How to Convert a Traditional Organization to a Learning Organization

conference is the sharing of in remainsationrmation for a variety of purposes including informing, persuading, motivating orinfluencing.thither be two general ship slewal of delivering the information clod and unaffixed dialogue take. ball parley in the Work come outrank dinner gown confabulation is organized and managed information that is sh atomic itemise 18d with relevant individuals in straddle to secure coordinated makeion throughout the form. Formal intercourse channels ar based on an individuals role in the organisation and distributed in an organized way according to the graphicized chain in dumbfoundmental charts.Typically, imposing confabulation leads d avowward from executives to directors to managers to staff regarding fraternity direction and study and upward from staff to managers to directors to executives in the form of data and reports. The dialogue flowing through these channels iss pecific to the theorizes and departments. much(pr enominal)(prenominal) dinner gown talk is nearly established and planned. For example, reports and data from staff argon organized atomic number 18 biggerly submitted prescribed templates and according to a set schedule.Communication foc utilise on a comp boths schema and direction, which originates from caller executives, is funnelled through the brass sectional chart and kindd in such a way to be relevant to each department and manager. What starts out as high-level chat on incorporate strategy inescapably to be legal opinion out through homework sessions so that the confabulation provides direction and is actionable for the individuals who apply the tasks of the strategy.The give away the dialogue the better giveees and staff exit lowstand what is expected and required of them. advertisement legislate Better, Lead Better Successful mess be good communicators. Enhance your communciations skills with the guide to Being an telling Communicator. In baronial Communication in the Workplace On the other hand, unceremonial dialogue in the workplace satisfies a variety of necessitate, particularly social and emotional, and are not based on the positions individuals occupy deep down the establishments.As a result, the talk is not managed or planned in any organized fashion. Its much(prenominal) than(prenominal) relaxed, casual and tends to be spread by word-of-mouth promptly throughout a department or makeup because its not restricted to approvals and an established path of distribution. Probably the roughly common call used for the slack communication in the workplace is grape vine and this communication that is bm through the organizational grapevine is much consideredgossipor rumour.While grapevine communication stern spread information quickly and pile easily cross established organizational boundaries, the information it carries finish be lurchd through the stinger or exaggeration crucial details thus ca victi misation the information inaccurate even if its based on truth. The use of the organizational grapevine as an in testis communication channel often results when employees feeling threatened, defense myopic, or when the organization is experiencing motley and when communication from management is restricted and not forthcoming.When used with thought and planning, however, thither are several advantages of grapevine communication. It rotter * spread information quickly throughout an organization * serve a social purpose * reduce stress and anxiety * flush toilet be used to identify problems or lack of satisfaction in the workplace While the organizational grapevine can never be eliminated, even if there are several advantages of grapevine communication, it can be rock-bottom by removing the need for information. Managing the grapevine can be partly achieved by providing information through good, strong ommunication such as * supplying sufficient information through the stiff communication channel more or less(predicate) the concerns that are of importance to employees and staff * present as much f factual information as contingent as soon as it is obtained * backup information coming on a well-ordered understructure especially during times of reposition when the employees are stressed and wondering whats discharge on. Daily communication with them will reduce the pressure of uncertainty. * open the lines of the formal communication channels to receive feedback and concerns. Respond to these as quickly as possible.If concerns are submitted from staff and no response is prone by management, rumours through grapevine communication will begin to fill in the communication gap which was created by management. Formal / informal communication channels exist in every organization. Formal communication requires thought and planning introductory to distribution informal communication, however, usually succeeds on its own mostly because of the very outl etive grapevine. While there are several advantages of grapevine communication, managing the grapevine similarly requires thought and planning.Even so, its very difficult to validate informal communication, therefore, the best way to cut the grapevine is to provide accurate, respectful and timely formal communication. http//basiccollegeaccounting. com/2009/05/understand-the-difference-between-formal-and-informal-communication/ baronial chat * Communication sop ups place through the formal channels of the organization structure along the lines of authorization established by the management. * Such communications are generally in writing and whitethorn take any of the forms policy manuals procedures and rule books memoranda appointed meetings reports, etc.Advantages & Disadvantagesof Formal CommunicationTheadvantagesof formal communication are * They help in the fixation of responsibility and * Maintaining of the office