Org Change 09

8/3/2019 Org Change 09

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Senior and Fleming, Organizational Change, 3rd edition Pearson Education Limited 2006

Slide 9.1 Session Nine

A changing future factors for effective changeLearning objectives:

Identify trends in business organizations and areas that

may need to be addressed in the future to managechange more effectively

Recognize that planning for change can be influenced by

internal and external factors that make predictabilitydifficult at times

Provide examples of planned change and unpredictablechange being part of organizational life

Begin to apply the principles discussed in previouschapters to identify and plan for change successfullyusing factors for success planning tool


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Slide 9.2

Some general trends Scase 19991. Individuality

2. Choice

3. Mobility

4. Identity

5. Independence6. Anxiety and risk

7. Creativity

8. Globalization9. Information and communication technologies

10.Bio-technologies

11.Socio-economic inequalities


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Slide 9.3Changes in employment practices

Arnold et al.2005 Structural changes

Working patterns

Workforce characteristics

Workforce skills

Employment choices

Pension schemes


4/11Senior and Fleming, Organizational Change, 3rd edition Pearson Education Limited 2006

Slide 9.4

Demographic changes UK: increase in proportion of older people

Household composition

Fewer births and early retirements


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Slide 9.5

Changing lifestyles Demand for housing

Leisure and sport

Living alone

Men and women

Other parts of the world


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Slide 9.6

Other changes to consider Occupational changes

Changing employment practices and policies

(a)Workforce diversity

(b)Changing patterns of employment

(c)Flexible working

(d)An entrepreneurial economy


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Slide 9.7

Operating virtually In some sectors, operating virtually reflects the increasing emphasis

on the need for workers whose values lie in their knowledge and

ability to innovate in an increasingly global economy

In the future, hierarchical management structures will be less

evident

There is now considerable time spent on research relating to the

effectiveness of working virtually. This supports the notion that the

concepts of the virtual organization and virtual teams arecontinuing to grow

Departing from the bureaucratic model


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Slide 9.8

More changes The changing psychological contract

A paradox


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Slide 9.9

Multiple paths to change

Modernist view

Sophisticated modernist view

Postmodernist view


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Slide 9.10

Comment and conclusionSuccessful change is more likely to take place effectively if thefollowing happens:

1. There is the need for continuous surveillance of the internaland external organizational environments as well as thetemporal environment because, as pointed out in chapter 1,

time itself is a cause for change2. There is the need for change managers and facilitators to

understand the characteristics of situations giving rise tochange and be familiar with the different presenting

characteristics so as not to think incremental change isappropriate when nothing but transformational change will doand vice versa

3. Planning is all well and good, but success is more likely whenplans remain flexible


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Slide 9.11

Key areas to consider in change situations:1. Multiple paths to change

2. The challenge of diversity

3. Empowerment and control

4. Creativity and innovation

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Org Change 09