Organizational Change Summary
Why is organizational change necessary? There are external factors and internal factors
External, namely (1) increasingly sharp competition between organizations, (2) the development of
science and technology, (3) environmental changes.
Internal, namely the incompatibility of structures, systems & procedures, equipment and facilities.
The Nature of Change
● Changes can be in the form of radical changes, namely changes that can change system
components in the organization and incremental changes, namely changes that occur
continuously and have little impact because they are normal changes in an organization.
● Organizational change is the act of switching an organization from the current conditions
to the desired future conditions in order to increase its effectiveness.
Generic Typology of Organizational Change including;
● Adaptive Change is the reintroduction of previously known practices.
● Innovative Change is the introduction of a new practice for the person concerned.
● Radical Innovation Change is introducing a new practice to an existing industry.
Drivers of Change
The forces that can drive change consist of external and internal factors
External Factorsconsists of demographic, technological, basic changes, and socio-political
characteristics.
Internal factorssourced from human resource problems and managerial behavior.
Organizational Diagnostics
● To develop a change plan, it is necessary to carry out an organizational diagnosis.
Organizational diagnosis can be made by the organization concerned or with the help of
external parties.
● Diagnosing the organization by viewing the organization as an open system can be viewed
through 3 levels, namely; (1) Organization as a whole, (2) Working Group/Unit, (3)
Individual.
Main Features of Diagnosis
● Simplicity: The information extracted is not complicated, presented by the consultant to
the client in a way that is easily digested by the client.
● Clarity: The consultant must be able to choose and use a benchmark instrument of what is
happening in the organization that causes the birth of imbalance.
● Involvement: Involving multistakeholders is absolutely necessary.
● Identify Key Factors: Use a set of key variables without distortion or engineering (key
success factors)
Why is organizational change necessary? There are external factors and internal factors
External, namely (1) increasingly sharp competition between organizations, (2) the development of
science and technology, (3) environmental changes.
Internal, namely the incompatibility of structures, systems & procedures, equipment and facilities.
The Nature of Change
● Changes can be in the form of radical changes, namely changes that can change system
components in the organization and incremental changes, namely changes that occur
continuously and have little impact because they are normal changes in an organization.
● Organizational change is the act of switching an organization from the current conditions
to the desired future conditions in order to increase its effectiveness.
Generic Typology of Organizational Change including;
● Adaptive Change is the reintroduction of previously known practices.
● Innovative Change is the introduction of a new practice for the person concerned.
● Radical Innovation Change is introducing a new practice to an existing industry.
Drivers of Change
The forces that can drive change consist of external and internal factors
External Factorsconsists of demographic, technological, basic changes, and socio-political
characteristics.
Internal factorssourced from human resource problems and managerial behavior.
Organizational Diagnostics
● To develop a change plan, it is necessary to carry out an organizational diagnosis.
Organizational diagnosis can be made by the organization concerned or with the help of
external parties.
● Diagnosing the organization by viewing the organization as an open system can be viewed
through 3 levels, namely; (1) Organization as a whole, (2) Working Group/Unit, (3)
Individual.
Main Features of Diagnosis
● Simplicity: The information extracted is not complicated, presented by the consultant to
the client in a way that is easily digested by the client.
● Clarity: The consultant must be able to choose and use a benchmark instrument of what is
happening in the organization that causes the birth of imbalance.
● Involvement: Involving multistakeholders is absolutely necessary.
● Identify Key Factors: Use a set of key variables without distortion or engineering (key
success factors)
