Slide 9.

Session Nine A changing future factors for effective change

Identify trends in business organizations and areas that may need to be addressed in the future to manage change more effectively Recognize that planning for change can be influenced by internal and external factors that make predictability difficult at times Provide examples of planned change and unpredictable change being part of organizational life Begin to apply the principles discussed in previous chapters to identify and plan for change successfully using factors for success planning tool
Senior and Fleming, Organizational Change, 3rd edition Pearson Education Limited 2006

Learning objectives:

Slide 9.2

Some general trends Scase 1999

1. Individuality 2. Choice 3. Mobility 4. Identity 5. Independence 6. Anxiety and risk 7. Creativity 8. Globalization 9. Information and communication technologies 10.Bio-technologies 11.Socio-economic inequalities
Senior and Fleming, Organizational Change, 3rd edition Pearson Education Limited 2006

Slide 9.3

Changes in employment practices Arnold et al.2005

Structural changes Working patterns Workforce characteristics Workforce skills Employment choices Pension schemes
Senior 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

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

Slide 9.5

Changing lifestyles
Demand for housing Leisure and sport Living alone Men and women Other parts of the world

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

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

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

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 are continuing to grow Departing from the bureaucratic model
Senior and Fleming, Organizational Change, 3rd edition Pearson Education Limited 2006

Slide 9.8

More changes
The changing psychological contract A paradox

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

Slide 9.9

Multiple paths to change

Modernist view Sophisticated modernist view Postmodernist view

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

Slide 9.10

Comment and conclusion

Successful change is more likely to take place effectively if the following happens: 1. There is the need for continuous surveillance of the internal and external organizational environments as well as the temporal environment because, as pointed out in chapter 1, time itself is a cause for change 2. There is the need for change managers and facilitators to understand the characteristics of situations giving rise to change and be familiar with the different presenting characteristics so as not to think incremental change is appropriate when nothing but transformational change will do and vice versa 3. Planning is all well and good, but success is more likely when plans remain flexible
Senior and Fleming, Organizational Change, 3rd edition Pearson Education Limited 2006

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

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