Managing change in an organization: directions and major groups

Management of changes in the organization and innovations is a strategic goal of the development of any enterprise, this means the company's renewal (transformation), based on the implementation of optimal solutions. The need for this is due to the fact that it needs to adapt in an external or internal environment, as well as master new technologies and knowledge. This is especially important in a market-based Russian economy.

Management of innovations in the organization is determined by a number of reasons - economic, ideological, organizational, information, personnel and so on. The main activities are as follows:

• Transformation of external situations and conditions of activity of competitors;
• Development and application of advanced models and technologies for the application of management tasks;
• Strengthening automation and computerization;
• Increase in the number of management costs.

But management of changes in the organization must be carried out after a number of diagnostic signs appear that determine the feasibility of the changes. They can be indirect and direct:

• Deterioration of performance indicators of the organization;
• Loss and failure in competitive interaction;
• Passive position of personnel;
• Presence of an unjustified protest against any form of innovation;
• Application of ineffective decisions of superiors;
• There is a gap between the specific activities of staff and their formal duties;
• Presence of a large number of penalties in the situation of lack of incentives.

Management of changes in the organization can be divided into three large groups:

1. Technological, which include the acquisition of new equipment, instruments, process flowsheets and so on.

2. Product changes relate to the focus on the production of new materials and products.

3. Social innovations include several large subgroups, which include the following:

• Economic (a system of new material incentives, salary indicators);
• Organizational and managerial (a complex of new organizational structures in which decisions are made);
• Social (we are talking about purposeful changes in the intra-collective relationship - the choice of masters, foremen, managers and so on);
• Legal, which mainly act as changes in economic and labor legislation.

In general, the last subgroup reflects the management of changes in the enterprise in terms of controlling employees and internal processes.

All innovations are inevitable, since they are mainly conditioned by a system of objective factors. But reorganization can not be an end in itself, but only a means of implementing innovative tasks and activities. Therefore, management of changes in the organization should be reasonable and thoughtful.

For example, reorganization is possible in several forms: joining, merging, selecting, dividing, shortening, converting, re-profiling. But in any case, there must be a necessary restructuring in the management system, which entails changes in the structure, personnel, technologies, organizational culture and other parameters of the company's functioning.

But in order to successfully implement this process, it is necessary, first of all, to analyze the reasons for the organization's failures, the negative and positive aspects, and clearly and specifically formulate the goals. Only after carrying out such detailed and painstaking work should implement changes.