Organisational Structure and Change

Changes in the workforce's age, makeup, and expectations that require companies to adjust policies and practices.

The rapid pace of technology development forces companies to adapt continuously to stay competitive.

Companies operating globally face opportunities and challenges. They need to manage diverse workforces and adapt to different cultural contexts.

Changes in market demand, competition, and economic factors force companies to adjust their strategies and operations.

Successful start-ups need to change their structure and processes to keep up with their rapid growth.

Underperforming companies need to transform themselves to improve, even if they are successful.

The framework that defines how individual and team tasks are coordinated within a company. It outlines reporting relationships, communication channels, and how actions are linked together.

The process of creating or improving the organizational structure of a company. It's a key management function.

The degree to which decision-making power is concentrated at higher levels in a company.

The degree to which decision-making power is distributed to lower levels within a company.

The extent to which rules, policies, procedures, and job descriptions are written and clearly defined in a company.

An organizational structure with many layers of management between frontline employees and the top level.

An organizational structure with fewer layers of management, allowing for more direct communication and employee empowerment.

An organizational structure that groups jobs based on similar functions, like marketing, finance, and operations.

Change often disrupts established routines and practices, leading to discomfort and a sense of unease.

Some individuals are more open to change than others. Personality traits such as Openness to Experience, self-concept, and risk tolerance can influence how people perceive and react to change.

Change often brings feelings of uncertainty about the future, job security, and roles and responsibilities, leading to anxiety and resistance.

Individuals may worry that their skills and performance will be negatively affected by the change, leading to reluctance to embrace new systems or processes.

People are more likely to resist changes that they perceive as negatively affecting them personally, such as a loss of power, status, or control over their work.

Frequent or poorly managed changes can lead to exhaustion and cynicism among employees, making them less receptive to future change initiatives.

Change can alter power dynamics within an organization, leading to resistance from those who fear a reduction in their influence or authority.

Instead of dismissing those who resist, it is important to actively listen to their perspectives. They may raise valid concerns or offer insights that can improve the change process.

A highly centralized and formalized organizational structure with clear lines of authority and strict rules. It emphasizes efficiency and control.

A decentralized and flexible organizational structure with less formalization, broad job descriptions, and communication flowing freely.

A combination of functional and product structures, where employees report to both a functional manager and a project manager.

Suitable for new businesses due to its clear structure, roles, and communication lines, providing a foundation for early operations.

Can be rigid and resistant to change, making it unsuitable for dynamic environments requiring adaptation and innovation.

Can inhibit entrepreneurial action and individual initiative, leading to lower employee motivation.

Conducive to innovation and entrepreneurship, fostering flexibility and employee empowerment.

Enhances information flow and collaboration among departments due to the need for coordination between functional and project managers.

The initial stage of change management where the need for change is established and resistance is minimized.

Explaining the change process to employees, including what, when, and why, to increase buy-in and reduce anxiety.

Convincing stakeholders that change is crucial for the organization's survival or success.

Gaining support from influential individuals who can champion the change and influence others.

The implementation phase where the planned changes are put into action.

Offering ongoing emotional and practical assistance to employees during and after the change process.

Stabilising the new state of affairs, solidifying new behaviours and norms.

Sharing the positive outcomes of implemented changes to reinforce their value and encourage continued adoption.

Making small, gradual changes to improve something instead of making drastic, sudden changes.

Including those affected by the change in the planning process to gain their buy-in and reduce resistance.

Establishing a history of successful change proposals to earn trust and minimize doubt about your new ideas.

Supporting your ideas with data, research, and evidence to make them more convincing and reliable.

Framing your change proposal around the big picture benefits and vision for the future, rather than just focusing on immediate impacts.

Identifying the root causes of resistance to change, such as fear, extra workload, or negative impacts.

Some people are naturally more resistant to change, especially those who are less open to new experiences or have low self-esteem.