Depending on the state of the basic characteristics of the organization, goods and markets that determine the need and degree of change, five are distinguished that are quite stable and differ in a certain completeness. types of changes:

1. Organization restructuring which involves a fundamental change in the organization, affects its mission and organizational structure. This type of change is carried out when the organization changes the strategic area of ​​management and, accordingly, the product and the market change.

2. radical transformation organization is carried out at the stage of implementing the strategy in the event that the organization does not change the scope of its activities, however, it undergoes radical changes caused, for example, by its merger with a similar organization.

3. moderate conversion is carried out in the case when an organization enters the market with a new product and tries to attract the attention of consumers to it.

4. Regular changes mainly related to the implementation of transformations in the field of marketing activities, in order to maintain interest in the goods produced by the organization.

5. Permanent functioning organization occurs when it purposefully implements the same strategy.

Difficulties in the task of making changes in the organization are due to the fact that any change meets resistance, sometimes so strong that it is not possible to overcome it by those who carry out the change.

To make a change, do the following:

1. uncover, analyze and predict what resistance a planned change may meet;

2. reduce resistance (potential and real) to the minimum possible;

3. set the status quo of the new state.

Attitudes towards change can be viewed as a combination of the states of two factors:

1. accepting or not accepting the change;

2. open or covert demonstration of attitude towards change.

Among the participants in the changes, four categories of persons can be distinguished, the number of which fits into the normal distribution. Active supporters of change- these are people who are not satisfied with the existing order, are aware of the need for change and are ready to make significant efforts to carry it out. They not only agree with change, but they are convinced of the need for change and are energetically working to make change happen.

Passive supporters of change- these are people who, although they understand that changes are needed, are not ready for active action, they have much less will to implement changes.

Passive opponents of change These are the people who don't want change to happen. They may verbally agree with the need for change, but in reality they cannot be counted on.

Active opponents of change are people who know well why they are against change and actively oppose it.

Active supporters and opponents, as a rule, are leaders, followed by a passive part of people.

Based on conversations, interviews, questionnaires and other forms of information gathering, management should find out what type of reaction to change will be observed in the organization.

Managers should keep in mind that when making changes, they should demonstrate high level confidence in its rightness and necessity and try to be as consistent as possible in the implementation of the program of change. Great value in this case has full information constantly communicated to the employees of the organization.

Big influence resistance is exerted on the management of change by the style.

The autocratic style can only be effective in very specific situations that require the immediate elimination of resistance in making very important changes. In most cases, a more acceptable style is one in which leadership reduces resistance by bringing to its side those who initially resisted resistance.

There are four methods of carrying out transformations in the enterprise: forced, adaptive, crisis, resistance management.

forced method Organizational change involves the use of force to overcome resistance. This is a costly and undesirable process. socially, but giving advantages in strategic response time. It is used in conditions of acute shortage of time.

The biggest difficulties in using this method are as follows:

  • Absence before the start of the process of change of a base that would ensure its implementation.
  • Failure to foresee the sources and strength of resistance.
  • Failure to address the root cause of resistance.
  • premature structural changes.

To increase the effectiveness of forced change, it is necessary to analyze the mood of the staff and identify potential sources of resistance or, conversely, support.

Method of adaptive changes lies in the fact that strategic changes occur through gradual, minor changes over a long period. Conflicts are resolved through compromises and personnel changes in the leadership.

This method makes it possible to implement changes in conditions where the supporters of changes do not have administrative power, but there is a strong motivation to introduce innovations, and an appropriate way of thinking has been formed. It is used in conditions of predictability of changes in the external environment. This method is ineffective in case of emergency events during external environment.

crisis method is implemented when the organization is in a crisis situation, or changes in the external environment threaten its existence. When a crisis hits, resistance usually gives way to support. In such a situation, the initial task of senior management is not to fight resistance, but to prevent panic. The renewal of resistance testifies to the first signs of a way out of the crisis.

When a crisis is imminent, leaders who realize it before others can take the following actions:

1. Try to convince of the inevitability of the crisis and take preventive measures.

2. Before the present crisis, create an artificial one by inventing an “external enemy” that threatens the existence of the organization: the behavior of the initiator of an artificial crisis is risky and can have serious ethical consequences, because an artificially created crisis does not have to turn into a real one. The advantages of this technique are that it significantly reduces resistance, support for decisions is formed, and this increases the chances of a successful exit from a real crisis situation.