relationship in an organization. Thedisadvantagesof forma l communication are * Generally time consuming, cumber few and * Leads to a good deal of distortion at times. INFORMAL COMMUNICATION * Communication arising out of al those channels of communication that fall outside the formal channels is cognise as informal communication. *Built around the social relationships of members of the organization. * daily communication does not flow lines of authority as is the case of formal communication. * It arises repayable to the personal demand of the members of n organization. * At times, in informal communication, it is difficult to fix responsibility about accuracy of information. Such communication is usually oral and whitethorn be covered even by simple glance, gesture or smile or silence. http//www. easycommunication. info/what-is-informal-communication -WHAT IS INFORMAL COMMUNICATION? Informal communication arises out of all those channels that fall outside the formal channels and it is a standardised k instantlyn as grapevine. It is established around the societal affiliation of members of the organization. Informal communication does not follow authority lines as in the case of formal communication. Informal communication takes place due to the individual needs of the members of an organization and subsists in every organization. Normally, such communication is oral and may be expressed even by simple glance, sign or silence.Informal communication, is implicit, spontaneous multidimensional and diverse. It oftenly industrial plant in group of multitude, i. e. when one person has nigh information of interest he passes it on to his informal group and so on. An organization can make efficient use of informal channels to beef up the formal channels of communication. It acts as a valuable purpose in expressing certain information that cannot be channeled via the authorised channels. It satisfies the quite a little desires to identify what is happening in the organization and offers an opportunity to express dreads, worries and complaints.Informal communication as well facilitates to ameliorate managerial decisions as more throng are involved in the process of decision-making. Inspite on many advantages, informal communication has certain disadvantages. Informal communication contains facts, deceptions, rumors and unclear data. The informal channels of communication may transmit completely imprecise information that may harm rather than help an organization. In addition, it is impossible to fix the responsibility for its origin or flow of information. However, for the efficient running(a) of any organization both formal and informal communications are required. ttp//www. typesofcommunication. org/communication/verbal-communication/formal-communication/ Formal Communication Formal communication can be considered as communication efforts that are dressed up to fit customary rules and observation For example, in a create verbally earn, the formal communication style will demand that the layout of the piece of written communication follow a specific format that take ons the date, header, salutation, body of the letter, close, signature lines and any indicators of enclosures all position neatly upon company letterhead or personal stationery.By contrast, an informal piece of written communication can be as simple as a jotted note to a booster on a lacerated slip of paper Formal communications are mostly written, although they may now also include formal presentations that are on computer disk, video tape or DVDs, MP3 presentations and other similar electronic reproductions of written communications. Other forms of formal communications include refreshedsletters, legal advisories, invitations, awards, and letters of congratulations.Non-written formal communication devices are in-person communications in the forms of departmental meetings, telephone calls, conferences and special interviews. several(prenominal) publications that are devoted to a special purpos e, such as a companys annual report, are formal communications. at that place is a non-verbal component to formal communication as well. The style and manners of the presenter dictate the formalities of a meeting, and this can be immediately look inton at the time of introduction of a speaker.Some elements of non-verbal formal communication include main(prenominal)taining a certain distance from others, standing above the crowd, speaking in formal tones and using formal means of address to others, such as Mister or Doctor when calling upon others. Colloquialisms, which are innocent(p)ly used ininformal communication, are not present in formal communications. Proper face or another language is spoken. Formal communications will follow a chain of demand in the flow of the communication, either upwards to or down from managers.The use of formal communication is more prevalent in highly technical areas where a message must be exact and specific, divergence no room for misinterpr etation. The written communication is carefully thought out, and planned for a certain effect or result. It often is written in a third person non-personal phonation of he, she, it, and they rather than I or you voices. Grammar, spelling and layout are important for written communications, and for spoken communications there is an emphasis lay on the quality of the speech voice and pronunciation.Some formal communications are congratulatory, others can be informatory or informational. Legal papers follow a tightly formatted layout that is customary within the professional and astray used by others. Likewise, scientific research papers apply a customary format to follow. any written communication that is expected to adhere to particular rules can be considered to be formal communication, and the actual tone of the piece may range from friendly to threatening. It can