Nature of Change

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Nature of Change
“Organisations are never static, something about them is always changing.” 1. Change is endemic and continuous
2. It doesn’t occur in a vacuum it always effects someone or something 3. Change can be evolutionary or revolutionary
4. It is a critical aspect of effective management
5. The pace of change is increasing Stability is no longer a central management goal The Nature Of Organisational Change
1. There is no ‘one best way’ to change
2. Change is context-specific – depends on the organisation (internally and externally) 3. It is the people within the organisation who really change (behaviours) 4. Change requires significant investments of managerial time & energy as well as financial investment 5. The process of change can be facilitated if not controlled 6. The success rate for change programmes launched within organisations is poor 7. Many commentators put the failure rate at around 70%

Wembley area., Edinburgh Tram, Heathrow Airport Terminal
Some examples of change projects which didn’t go to plan:
Two schools of thought:
1. Continuous change- organisations transform on an on-going basis to keep pace with the changing environment 2. Change as a process of “punctuataed equilibrium:
1 Keeping Step with the environment 2. Organizational performance likely to decline 3. Step change to match prevailing competitive conditions Continuous change = organisations operating in highly competitive environments (hi-tech industries with rapid pace of change and technological advances) (Apple) Punctuated equilibrium = organisations operating in more stable environments Nevertheless, no organisation can stand still in today’s dynamic competitive environment… Change Drivers:

External-> Pestel (swot) and Porters 5 points
PESTEL for new college durham
Political: New convervative government wants free competing between the colleges and universities so they can set the amount of tuition fees as they want. This will save money for the government and influences NCD Economic: GDP is going down dure to economic crises and is worsen with the euro crisis. Leads to rising unemployement (2.6 m/ 1m young people)-> opportunity for NCD (further education) Social: UK attitude: people should study

Technology: colleges alywas look for investment in educational technology (NCD online) Environmental: increasing EU green taxes, college invested in wind turbines for the lights and solar panels (future), heat pumps. Lecutrrers are encouraged to to more work at home to save office space Legal: Pensions, pensions for teachers are lowered to save money: people will have concerns becoming lecurers/teachers Internal: originate from all aspects of the organisation

SWOT
Strengths and weaknesses are often internal to your organization, while opportunities and threats generally relate to external factors. For this reason the SWOT Analysis is sometimes called Internal-External Analysis and the SWOT Matrix is sometimes called an IE Matrix. 1. Can identify from an internal analysis: Strengths and Weaknesses 2. Change happens when sufficient influential people believe there is a performance gap 3. New employees: ‘A new broom sweeps clean’

4. New ideas: creativity,
5. Consider internal strategic capabilities: tangible and intangible resources; unique resources; core competences – sources of competitive advantage Most Drivers come are external; internal are most likely to be accepted.

WHAT IS CULTURE? Henry Mintzberg “Culture is the soul of the organization — the beliefs and values, and how they are manifested. I think of the structure as the skeleton, and as the flesh and blood. And culture is the soul that holds the thing together and gives it life force.” (1978) or.Deal&Kennedy: “The way things get done around here” (Deal & Kennedy, 1982 Culture is The pattern of shared values, beliefs, and assumptions considered to be the appropriate way to...
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