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what are the different types of organisational changes?
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I. Change relating to work—Work change refers to any alteration which occurs in the overall work environment. People develop an established set of relations with their environment. They learn how to deal with each, how to perform their jobs, and what to expect next. When change comes, it seeks a new equilibrium. When persons are unable to change, the organisation is in the state of disequilibrium. There may be following changes relating to work:
(a) Change in technology—The impact of recent technological innovations has forced management lo take a second look at the organisation, particularly with the advent of modern data processing equipment and automation. When a new technology is adopted by an organisation, this affects employees in many ways. Employees may be required logo for further training; some employees may lose the jobs; or they may have a fear that their efficiency may adversely be affected.
(b) Change in work process—The problem of change is basically a problem of adjustment. Human beings adopt a particular way of working. A change in work process requires a change in the way of working which human beings do not want.
© Enlargement of work-Increase in work-load, number of sub-processes, and responsibility relating to work result in enlargement of work. This provides sometimes added motivation to employees by eliminating work repetition and monotony and by increasing the importance of employees.
The work change affects the organisational equilibrium. It is further complicated by the fact that il does not produce a direct adjustment, but instead it operates through each employee's attitude to produce a response conditioned by his feeling towards the change. Though each person individually interprets change, he often shows his attitude through a group in the form of a common response.
2. Change Relating to Organisation—Organisation change might be in terms of changing organisational objectives, policies, location, form, product lines, managerial personnel, management philosophy, etc. However, changes in organisation structure and organisational relationships affect employees much.
Organisation structure is the pattern of relationship among various positions and among various people occupying these positions. When the 'structure is changed from one form to another form, il changes whole set of relationships, work assignment, and authority structure. (Such relationships under various forms of organisation structures have been discussed earlier.) When any change in organisation structure takes place, employees' authority and responsibility change. However, they do not easily adjust with the changed authority and responsibility.
Besides formal relationships, there is a change in informal relationships. Through informal relationships, employees derive social and psychological satisfaction. Any change which affects the functioning of existing informal relationships is resisted by the employees.
According to Joseph Massie, there are four types of changes in management field— (1) changes in knowledge, information and techniques. (2) changes in scope of management (3) changes in issues and problems facing managers (4) changes in environments.
