managing change
Learning Objectives:
|
Specification:
|
Causes and Pressure for Change
Learning Objectives:
|
Specification:
|
causes_and_value_of_change_powerpoint.pptx | |
File Size: | 4082 kb |
File Type: | pptx |
lewins_force_field_analysis.docx | |
File Size: | 930 kb |
File Type: | docx |
driving_and_restraining_forces_activity.docx | |
File Size: | 412 kb |
File Type: | docx |
Flexible Organisations, Information and Knowledge
Learning Objectives:
|
Specification:
|
flexible_organisations_information_and_knowledge.pptx | |
File Size: | 5591 kb |
File Type: | pptx |
panasonic_lewin_ffa.docx | |
File Size: | 12 kb |
File Type: | docx |
information_and_adapting_to_change.docx | |
File Size: | 35 kb |
File Type: | docx |
unit_10_flexibility_questions.docx | |
File Size: | 803 kb |
File Type: | docx |
|
|
|
The structure of an organisation is an important determinant of how effectively it can both identify the need for change and also respond to the necessary change.
A flexible organisation is one that is able to adapt and respond relatively quickly to changes in its external environment in order to gain advantage and sustain its competitive position.
A flexible organisation is more likely to have adopted what is often referred to as an "organic" structure, as compared with a "mechanistic" structure.
The differences between these two terms are outlined briefly below:
Organic Structures: Characterised by:
Informality
Flexible and fluid (easy to change)
Favours informal (e.g.) verbal communication
Associated with decentralised decision-making & employee empowerment
Find change easier to handle
Mechanistic Structures: Characterised by:
More formality & bureaucratic
Associated with centralised decision-making & supervision
Reliance on formal communication methods
Favours standardised policies and procedures
Little perceived need to change
Greater resistance to change when implemented
A flexible organisation is one that is able to adapt and respond relatively quickly to changes in its external environment in order to gain advantage and sustain its competitive position.
A flexible organisation is more likely to have adopted what is often referred to as an "organic" structure, as compared with a "mechanistic" structure.
The differences between these two terms are outlined briefly below:
Organic Structures: Characterised by:
Informality
Flexible and fluid (easy to change)
Favours informal (e.g.) verbal communication
Associated with decentralised decision-making & employee empowerment
Find change easier to handle
Mechanistic Structures: Characterised by:
More formality & bureaucratic
Associated with centralised decision-making & supervision
Reliance on formal communication methods
Favours standardised policies and procedures
Little perceived need to change
Greater resistance to change when implemented
Barriers to Change
Learning Objectives:
|
Specification:
|
barriers_to_change_powerpoint.pptx | |
File Size: | 2022 kb |
File Type: | pptx |
kotter_and_schlesinger’s_change_model.docx | |
File Size: | 26 kb |
File Type: | docx |
kotter_and_schlesinger.docx | |
File Size: | 2770 kb |
File Type: | docx |
managing_change_activity.docx | |
File Size: | 89 kb |
File Type: | docx |