If coercive and adaptive methods are extreme measures to bring about change, then resistance control method(the “accordion” method) is intermediate and can be implemented within the timeframe dictated by the development of events in the external environment. With an increase in urgency, this method approaches a forced method, with a decrease in urgency, an adaptive method of implementing changes.

This property is acquired through the use of a phased approach: the planning process is divided into stages; at the end of each stage, a specific implementation program is implemented.

The method is effective in conditions when spontaneous phenomena in the external environment are not single, but recurring, and the administration needs to create a permanent management capacity of a strategic nature to respond to changes. The disadvantages of the method are that it is more complicated than others, requires constant attention from top management, managers involved in the implementation of this method must be able to plan their actions in situations that are difficult to predict.

In itself, the inappropriate and untimely use of methods to overcome the "resistance phenomenon", thus, can cause the failure of strategically important organizational innovations. Therefore, the management of the organization needs to have a tool for adequate assessment of the situation and choice best options in the implementation of organizational innovations in the management system. In this case, two main parameters should be taken into account:

1) time horizon (the degree of urgency of organizational innovations, the available time resource for their successful implementation);

2) professional, psychological, technical readiness of personnel for strategically important changes in this organization.

To assess the time horizon, qualified forecasts of the development of the situation in the organization and around it are necessary.

When assessing the level of readiness of the organization to master new management technologies, it is necessary to diagnose the characteristics organizational culture, socio-psychological status of the staff, its technical equipment.

The implementation of the strategy is connected with overcoming the resistance to the corresponding changes. The following are reasons for resistance to strategic change.

1) Selfish interest. Employees put their own interests ahead of the interests of the organization. The development of such behavior can lead to the emergence of informal groups whose policies will be aimed at preventing the implementation of change.

2) Misunderstanding of strategy usually arises from a lack of awareness of the goals, ways of implementing the strategy and the possibility of assessing the consequences of the strategy.

3) Different assessment of the consequences of the implementation of the strategy associated with an ambiguous perception of strategic goals.

4) Low tolerance for change inherent because of the fear that employees will not be able to learn new skills or new job. Such resistance is most typical for cases of introduction of new technologies, methods of sale, new reporting forms, etc.

The attitude of employees to change can be considered as a combination of the states of two factors: acceptance or non-acceptance of change and open or covert demonstration of attitude to change (Table 14.1).

Table 14.1

The attitude of employees to change

Manifestation of attitude

to change
Attitude towards change

accepted

Not acceptable

open

supporter

Enemy

Hidden

Passive supporter

dangerous element

WITHresistance can manifest itself at various levels. On organizational level outdated systems are unable to cope with strategic changes. Changes are possible over a long period of time and require resources. Reducing resistance is possible with a systematic approach to change. When designing the implementation of the strategy for group level it must be borne in mind that the corporation as a system consists of formal and informal groups. Broad coverage of the strategic intent before implementing the strategy will reduce resistance. Groups affect position individual during the strategic changes.

In business practice, there are various approaches to managing the process of implementing strategic changes. ADL researchers identify five main approaches (Table 14.2).

1. Consideration of the causes of individual behavior in the organization: take into account the needs, inclinations and aspirations of those affected by the changes and demonstrate the receipt of individual benefits.

3. Providing information to the group.

4. Reaching a common understanding.

5. Feeling of belonging to the group: a sense of belonging to the changes and a sufficient degree of participation.

7. Support for change by the group leader: involvement of the leader in a specific work environment (on the job).

8. Awareness of the group: opening channels of communication, exchange of information, knowledge of the achieved results of the change.

Table 14.2

Approaches to managing the process of implementing strategic changes

Approach Name

Main

question for leader

Key role

top managers

(commander)

How the optimal strategy is formed

Strategic planning professional

controlling (controller)

How to implement the strategy

Creation of a control system

Cooperation

(partner)

How to involve managers in the process

Key Coordinators

corporate culture

(cultural leader)

How to involve all staff in the process

Training trainers

Champion

(Educator of Champions)

How to motivate managers

Arbitration of winners

J. Kotter and L. Schlesinger offer the following methods of overcoming resistance: information and communication, participation and involvement, help and support, negotiations and agreements, manipulation and co-optation, explicit and implicit coercion. The main measures to overcome resistance are presented in Table. 14.3.