be more demanding and imply expectations to the receiving system that should create desired results. ttp//www. co mmunication-type. com/what-is-formal-communication/ The messages which are circulating on regulated, preset channels, of an organization are creating theformal communication. The center of the communication is related to the organizations activity, to the work and to anything which is related to those. Theformal communicationcan constitute in verbal messages, nonverbal messages, written, under the shape of letters, telephone messages, radio messages, printed, national notes. Even some gestures can consist informal communication.The messages are transmitted by the authorized ones on official channels, these arrive to the ones who need to react, to people or machines which need to know the content of these messages. Usually, allformal communicationsare recorded and kept in the organizations evidence. Are retained copies of these by the transmitter, by the receiver, by all of the desks from the organization which need to know and keep the information. Examples offormal communication sare sacrificen by work commands, reports and financial evidence, reports over sells / inventory, statements referring to the companys policies, post descriptions, etc.Theformal communicationcan sometimes take place on the horizontal, along the parallel directions of authority. Theformal communicationnetwork from an organization along with the keeping spaces of these communications, are serving to more purposes. It defines the channel on which will be sent important messages. It will be created a transmitting plan of this information, both for the transmitter and for the receivers. It will be indicated the direction towards the persons who will react and to the persons who need to be informed about these actions, their go and esult. It offers an information storehouse space which will be necessary on planning the operations and control. It is created an ordered system for the superiors and subordinates, in order to keep each other informed constantly. Theformal communicationnetwo rk is formed out of formal channels, created by setting a formal system of responsibilities according to the hierarchical structure of the organization. The meliorate network is the one which contains communication channel from bottom up, downwards and horizontally.Often the direction of horizontal communication is absent or it is inefficient and in this way the accuracy of the information decreases. The situation is appearing because of the lack of aeonian circulation of the information between departments, although this is vital for the organization in conditions of existent competition, or the lack of specialists in organizational communication. The downwards communications, from top to bottom, is performed by the manager to the subordinates. There are transmitted pro kens and instructions, are determine the employees responsibilities.In an efficient organization, this type of communication has its purpose in motivating the employees, their continuous information about policy , goals and organization strategy. The periodicity is important because it ensures the constant communication. Sometimes this type of communication is gaining a preferred tempt, moving all towards the employees, considered as having priority responsibilities. It can have place even when completely the manager is transmitting orders and instructions to the employees, without existence too preoccupied about their information.If the organization is in ever-changing, the downwards communication must be used to channelise opinions, attitudes, to waste restrictions and fear towards misinformation in order to confirm the employees to comply with these changes. This type of communication requires a feedback. That is why it is completed with bottom up communication, from the employees to the manager. These, as they understand the downwards communication, can blow over their answers. The manager must pay attention to the information he receives, conveys to the employees tendency to say only good stuff to the boss it may appear the deliberate misinformation. ttp//ezinearticles. com/? Informal-CommunicationHow-It-Differs-From-Formal-Communication&id=5129153 Informal Communication How It Differs From Formal Communication oth informal communication and formal communication take place in any organization whether it be vocation or our personal family lives. tho we need to recognize the difference. Informal communication is casual and spontaneous, whereas formal communication is more thought-out and watchful from learned watchs or organized training that present rules and conventions authoritated by business organization and formal etiquette.Informal communication comes from communication activities outside of those formally learned at home base through discipline, or at school through education, or in business through our own personal experiences and formal training. It falls under the social communication of grapevines and rumors, casual conversations and inter -relational activities outside of the formal or public arenas. We do not behave the same way at work as we do at home or at play. I forever and a day say that people are at their best at work. We really dont know someone until weve stayed with them outside of work for a few days-or a few hours even, with some people.Informal communication may not be as reliant as formal communication where more accountability is expected. In an organizational setting, such as business, or association and the like, communication is connected with official status-quo or protocols of the formal channels of structure and civilization which the line of manager/subordinate reporting system is expectedly accepted. In order to understand informal communication, we need to understand formal communication and then hit that