your organization what sort of issues do you face in managing change?
1.Changing Organizational Culture

The Road to Cultural Change

Conduct a cultural analysis to identify cultural elements needing change. Make it clear to employees that the organizations survival is legitimately threatened if change is not forthcoming. Appoint new leadership with a new vision. Initiate a reorganization.

Introduce new stories and rituals to convey the new vision.

Change the selection and socialization processes and the evaluation and reward systems to support the new values.

2. Handling Employee Stress Stress The physical and psychological tension an individual feels when he or she is facing or experiencing extraordinary demands, constraints, or opportunities and for which the outcome is perceived to be both uncertain and important.

Symptoms of Stress

Physical

Psychological

Physical disorder, increased heart and breathing rate, raised blood pressure, headaches

SYMPTOMS OF STRESS

Job-related dissatisfaction, tension, anxiety, irritability, boredom, and delay.

Behavioural

Changes in productivity, absenteeism, job turnover, changes in eating habits, increased smoking or consumption of alcohol, rapid speech, restlessness, sleep disorders.

Reducing Stress Match the job requirements with the employees abilities Do a realistic job preview Improve organizational communication Clarify job responsibilities with a performance planning program such as MBO Provide clear performance goals Reduce ambiguity through feedback Redesign the job to increase the challenge or to reduce the workload

 Redesign the job that increases opportunities for employees to participate in decisions and to gain social support Provide employee counseling Introduce a time management program Run organizationally sponsored wellness programs such as fitness facilities, massage therapy, nutrition and fitness programs Especially designate a room to take naps for busy or stressed executives

3. Making Change Happen Successfully Link the present and the future. Think of work as more than an extension of the past; think about future opportunities and issues and factor them into todays decision. Make learning a way of life. Change-friendly organizations excel at knowledge sharing and management. Actively support and encourage day-to-day improvements and changes. Successful change can come from the small changes as well as the big ones. Ensure diverse teams. Diversity ensures that things wont be done like theyre always done.

 Encourage individualism. Since their ideas and approaches are outside the mainstream, maverick can help bring about radical change. Integrate technology. Use technology to implement changes.

Build and deepen trust. People are more

likely to support changes when the organizations culture is trusting and managers have credibility and integrity .