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Reorganization: Stability and Continuity As Well As Adaptation and Innovation

This document discusses organizational change and reorganization. It covers topics like stability and adaptation, sources of change like the environment and technology, planned change involving dimensions like effectiveness and efficiency. Planned change can focus on individuals, groups, or the entire organization. It recognizes that organizations need both stability and the ability to adapt to internal and external factors in order to survive.

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Jay Guro
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39 views4 pages

Reorganization: Stability and Continuity As Well As Adaptation and Innovation

This document discusses organizational change and reorganization. It covers topics like stability and adaptation, sources of change like the environment and technology, planned change involving dimensions like effectiveness and efficiency. Planned change can focus on individuals, groups, or the entire organization. It recognizes that organizations need both stability and the ability to adapt to internal and external factors in order to survive.

Uploaded by

Jay Guro
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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REORGANIZATION

Organizations inevitably change because they are open systems in constant interaction
with their environment.

The concept of organizational change will be discussed in terms of the following topics:

 Stability and Continuity as Well as Adaptation and Innovation


 Sources of Impetus for Change
 Planned Change—Dimensions, Process and Focus
 Resistance to Change
 Implementing Planned Change
 Dealing with Differences
 Approaches to Conflict Resolution

STABILITY AND CONTINUITY AS WELL AS ADAPTATION AND INNOVATION

Considerable attention has been focused on the need for organizations to adapt to
changing conditions. It is popular to emphasize the importance of change without recognizing
the need for the system maintenance and stability. Any organization must maintain enough
stability to function satisfactorily and yet not allow itself to become static, ultraconservative, or
oblivious to the need to adapt to changing conditions. A realistic view of organizational change
recognizes that both stability and adaptation are essential to survival and growth.

Stability and continuity are important attributes to the basic functions of organisms or
organizations.

 END and MEANS

Individuals and organizations undergo changes in both ends and means – the goals they
strive for and methods used. Goals such as survival, profitability, share of market,
service to clients, and growth seem to quite stable.

The means of achieving these goals, however, vary because of factors such as
competitive conditions, government regulations, and technological progress. In rare
cases, the opposite is true; means stay the same while ends are adjusted.
 DYNAMIC EQUILLIBRIUM

Management is charged with the responsibility for maintaining a dynamic equilibrium by


diagnosing situations and designing adjustments that are most appropriate for coping
with current conditions.

Dimensions:
 Enough Stability to facilitate achievement of current goals
 Enough continuity to ensure orderly change in either ends or means
 Enough adaptability to react appropriately to external opportunities and demands
as well as changing internal conditions
 Enough innovativeness to allow the organization to be proactive (initiate
changes) when conditions warrant

SOURCES OF IMPETUS FOR CHANGE

The impetus for organizational change comes from many sources. It includes
environmental suprasystem and as well as organizational subsystem (goals and values,
technological, structural, psychosocial, and managerial)

 Environment

Organization change is often stimulated by changes in its environment. Within the


general environment, each organization has a more specific set of factors (its task
environment) that are relevant to its decision-making processes.

Example: Aerospace technology is likely to be more relevant to airplane manufacturer


than for a food processor.

 Competition- is obviously a source of impetus for change. Companies adjust their


strategies and/ or tactics because of new products or services provided by direct
companies.

 Goals and Values

Another impetus for change comes from modifications of the goals of the organization.
Changes in values (what is gold and desirable) are also important because they lead to
changes in goals. Or if the goals remain constant, changes in values can lead to
changes in what is considered “appropriate” behavior.
 Technical

The technical system is an obvious source of organizational change. New methods for
processing material and/ or information have provided dramatic examples.
Mechanization, automation, and computerization the organization.

 Structural

Another source of organizational change is the structural subsystems. Such changes are
related to changes in other subsystems, however, adjustments in structure may be
appropriate when all other aspects are relatively stable.

 Psychosocial

The impetus for change in organizations often comes from the psychosocial system.
Success in achieving organizational goals depends to a great extent in human factors.
The role of psychosocial system is crucial in its relationship to implementing change
stemming from other sources.

 Managerial

In planning and controlling activities, the managerial role involves maintaining a dynamic
equilibrium between the need for organizational stability and continuity and the need for
adaptation and innovation. Managers are central figures in organizational change.

PLANNED CHANGE- DIMENSIONS, PROCESS, and FOCUS

The concept of planned change assumes that the organization in general and the
manager in particular can identify gaps between current conditions and desired conditions on a
variety of dimensions. This overall activity can be termed organization improvement which has
three dimensions that are relevant to the issue: (1) effectiveness, (2) efficiency, (3) participant
satisfaction.

 Individual

Planned change efforts that focus on the individual range from informal
orientation for new employees to elaborate management development programs
for potential top executives.
 Groups

Focusing planned change efforts on teams or work groups is another way to


improve organizations.

 Organizations

A focus for planned change efforts can be the organization as a whole.

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