informal communication is what takes place without the formal addition of convention and ceremonies.In business the different forms of formal communication include departmental function ality, activities taking place within meeting and conference settings, verbal and written communication through telephone, memos and bulletins, etc. It is safe to also recognize that informal communication may be vulnerable to being deceptive and imprecise in its casualness conscious or unconscious. In a formal setting, people take the time to recognize the consequences of transmitting any disparage or incomplete information. But in an informal setting, the quality of communication may be affected by the more relaxed or careless attitude or behaviour.However, both formal and informal communication is found in an organization, depending on the level of business experience and training one possesses in his or her personal life. An organization can make efficient use of informal communication by confirming and affirming that which is being communicated by the primitive or less trained individual Informal communication, like formal communication can be expressed verbally or non-verba lly by words, tone of voice, signs such as glances and gestures and even silence.For the purpose of utile communication, one needs to identify and affirm anything that may be communicated, if unsure of the true meaning idler the communicator. Article Source http//EzineArticles. com/5129153 http//www. blurtit. com/q616802. html Formal communicationis when people use the rules of language in a conversation or in writingformat. In a conversation, it would be more likely for you to useformal communicationwhen in aninterviewor writing a letter to a business or peradventure work. Informalcommunicationis when people do not use the rules of language and may use buzzword in conversation.It would be more likely for you to use informalcommunicationwhen you see a friend on the streets and you have a chat. It would also be informal like chatting on MSN or Facebook. The main difference between formal and informalcommunication, aside from the language that is used, is the setting in which we u se them. Formal communicationwould be used in a formal setting wherecommunicationefforts are dressed up in order to impress. For example, in aninterviewto get into University, you would not use slang or colloquialisms. Informalcommunicationis of course the opposite of formal.When using informal language, the rules of language that are applied toformal communicationare not applied so people use many more colloquialisms and oftenslang words. This form ofcommunicationis most commonly used face to face between a friend of congenator although due to advancements incommunicationtechnology, informal language is now used in texting, talkingon the phone, on social networking sites or an instant message conversation. Other examples offormal communicationcan also be non-verbal for example in a letter.In this circumstance and in others, it is important to address people in the correct way for example, Sir, Madam or Doctor. When beginning a letter to a person you do not know, you must start wit h To Whom it may concern. When in a formal situation such asat workor in aninterview, some people tend toadopta more formal tone of voice. Forformal communicationin written form, impeccable grammar and spelling is a must. For spokecommunication, agreat dealof emphasis is placed on the quality of the speaking voice and correct pronunciation.We use informalcommunicationthroughout most of our days. You may greet your friends or relatives with a hug or kiss rather than a formal handshake. You will become much more relaxed around these people and not feel the need to make an effort with your voice. You will be less careful with your language choices and more inclined to use colloquialisms and perhaps even slang, if you are around your friends. You will often use informal communication when you know people well such as freind and family. Some friends or family memebers may use terms that only their own group would understand.Local groups might have their own ways of speaking, for example some people in sothern england might say things like hi you mate, hows it going?. if you belong in this group, you will appreciate this as a warm friendly greeting. Formal communication is for example, at a hospital reception you might expect the receptionist to say somethin likegood morning. How can I help you? this formal communication might be understood by wide range of peole. Formal communication also shows respect for others. nformal communication would be like what we are doing here, online chatting or just having a conversation with a friend.Formal Communication would be writing a business or other letter within the guidelines of that genre. Such as a cover letter for a resume, or a thank you letter or note for a present received. http//www. easycommunication. info/formal-communication - FORMAL COMMUNICATION Websites Designing entrance to mysqlSoftware Development Indiahome broadband offersServiced Offices in London Formal communication is that which is connected with the formal organizational arrangement and the official status r the place of the communicator and the receiver. It moves through the formal channels magisterially accepted positions in the organization chart. Formal communication is mostly in black and white. Formal communication can be defined as, A presentation or written piece that strictly adheres to rules, conventions, and ceremony, and is free of colloquial expressions. It connotes the flow of the data by the lines of authority formally acknowledged in the enterprise and its members are likely to communicate with one another strictly as per channels constituted in the structure.Thus, it is a purposeful effort to influence the flow of communication so as to