Please enable JavaScript.
Coggle requires JavaScript to display documents.
Managing change in organisations - Coggle Diagram
Managing change in organisations
change
an alteration of an organisation's environment, structure, technology or people
constant force
opportunity
threat
organisational reality
planned change
intentional change resulting from the deliberate efforts of an agent of change in response to a perceived performance gap
change agent: a person who initiate and assumes the responsability for managing change in an organisation
tragets
technology
work processes
working methods
equipment
structure
coordination mechanisms
reshaping positions
relationships of authority
control development
staff
attitude
perception
behaviour
skills
stages for planned change
Kurt Lewin
phase 2: implementation
spreading and implementation of the processes of change
phase 3: refreezing
anchoring the change in the daily activity of the organisation
phase 1: unfreezing
to be aware of the need for change, development of a more elaborated program for change
types of change
speed of change
incremental
progressive change
radical
brutal change
scope of change
realignment
the organisation can keep the same beliefs despite the change occurring
transformation
requiring a fundamental evolution of established beliefs and behaviours
the situation diagnosis
context analysis
leadership
individuals
protection
availability
scope
capability
speed
diversity
analysis of the various forces
facilitating change
driving
flexibility
autonomous services
sens of emergency
adhocratic configuration
limiting change
restraining
labour unions
baronies
past success from the company
conformism
conservatism
excessive workload
foster forces promoting change & overcome forces that limit change
styles to manage change
PARTICIPATIVE APPROACH
education/communication
information meetings to spread the strategic logic and foster managers' trust
pros
overcome lack of information
cons
time-consuming
adapted to incremental & radical change in the long term
collaboration/participation
pros
significant understanding of the process by collaborators
cons
time-consuming
selected solutions close to already established ones
define the strategy and ensure its development through project groups
adapted to incremental & radical change in the long term
AUTHORITATIVE APPROACH
coercion
pros
adapted to crisis situation
cons
few chances of success if not facing a crisis
use of power & authority
adapted to rapid radical change
directive
pros
transparency
rapidity
cons
collaborators might not be able to understand the strategies and difficult for them to achieve it
top-management team: develop orientations and evolution modes
adapted to radical change
intervention
intermediary step
top-management team
control and coordinate change (delegation of implementation
pros
involvement
monitoring
coordination
cons
collaborators can express the feeling of being used
adapted to incremental & radical change in the long term
stakeholders
top-management team : provide support or constraints to contest change
intermediary managers : spread change within the organisation
leader: origin of change
external stakeholders
new top-managers
consultants
others
Sources
external forces
technology advances
labour market shifts
cycles in the economy
regulatory & legal changes
market dynamics
competition
preferences
market trends
social & demographic shifts
internal forces
strategy modifications
organisational restructuring
leadership change
new technologies
equipment
processes
workforce composition
restructured jobs
compensation & benefits
labour surplus & shortages
employee behaviour & expectations
Resistance
stress
when individuals confront a situation related to their desires for which the outcome is perceived to be both uncertain and important
positive stress
the situation offers an opportunity for one to gain something
negative stress
constraints or demands are placed on individuals
misunderstanding of the interest to change
uncertainty and loss of reference points
fear of personal loss