Table 14.3

Measures to overcome resistance to change

Application Prerequisites

Measures

Advantages

Flaws

Lack of information, incorrect information or its incorrect interpretation

Training and provision of information

When employees are convinced of the need for an event, they actively participate in transformations

Takes a lot of time if you need to reach a large number of employees

Lack of information among the project initiators regarding the program of changes and the alleged resistance to them

Involvement in the project

Participants support change and actively provide relevant information for planning

Takes a lot of time if the participants have the wrong idea about the goals of the changes

Resistance due to the complexity of individual adaptation to individual changes

Stimulation and support

Providing assistance with adaptation and taking into account the wishes of the individual make it easier to achieve the goals of change.

Requires a lot of time, as well as large expenses, which can lead to project failure

The resistance of groups in the management of the enterprise, who are afraid of losing their privileges as a result of changes

Negotiations and agreements

Providing incentives in exchange for support can be relatively in a simple way overcoming resistance

Often requires large expenditures and may cause claims from other groups

The failure of other "tactics" of influence or unacceptably high costs for them

Personnel changes and appointments

Resistance is relatively quickly eliminated without requiring high costs

Threat to future projects due to distrust of affected persons

Lack of time or lack of appropriate authority

Hidden and overt coercive measures

The threat of sanctions stifles resistance

Associated with risk, generates anger towards initiators

Implementation of the strategy involves carrying out the necessary changes without which even the most well-designed strategy can fail. Therefore, with full confidence it can be argued that strategic changes are the key to the implementation of the strategy.

Making strategic changes in an organization is a very challenging task. Difficulties in solving this problem are primarily due to the fact that any change meets resistance, which can sometimes be so strong that those who make changes cannot overcome it. Therefore, in order to make changes, it is necessary, at a minimum, to do the following:

Uncover, analyze and predict what resistance a planned change may meet;

Reduce this resistance (potential and real) to the minimum possible;

Set the status quo to a new state.

The bearers of resistance, as well as the bearers of change, are people. In principle, people are not afraid of change, they are afraid of being changed. People are afraid that changes in the organization will affect their work, their position in the organization, i.e. established status quo. Therefore, they seek to prevent changes in order not to get into a new situation that is not entirely clear to them, in which they will have to do something different from what they are already used to doing, and do something different from what they did before.

Attitude towards change can be viewed as a combination of the states of two factors: 1) acceptance or non-acceptance of change; 2) open or hidden demonstration of attitude to change (Fig. 5.3).

Figure 5 3 Change-resistance matrix

Based on conversations, interviews, questionnaires and other forms of information gathering, the management of the organization should try to find out what type of reaction to changes will be observed in the organization, which of the employees of the organization will take the position of supporters of changes, and who will be in one of the three remaining positions. Such forecasts are of particular relevance in large organizations and in organizations that have existed without changes for a rather long period of time, since in these organizations resistance to change can be quite strong and widespread.

Reducing resistance to change belongs to key role in implementing the change. An analysis of the potential forces of resistance allows you to reveal those individual members of the organization or those groups in the organization that will resist change, and to understand the motives for not accepting the change. In order to reduce potential resistance, it is useful to bring people together in creative groups that will contribute to the change, involve a wide range of employees in the development of the change program, conduct extensive explanatory work among the employees of the organization aimed at convincing them of the need for change to solve the problems facing the organization.

The success of the change depends on how management will implement it. Managers should keep in mind that when making changes, they should demonstrate a high level of confidence in its rightness and necessity and try to be, as far as possible, successive in the implementation of the program of change. At the same time, they should always keep in mind that as change is made, people's attitudes may change. Therefore, they should not pay attention to a little resistance to change and it is normal to treat people who initially resisted change, and then this resistance ceased.