guarantee that information flows effortlessly, on the nose and timely. It emphasizes the essence of formal channel of communication. The different forms of formal communication include departmental meetings, conferences, telephone calls, company news bulletins, special inter views and special purpose publications. The main advantage of formal communication is that the official channels facilitate the habitual and identical information to communicate without claiming much of managerial attention.Essentially, executives and mangers may devote most of their precious time on matters of utmost significance. But at the same time, the weakness of formal communication should not go unaccounted. Communication through channel of command greatly obstructs free and uninterrupted flow of communication. It is, generally, time consuming, cumbersome and leads to a good deal of distortion. 3http//management. about. com/od/begintomanage/tp/newmgrmistake. htm Managing can be a little difficult at first. A recent poll found that more than 50% of managers received NO training before starting the phone line.Here is a list of the most common mistakes new managers make so you can avoid making them too. (If you think I missed one, use the Readers Respond link at the bottom to add a new one. ) 1. Think you know everything. If you were just promoted to Production Manager, you may feel you know everything about production. Even if that were true, and it isnt, you sure dont know everything about the most important part of your new job, managing people. Listen to the people around you. Ask for their introduce when appropriate. Keep an open mind. 2.Show everyone whos in charge. Trust me, everyone in your group knows who the new manager is. You dont have to make a big show about being the boss. You do, however, have to demonstrate that, as the boss, you are making a positive difference. 3. Change everything. Dont re-invent the wheel. sound because the way something is done isnt the way you would do it, it isnt necessarily wrong. Learn the difference between different and wrong. 4. Be afraid to do anything. Maybe you didnt ask for the promotion. Maybe you are not sure you can do the job.Dont let that keep you from doing the job the best you can. Upper manageme nt wouldnt have put you into the job if they didnt have confidence that you could handle it. 5. Dont take time to get to know your people. Maybe you worked alongside these people for years. That doesnt mean you know them. Learn what makes them excited, how to motivate them, what they fear or worry about. Get to know them as individuals, because thats the only way you can soundly manage them. Your people are what will make or break you in your quest to be a good manager.Give them your attention and time. 6. Dont waste time with your boss. Since he/she just promoted you, surely he/she understands how busy you are and wont need any of your time, right? Wrong. Your job, just like it was before you became a manager, is to help your boss. Make sure to budget time to meet with him/her to both give information and to receive guidance and training. 7. Dont worry about problems or problem employees. You can no monthlong avoid problems or hope they will work themselves out. When something com es up, it is your job to figure out the best event and get it done.That doesnt mean you cant ask for others input or assistance, but it does mean you are the person who has to see it gets taken care of. 8. Dont let yourself be human. Just because you are the boss doesnt mean you cant be human, that you cant laugh, or show emotion, or make an occassional mistake. 9. Dont protect your people. The people in your group will be under pressure from every direction. Other departments may want to blame you for failed interfaces. Your boss may want to knock down all the unpleasant jobs on your department. HR may decide the job classifications in your area are overpaid.Its your job to stand up for your people and make sure they are treated as plumb as possible. They will return the loyalty. 10. Avoid responsibility for anything. Like it or not, as the manager you are responsible for everything that happens in your group, whether you did it, or knew about it, or not. Anything anyone in your group does, or doesnt do, excogitates on you. You have to build the communications so there are no surprises, but also be prepared to shoulder the responsibility. It goes hand-in-hand with the authority. 3. http//www. ehow. com/info_8423578_implications-organizational-change. tml Implications of Organizational Change A static environment can quickly antiquate an organization. Therefore, change is a constant and necessary requirement for organizations to stay competitive and survive in this volatile world-wide economy. Organizational change can help streamline business processes and eliminate redundant systems or groups. However, it can also have negative consequences. To minimize the negative impacts, strategical change in an organization should always seek to achieve advancement in both business and employee performance.The overall change process should reflect a win-win situation for both the organization and its employees. The Process of Change * To implement sustainable orga nizational change, companies employ a three-prong formd approach. The most important and difficult phase of the process is unfreezing, which involves identifying and unlearning wrong past behavior that are sometimes ingrained in an organizations culture. The most significant indicator of success at this phase is employee acceptance. If an organization manages employee immunity promptly and effectively at this stage, it will ensure the success of the next two phases.The arcminute phase, changing, involves replacing past behavior with new behavior through significant redevelopment and training. Refreezing, the final phase of the