Process-based Change, Restructuring, Managing Change in Organisations, MS-25

Briefly discuss the reasons for the process-based change. Enumerate your experience about the change process that your organisation or an organisation you are familiar with which has undergone a large-scale restructuring programme.

Change is a process, which progress over a period of time. Whilst change itself always carries with it improbability, the process of change should be managed by an effetive plan, unambiguous rules, processes, protocol and system. Educational researches have defined the change process for both organisations and individuals as :
•        Change is not a single event, it takes time to plan for change, try new practices, and incorporate new programs effectively.
•        Change can energize, act as a catalysts and build a sense of community.
•       The process of change may not be empraced at all conflicts are a natural part of the change process.
•        Change begins with the individuals and will not be manifested in organisation until individuals believe in the change and understand the reason which promted change.
•        Involvement in the change process is individualistic and ultimately the responsibility of each person within the organisation.
•        When individuals have cleased defined goals and expectation along with an understanding that the change can be effective, success and more acceptance of the change process can occur.
Reasons for the process change : (i)     Reengineering:
•        Fundamental rethinking
•        Redical redesign
•       Process
•        Deamatic Improvement
•        Measures
•        Return Risk
(ii) Process:
Work ordering

Reegineering and organisational change :

Indicates the important attached in the BPR paradign to deep and redical change. BPR involves the total creative rethinking of one or more of a company's business processes. The process of reengineering itself has no fixed rules identified common themes found in reengineered process. Some of these include.

Several Jobs are combined into one :
Work normally performed by a number of specialists in different functional departments can now be performed by one individual or team. Through shared databases and decision support systems this generalist had access to all the required information and expert systems make a sound decisions.
Workers make real decisions :
They have full grasp of the entire process and can tak responsibility if a customer is dissatified. Creativity, ability to work independently and a sense of responsibility are required attributes of this new worker. Managers act more as coaches than bean counters."
Work is performed where it makes the most sense :
A product development development team, for example, instead of being spread out over multiple locations and departments is now under one roof or group. When a team member makes design changes those changes are immediately propagated to other team members for review.
Checks and controls are reduced, reconciliation and the associated over-head is minimized:
For example in the case of ford motor company invoices are no longer reconcilied with what is shipped because a shipment is not received unless it agrees with the orginal invoice. Further, suppliers are not paid until their parts are actually used in production, thus forcing the supplier to deliver, quality and to be in tune with ford's production schedules.
A case manager provides a single point of contact:
When a customer calls with a complaint, one person is responsible and takes ownership for the resolution of tht complaint. BPR involves significant organisation change and that managing the change process must therefore be critical to the success of such undertaking with all its major implications.
Cultural Change :
Many of the BPR writers of commentators address the cultural illues in more than one way. The social scientists, see culture, or at least the neglect of people, as an inhibitor to effective implementation of BPR.
Changing Role of Empployees :
Reengineering alos needs change in the behavior of employees, their mindset, attitudes etc. BPR change their behaviour and are self managed. They also advocate for empowering staff, encouraging team working and developing a communications programme.
Changing Role of Leaders :
Despite a reduction in managerial layers there is still a role for leaders.
Our experience about the change process that our organisation with which has undergone a large-scale restructuring programme. I will stress more on TQM because if the quality is good then management also works. Any quality approach used by an organzation must be treated as an organisation change success in implementing TQM and receiving a return on investment depends upon understanding positioning and managing and managing TWM as a large-scale organisation change. TQM does impact management. TQM is an organisational strategy with accompanying techniques that deliver quality products and/or services to customers. TQM is also defined as "an integrated organisational approach : TQM methods which need large-scale organizational changes : (i) Desing of Experiments (DoE) (ii) Purpose
(iii)   Quality Function Deployment (QFD) (iv)    Just in Time (JIT) (v)    Zero Defects (vi)    Concurrent Engineering (CE)
ISO 9000 series were developed by international organisation for standardisation (ISO) a specilised international agency for standerdisation composed of the national standard of 91 countries in the year 1987. It ensures consistent quality for customers ISO 9000 certifications indicates that a company perform a minimum level of quality.
(a)     Management responsibility.
(b)     Quality System.
(c)     Contract review
(d)     Design control
(e)     Document contorl
(f)     Process control
(g)     Quality records
(h)    Internal quality audits
(i)     Training
(j)      Servicing
(k)     Statistical techniques