The extent to which management manages to eliminate resistance to change is greatly influenced by style carrying out the change. A leader can be tough and relentless in eliminating resistance, or they can be flexible. It is believed that the autocratic style can only be useful in very specific situations that require the immediate elimination of resistance when making very important changes. In most cases, it is considered more acceptable a style in which management reduces resistance to change by bringing to its side those who were initially opposed to change. Very successful in this regard is the participatory style of leadership, in which many members of the organization are involved in solving problems.

With permission conflicts, that may arise in an organization during change, managers may use a variety of leadership styles. The most pronounced styles are the following:

competitive style, emphasizing force, based on perseverance, the assertion of one's rights, proceeding from the fact that the resolution of the conflict presupposes the existence of a winner and a loser;

self-eliminating style, manifested in the fact that the leadership demonstrates low perseverance and at the same time does not seek to find ways to cooperate with dissenting members of the organization;

compromise style, assuming a moderate insistence of the leadership on the implementation of its approaches to resolving the conflict and, at the same time, a moderate desire of the leadership to cooperate with those who resist;

fixture style, expressed in the desire of the leadership to establish cooperation in resolving the conflict while weakly insisting on the adoption of the solutions proposed by it;

collaborative style, characterized by the fact that management seeks both to implement their approaches to change, and to establish a relationship of cooperation with dissenting members of the organization.

It is impossible to unequivocally state that some of the five styles named are more acceptable for conflict resolution, and some are less. Everything depends on the situation, on what kind of change is being carried out, what tasks are being solved and what forces are resisting. It is also important to consider the nature of the conflict. It is completely wrong to believe that conflicts are always only negative, destructive. Any conflict contains both negative and positive beginnings. If the negative principle prevails, then the conflict is destructive, and in this case, any style is applicable that is able to effectively prevent the destructive consequences of the conflict. If the conflict leads to positive results, such as, for example, removing people from an indifferent state, creating new communication channels, or raising the level of awareness of the organization's members about the processes taking place in it, then it is important to use this style of resolving conflicts that arise in connection with changes, which would contribute to the occurrence of the widest possible range of positive results of the change.

The change must end establishing new status quo in the organization. It is very important not only to eliminate resistance to change, but also to ensure that the new state of affairs in the organization is not just formally established, but is accepted by the members of the organization and becomes a reality. Therefore, management should not be delusional and confuse reality with formally established new structures or norms of relations. If the actions to carry out the change did not lead to the emergence of a new stable status quo, then the change cannot be considered complete and work on its implementation should be continued until the organization really replaces the old situation with the new one.

Introduction

Chapter 1. Strategic changes in the company

1.1 The essence of strategic change

1.2 Areas of strategic change in the company

1.3 Types of change strategies in an organization

Chapter 2

2.1 Managing the implementation of strategic change

2.2 Challenges for strategic change

2.3 Methods for overcoming resistance to change

Chapter 3. Implementation of strategic changes in the Rosbytkhim company

Conclusion

List of used literature

Annex 1

22. Markova V.D., Kuznetsova S.A. Strategic management: a course of lectures. – M.: INFRA-M; Novosibirsk: Siberian agreement, 1999. - S. 203-204.

23. Meskon M. Fundamentals of management. M.: Delo, 199224. Popov S. A. Strategic management: Vision is more important than knowledge. - Moscow: Delo, 2003

25. Popov S.A. Strategic management: 17-module program for managers "Management of the development of the organization." Module 4. - M .: "INFRA-M", 1999. - P. 202.

26. Radugin A.A. Fundamentals of management. M., 199727. Rostov n/D: Phoenix, 200428. Samygin S.I., Stolyarenko L.D. etc. Personnel management. Rostov n/D., 200129. Stolyarenko L.D. Fundamentals of Psychology: Ed. 2nd, add. and reworked. - Rostov n / a: "Phoenix", 200130. Sukhov A.N. Social psychology - M.: Academy, 200231. Thompson A., Strickland J. "Strategic management". M.: "Banks and exchanges", 2001.