process, reinforces and sustains the new behavior through continued visibility and measurement of success. One reinforcement technique is the involvement of a praise and reward system. Praise and reward systems elicit high performance and motivate employees to take in change. Employee Resistance to Change * A changing organization should not ignore the hu man element. It is important to change business activities within a company.If employees are not involved or are not unstrained to accept change, the process is likely to fail. Employees resist change because they are afraid that to lose a job or have to take on additional responsibilities that an employee is either unqualified or unequipped to handle. using encouraging and inspiring techniques to implement change demonstrates to an employee that she is not being forced to accept change, but is an intrinsical part of the process. An employee feels like a significant contributor in the work place environment when he is part of a successful revolution. * Sponsored Links Change Mgmt Training Certification training to manage the people side of change www. change-management. com Employee dischargeover * After a major reorganization, businesses typically undergo some employee turnover. An employee may feel that the environment is too unstable and might seek employment elsewhere where she feels more secure. richly employee turnover can severely affect an organizations productivity due to loss of skilled workers and the need to conjure up and train new people. Sometimes the loss of resources can also result in loss of business revenue as an employee may take key accounts with him.To abate employee resistance and turnover, an organization should initiate a deliberated change management process that explains the significance and implications of the change and guides employees afterward. Deteriorating Work Climate * Organizational changes that lead to ambiguity and job uncertainty create a declining work environment, which can negatively affect the economic wellness of an organization. The most detrimental impact is mortality, which is a clear sign that a business transformation has at rest(p) horribly wrong.An organization can die when change occurs too quickly or erratically. In a deteriorating environment, employees become self-preserving, less productive, unm otivated and fearful. Avoiding ineffective changes and implementing positive ones will promote a productive corporate culture and prevent organizational death What could it have done differently to facilitate the changes? * Ensure that the syllabus for change are fully understood through consultation with those involved * Develop communicate a vision with credible and honest explanation of why change is required. Determine of what needs to occur to move from the current to the future scenario. * forge implementation period carefully. * Determine how the change process will be overlaid on day to day activities * Involve the people impacted by the change in the planning process such as their commitment and motivated to support the change. * Define communicate objectives, responsibilities and timescales carefully. * Seek advice on implementation methods and timescales from expert. Meet with others who have implemented change and learn from them http//humanresources. bout. com/od/ch angemanagement/a/change_planning. htm Planning and outline in ChangeManagement While theexecutive vision and support, clearly communicated, is important, it is not enough. More wakeless approaches to planning and analysis need to occur to encourage effectivechange management. * pass judgment the readiness of your organization to participate in the change. Instruments are available to help you assess readiness, as well as qualitative information from internal or external staff and consultants. Answer questions such as these.What is the level of trust within your organization? Do people feel generally positive about their work environment. Do you have a history of opencommunication? Do you share financial information? * These factors have a fearful impact on peoples acceptance of and willingness to change. If you can start building this positive and collateral environment prior to the change, you have a great head start on the change implementation. * Turn the change vision into an overall plan and timeline, and plan to practice for stipulationess when the timeline encounters barriers.Solicit input to the plan from people who own or work on the processes that are changing. * Gather information about and determine ways to communicate the reasons for the changes. These may include the changing economic environment, customer needs and expectations, vendor capabilities, government regulations, state demographics, financial considerations, resource availability and company direction. * Assess each potential impact to organization processes, systems, customers and staff. Assess the risks and have a specific improvement or mitigation plan developed for each risk. Plan the communication of the change. People have to understand the context, the reasons for the change, the plan and the organizations clear expectations for their changed roles and responsibilities. Nothing communicates expectations better than improved measurements and rewards and recognition. * Deter mine the WIIFM (whats in it for me) of the change for each individual in your organization. Work on how the change will affect each individual directly, and how to make the change fit his or her needs as well as those of the organization. Some respondents found the development of a theoretical underpinning for the change effective in helping individuals understand the need for change. * Be honest and worthy of trust. Treat people with the same respect you expect from them. Effective change management can help you successfully implement any change necessary for your future prosperity and profitability. 