A company's organizational structure forms the base upon which operational policies are formed. Structure plays a large role in shaping organizational culture as well, and companies may find it necessary to change organizational structure to remain competitive or adapt to changes in the company, industry or marketplace. Involve employees from all levels of your organization in the planning stage.
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 responsibility 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.When organizational strategy changes, structures, roles, and functions should be realigned with the new objectives.
Poor organizational design and structure results in a bewildering morass of. 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.
Chapter 7. Organizational Structure and Change Figure The structures of organizations vary and influence the ease or challenge of organizational performance and change.
WHAT’S IN IT FOR ME? Reading this chapter will help you do the following: 1. Define organizational structure and its basic elements. 2. Nov 06, · No organization design or method of management is perfect. And any form can suffer from a variety of problems that develop because of the design itself.
This is particularly true when a . Organizational structure is the formal design of managerial hierarchies within a company, setting forth both reporting relationships and information flows. A company's organizational structure forms the base upon which operational policies are formed.
Module 2: Organizational Structure, by Pathfinder International, is a concise manual describing pros and cons, together with suggestions for how one might change the organizational structure one has.