Annex 1

Types of change strategies

Strategies An approach Implementation methods
Directive strategy The imposition of changes by the manager, who can “bargain” on minor issues Imposing payment agreements, changing the order of work (for example, norms, rates, work schedules) by order
Negotiation based strategy Recognition of the legitimacy of the interests of other parties involved in the changes, the possibility of concessions Performance agreements, quality agreement with suppliers
Regulatory strategy Clarification of the general attitude to change, frequent use of external change agents Quality responsibility, new values ​​program, teamwork, new culture, the employee's responsibility
Analytical strategy An approach based on a clear definition of the problem; collection, study of information, use of experts

Project work, for example:

New payment systems;

On the use of machines;

For new information systems
Action-oriented strategy General definition of the problem, attempt to find a solution that is modified in the light of the results obtained, greater involvement of interested people than with an analytical strategy Absenteeism Reduction Program and Some Quality Approaches

Annex 2

Methods for overcoming resistance to change
An approach This approach is usually used in situations Advantages (advantages) Flaws
1 2 3 4
Information and communication When there is insufficient information or inaccurate information in the analysis If you manage to convince people, they will often help you make changes. The approach can be very time consuming if a large number of people are involved.
Participation and involvement When change initiators do not have all the information needed to plan change and when others have significant resistance The people who participate will have a sense of responsibility for implementing the change and any relevant information they have will be included in the change plan. This approach can take a long time
Help and Support When people resist change because they are afraid of problems adapting to new conditions No other approach works so well in solving problems of adaptation to new conditions. The approach can be costly and require a large number time and yet may fail
Negotiations and agreements When an individual or group clearly loses something in making changes Sometimes this is a relatively simple (easy) way to avoid strong resistance. An approach can become too costly if it aims to reach agreement only through negotiation
manipulation and co-optation When other tactics fail or are too costly This approach can be a relatively quick and inexpensive solution to drag problems. This approach can create additional problems if people feel they are being manipulated.
Explicit and implicit coercion When change is needed quickly and change agents are powerful This approach is fast and overcomes any kind of resistance. A risky way if people remain dissatisfied with the initiators of change
What This Book Is About Both companies and nonprofits must operate effectively in an environment that is ill-predictable and ever-changing. Therefore, they need not just a leader, but a manager who has specific knowledge and management skills in organizations. From a book dedicated to just these competencies, you will learn: About organization as a natural phenomenon, about chaos, synergy and self-organization. About the organization from the inside, about the characteristics of people and their roles in the organization. About the organization outside, who needs the organization and why, what is important for the consumer in its product, and how to do something useful well. About the key managerial skill - "the ability to correctly diagnose uncomfortable situations, go to the" root of evil "and find the most rational ways solutions to formulated problems" (a universal tool is proposed). About significant resources that are immediately released if you stop doing something that you can’t do at all ...

What This Book Is About Both companies and nonprofits must operate effectively in an environment that is ill-predictable and ever-changing. Therefore, they need not just a leader, but a manager who has specific knowledge and management skills in organizations. From a book dedicated to just these competencies, you will learn: About organization as a natural phenomenon, about chaos, synergy and self-organization. About the organization from the inside, about the characteristics of people and their roles in the organization. About the organization outside, who needs the organization and why, what is important for the consumer in its product, and how to do something useful well. About the key managerial skill - "the ability to correctly diagnose uncomfortable situations, go to the" root of evil "and find the most rational ways to solve the formulated problems" (a universal tool is offered). About significant resources that are immediately released if you stop doing what you do at all ...

The textbook is a universal publication that contains theoretical basis comprehensive organizational, legal, scientific and methodological support for information confidentiality protection activities. The book reveals threats to interests commercial organization and the system for building its security, generalizes the experience of protecting information, considers the methodology for determining the degree of confidentiality of information and the system of measures to establish the regime of trade secrets. The characteristics of violations of the trade secret regime, the reasons and circumstances contributing to them, and measures to prevent them in the field of information circulation are given. The system and methods of control, organization and methodology of analytical research in the field of circulation of commercially significant information are studied. For students, graduate students and teachers of law faculties and universities, heads of organizations, specialists with higher education in technical and economic specialties, studying commercial and ...