4. http//smallbusiness. chron. com/happens-organization-changes-its-strategy-2690. html What Happens When an Organization Changes Its Strategy ?Strategy is the term given to the overarching goals and objectives of a business. Strategy decisions affect what line of business a company is in, who it serves and how it serves them, as well as how the company operates internally. It an be di fficult to predict exactly what will happen when an organization changes its strategy, but companies experience a number of common positive and negative effects when going through a strategic transition. Sponsored Link Leadership Development Program in SG in Feb. For Mid-level Managers from US$7660. Find out now www. ccl. rg/APAC Significance Organizational strategy guides all managerial decisions from the front line to the board room. Strategic plans act as a roadmap that helps businesses to achieve the grand vision of their owners and top-level executives in practical ways. Changing an organizations strategy can change the way the organization operates, altering everything from organizational structure to the daily routines of employees. Process The process of changing a corporate strategy can be broken down into four distinct steps planning, implementation, monitoring and review.In the planning stage, managers form their strategic vision into concrete, time-bound goals and object ives. Research and testing are vital in the planning stage, as managers attempt to gain as much information as possible about the viability of the change. The implementation phase sees the change put into action according to the plan. Monitoring is a less of a phase and more of a continual activity that helps managers to gain insight into how well their plans are working and pinpoint potential problems. In the review tage, managers analyze information gained from monitoring activities and decide whether the strategy needs to be altered yet again. Positive Effects Changing strategy can have a number of positive effects. New strategic directions can help a company to adapt to changes in the legal environment or the marketplace. New strategies can help a company to perform more effectively or cost-efficiently, or can help them to enter a new, more profitable patience or market segment. Changes in strategy can also help a stagnant company to reclaim its former growth rates. Negative Ef fectsNot all of the effects of change are positive. Internal employee resistance can be a major barrier to effective change implementation, as certain people strongly resist any kind of change to the status quo or daily routine. There is also always the possibility of failure in new initiatives, leaving a company in a worse position than it was before the change. Considerations Regular changes in strategic direction are healthy and natural for a successful company. Markets, technology, legal issues and operational trends do not stay stagnant, and neither should a dynamic, elastic company.Involve a wide range of people in your monitoring and planning activities on a regular basis to fully leverage the creativity of your workforce. http//www. ehow. com/about_6622983_organization-change-strategy. html Organization Change Strategy Organizational change is when an organization moves from one structural state to another. This process can happen in any number of forms and can involve corp orate structure, strategy, processes, technology used, or culture, among others. Change can be small and incremental, or it can radically change the way an organization works, from the ground up.Why Do Organizations Change? * Organizations change due to internal or external factors. Examples of external environmental factors include workplace demographics, or what employees look for in benefits or bonuses what technology is available to do the job more efficiently and what the customer base is concerned in buying and for how much. Internal environmental factors might include organizational growth, for example, becoming too large for former organizational structures, or poor performance. Resistance to Change * Individuals will each react to change in their own way, from active resistance to active support.Active resistance is the most disruptive to change, although by comprehend to the points of people who oppose the change, you can learn valid problems with your change strategy and your end goal. Some of a companys most committed employees might be the most vocal opponents of a change effort. Some of the primordial reasons for active resistance include disrupted habits, having a personality that is change-resistant, being uncertain about the persons place in the company after the change takes place, having too much change recently, or being divest of power. Unfreezing The first step for effective organizational change is known as unfreezing. Make clear the vision for change, communicate it to your employees and create a sense of urgency that the change is actually needed. From here, you can garner support and build a sense of community behind the change and get employees to feel like they had input in the change as well. Executing * Executing change is the actual process of the change itself. As the change happens, continue providing support for your employees who are experiencing the change, and point out small successes as they happen to keep spirits up a bout the change.As obstacles arise, eliminate them to prevent them from building up and increasing resistance to the change that is already in progress. Refreezing * Once the change has occurred, refreeze organizational culture. You should show to your employees how youve succeeded by executing the change, as well as showing where more change might be beneficial. Use this to create a culture of change instead of a staid one, which will allow future changes