What are the aspects involved in organizational change?

Reasons for changes in organizational structure: Generally speaking, the reasons for changes in organizational structure are:

1. Changes in the business environment of enterprises, such as changes in the growth rate of national economy, adjustment of industrial structure, adjustment of government economic policies, changes in products and processes caused by scientific and technological development, etc. The organizational structure of an enterprise is a means to achieve its strategic objectives, and the change of the external environment of an enterprise inevitably requires the adaptive adjustment of the organizational structure of an enterprise.

2. Changes in internal conditions of enterprises. Changes in the internal conditions of enterprises mainly include:

(1) Enterprises need to strengthen the technical service department and adjust the technical, production and marketing departments when implementing technical transformation and introducing new equipment.

(2) changes in personnel conditions, such as the improvement of personnel structure and quality.

(3) Changes in management conditions, such as computer-aided management and optimized combination.

3. The requirements of the enterprise's own growth. Enterprises with different life cycles have different requirements for organizational structure, such as small enterprises growing into medium-sized or large enterprises, single-variety enterprises growing into multi-variety enterprises, and single-factory enterprises becoming enterprise groups.

Mode selection of enterprise organizational change: there is a popular understanding of the necessity of enterprise organizational change: enterprises will either implement change or perish. However, this is not always the case. Some enterprises have made changes, but they have accelerated their demise. This involves the choice of organizational change mode. Here we will compare two typical organizational change modes: radical change and gradual change. Radical change and strive for a short time. In order to completely break the initial organizational model and quickly establish the target organizational model, the enterprise organization is completely adjusted, while the gradual change is to realize the transformation from the initial organizational model to the target organizational model through a gradual process through local small adjustments.

First, a radical change.

Radical change can achieve the goal at a faster speed, because the adjustment of the organization by this change model is substantial and comprehensive, which can be described as a large overshoot, so the change process will be faster; At the same time, overshoot will lead to poor organizational stability, which will lead to organizational collapse in serious cases. This is why the organizational changes of many enterprises have accelerated the demise of enterprises. On the contrary, gradual change relies on continuous and small-scale change to achieve the goal, that is, the overshoot is small, but the fluctuation is frequent and the change lasts for a long time, which is conducive to maintaining organizational stability. The two models have their own advantages and disadvantages, and both have rich practices. Enterprises should choose the mode of organizational change according to the organization's bearing capacity. A typical practice of radical change is "all employees compete for posts". Since the reform and opening up, many domestic enterprises have carried out a lot of management innovation and organizational innovation to meet the requirements of market economy. One of them is the practice of "all employees compete for posts". In order to overcome organizational conservatism, some enterprises adopt full vacation in organizational practice. Then, change the mode of competition for posts. This model is a bit extreme, but it reflects profound systematic thinking. Stability is very important to the enterprise organization, but when the enterprise falls into an ultra-stable structure due to poor leadership consciousness and low satisfaction of employees with the status quo, the enterprise organization will tend to be rigid and conservative, thus affecting the development of the enterprise organization. At this time, the small disturbance is not enough to break the stability of the initial state, and it is difficult to reach the target state. "However, it is not enough to just correct it". Only by laying off employees, smashing long-established relationships and interest networks and getting rid of the original attractors can the initial stability be completely broken. Furthermore, through competition, employees' enthusiasm and concern for enterprises can be stimulated. As long as the competition is fair, just and open, it will help to form new attractors and guide the enterprise organization to a new stable state. If such a change is successful, the result will be complete.

In this process, the key is to establish new attractive factors, such as new business objectives, new market positioning, new incentive and restraint mechanisms. If a new attractor cannot be established as soon as possible after breaking the stability of the original organization, then the organization will be confined to a state of chaos or even destruction. It should be recognized that change is only a means, and improving organizational efficiency is the purpose. If we change for the sake of change, it will affect the normal operation of the organization.

Second, gradual change

Gradient is achieved by local repair and adjustment. The original products of an American aircraft manufacturing company only include four types of helicopters. Every helicopter has a special purpose. Technically, no two planes are exactly the same, that is, the products are highly differentiated and standardized. In the fierce market competition, this mode of production is not conducive to achieving economies of scale. In order to gain a competitive advantage, the company decided to change its organizational model. The specific measures are to adjust the merged departments. First, designers of various original models design a basic model, which can flexibly combine various accessories (such as guns, bomb launchers, electronic control devices, etc.). ). To meet the needs of different customers. Then the employees with mass production experience in each branch factory will be concentrated to engage in the production of basic models. Employees who used to be engaged in the production of special parts for various models will still specialize in the production of various accessories according to the new design. In this way, through internal adjustment, it is not only conducive to mass production, but also to meet the diversified needs of the market. Such a change will have less impact on the organization. But also can be partially adjusted periodically until the target state is reached. The disadvantage of this reform method is that it is easy to produce path dependence, which leads to the long-term inability of enterprise organizations to get rid of the shackles of the old mechanism.

Comparing two typical modes of enterprise organizational change, enterprises should comprehensively apply them in practice. When the internal and external environment of the enterprise changes greatly, it is necessary for the enterprise to adopt radical organizational changes to adapt to the changes in the environment, but radical changes should not be too frequent, otherwise it will affect the stability of the enterprise organization and even lead to its destruction. Therefore, between two radical changes, in a longer period of time, the organization should carry out gradual changes.