Textbook "Economics and Management non-profit organizations"is devoted to topical issues, which are being paid more and more attention in Russia. The development of non-profit organizations in the country makes it necessary to study the features of their functioning. The textbook presents various aspects of the economy and management of non-profit organizations. great attention is given to state and tax policy in relation to non-profit organizations. In addition, the characteristics of the resources of non-profit organizations are given based on the analysis of the Russian and foreign experience. The pricing policy for the services of non-profit organizations is considered separately. A significant part of the material is devoted to planning and evaluating the activities of non-profit organizations. The textbook is of great interest to students of humanitarian universities studying in the specialty "State and municipal government", "Social management", "Economics of the socio-cultural sphere", "Management in the social ...

The monograph highlights the main theoretical provisions that reveal the content of the categories "accounting and analytical information" and "organization", the role of accounting and analytical information in the organizational management system is investigated and clarified. The paper identifies key aspects of increasing the role of accounting and analytical information in achieving the main goal of managing an organization - ensuring its security and sustainability. It is recommended for students, graduate students, students of the system of postgraduate education, practicing accountants, owners and managers of organizations.

A systematic approach to personnel management of an organization is substantiated, the essence of personnel activity is revealed, and its classification is given. Modern concepts of management and personnel policy, as well as methods of selection (hiring) and a comprehensive assessment of personnel are outlined. The problem of the manager's human potential (essence, elements, evaluation methods, efficiency) is considered. A methodology for assessing the managerial potential of managers and directions for development are proposed. human resources. For the first time, an approach to identifying people capable of managing, developing the potential of managers and evaluating the effectiveness of their work is published. The issues of adaptation of managers in organizations, career planning and staff placement are touched upon. For heads of enterprises and organizations, specialists in personnel management, teachers and graduate students.

Moscow, 1956. Publishing house of foreign literature. Publisher's binding. The safety is good. The book is a report of a brigade of English specialists sent to the United States by the British Productivity Council in order to study the American experience in the field of production organization. The book covers in a concise form the organization of work to improve production methods in American enterprises. Considerable attention is paid to such issues as inter-factory cooperation, organization of economically rational design and construction, production cost accounting and financial control, standardization, quality control, organization of intra-factory transport, timing, incentive payment systems, the structure and functions of special departments for the organization of production, functions and a system for training engineers-specialists in the organization of production, etc.

The monograph is a historical and sociological study of the transformations of management in Russia against the background of the growing role of scientific management in the academic context and the legitimization of the professional power of managers. Phenomena of occurrence are considered in detail. modern organization, the institutionalization of management as a scientific and educational discipline in a comparative perspective, the professionalization of managers from the point of view of the social theory of professions, and also pays attention to the social, political and historical aspects of the development of science and management practice in Russia. An independent conceptual element of the study is the analysis of the professionalization of managers in the context of organization theory, the sociology of education, the sociology of professions, and the analysis of ideology. A significant part of the monograph is devoted to the evolution of managerial education as the cornerstone of the scientific and theoretical substantiation of the professional claims of managers to expert power in...

The most pressing problem today- Sign Out global crises faced by the population of the earth, and the transition to a "society of reasonable consumption", a society of knowledge. Education plays an important role in this process. social institution, one of the tasks of which is the preservation and transmission of knowledge (information) in social systems. What is information? Initially, her theory arose for the needs of technology. Because of this, many aspects of her remained undeveloped, because they simply were not important for technical systems. The application of information theory to biological systems has already made it necessary to address the question of the emergence of new information. And work with social systems put forward such concepts as value, efficiency, complexity of information, etc. A more complete approach to information theory, in turn, makes it possible to find solutions to a number of problems in the theory of social systems, in particular in education, and show ways to optimize these processes.

Chester Barnard's book has been an actual management classic for 70 years. The book reflects on the forty years of management experience of the author, who ended his career as the head of a large corporation. Barnard first introduced the concepts of formal and informal organization, developed a theory of power in the organization, arguing that the power of the leader is real only to the extent that subordinates are ready to recognize it. Presenting the organization as a complex system of cooperation between people driven by individual motives, he proposed a theory of incentives, emphasizing the importance of not only material incentives, but also persuasion. 30 years ahead of its time, the author reflects on the corporate culture and value system of the organization. The book remains one of the few balanced comprehensive descriptions of the process of managing an organization as a whole. It is from this book that many sections have grown. modern theory management.