Structure And
Organizational
Change
Dimensions of Organization
Structure
What makes up the term organization
structure
Three components as the core dimensions of
organizational structure are:
Complexity
Formalization
Centralization
Core Dimensions
Complexity : refers to the degree of differentiation that exists within the organization.
There are three kinds of differentiation .
1) Horizontal differentiation : means separation between units.
2) Vertical differentiation : refers to the depth of the organizational hierarchy.
3) Spatial differentiation : it encompasses the degree to which the location of an organization’s facilities and personnel are dispersed geographically.
An increase in any one of these three factors will increase an organization's complexity.
Core Dimension contd.
Formalization : refers to the degree to which jobs within
an organization are standardized.
Change agent
A person who initiates and assumes the
responsibility for managing a change in an
organization
Forces for Organizational
Change
External forces – External forces of changes
include all those factors of macro-environment and
task environment which directly or indirectly affect
the functioning of an organization.
These forces are ---
1.- Social forces
2.- Business & Economic forces
3.- Technological forces
4.- Work environment forces
5.- Political & Legal forces
6.- Competition
ICBM-SBE
PGDM(2008-10)
Forces for Organizational
Change
Internal Changes –
These forces may either be derived from the
change in external environment or may be
management induced forces.
For example – if the management decides to provide a day
care service for the children of working women as to
motivate them, It may be regarded as management
induced force. And if as per the agreement with trade
union the management is forced to construct houses for
its employees it may be considered as derivative force.
ICBM-SBE
PGDM(2008-10)
organizations make major
Radical change:
innovations in the ways they do business
Stages of Radical Change*
Small
Adjustments Incremental Incremental
Degree of Change
Anticipatory Reactive
Change Change
Radical Radical
Anticipatory Reactive
Major Change Change
Transformation
Timing of Change
Before Major Shifts in After Major Shifts in
the Environment the Environment
The Process of Organizational
Change Start
2. Determine the
1. Assess the Performance
Environment Gap
3. Diagnose
7. Monitor the Organizational
Changes Problems
Resistance to Change
Minimizing Resistance to Change
Communication Highest priority and first
strategy for change
Improves urgency to change
Reduces uncertainty (fear of
unknown)
Minimizing Resistance to Change
Communication
Provides new knowledge and
Training skills
Includes coaching and action
learning
Helps break old routines and
adopt new roles
Minimizing Resistance to Change
Communication
Increases ownership of change
Training Helps saving face and
reducing fear of unknown
Employee
Involvement Includes task forces, search
conferences
Minimizing Resistance to Change
Communication When communication, training,
and involvement do not resolve
Training stress
Potential benefits
Employee More motivation to change
Involvement
Less fear of unknown
Stress Fewer direct costs
Management
Minimizing Resistance to Change
Communication
Training
When people clearly lose
something and won’t otherwise
Employee support change
Involvement Influence by exchange--
Stress reduces direct costs
Management
Negotiation
Minimizing Resistance to Change
Communication
Training
When all else fails
Employee Assertive influence
Involvement
Firing people -- radical form of
Stress
Management “unlearning”
Problems
Negotiation • Reduces trust
• May create more subtle
Coercion resistance
Technological Change Organizational Redesign