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ORGANISATIONAL CHANGE INTRODUCTION We currently live in an organisational world. Organisations are a vital part of our society and serve several important needs and demands. How an organisation is managed in relation to actions of management and the decisions made have an impact on all concerned including other organisations, the community environment as well as individuals. Organisations can be formal or informal. Formal organisations are planned and structured. They have policies, rules and regulations, concerned with co-ordination and their structure consists of objectives, tasks and goals. Informal organisations are less formal in terms of structure. They are more loosely and flexibly structured than formal groups, They have additional channels for communication, are motivational and their informal activities can have economic consequences. Goals set by organisations can give an indication of an organisation's character and are the basis for the policies and practices implemented and utilised. Goals should be carefully drawn up, understandable, subject to alignment and contain a time element. Specific goals within an organisation add clarity and are generally group specific. Operational goals relate to the operation of the organisation i.e. how they run themselves and operate. ...read more.


* Whole stock transfer to one or more new or existing RSL, attracting private finance from lenders * Partial stock transfer to one or more new or existing RSL - attractive private finance from lenders * Attracting income through the Private Finance Initiative * Maintaining stock and responsibility for management, and financing repairs through the Major Repairs Allowance (Repairs, Maintenance and Improvements). A Community Housing Task Force via ODPM provided advice to local authorities on the option appraisal process when considering their options. The resulting creation of LSVT's, ALMO's and Housing Companies created lucrative opportunities for Housing Providers and thus led to organisational changes to be implemented. By embracing the concept of change and demonstrating willingness to do so, Housing Providers become attractive to other organisations and The effectiveness and organisational performance is dependent upon the successful management of the risks, challenges and opportunities presented in the external environment. A popular technique for analysing the general environment is a PESTEL method of analysis: Political future Legislation Government ownership of industry and attitude to monopolies and competition Relations between government and the organisation Political parties and alignments at local, national and European trading-block level Socio-cultural future Change in lifestyle Attitudes to work and leisure Green' issues Health and Education Demographic ...read more.


Bear in mind that it is only through your proactive leadership and mobilisation of resources that you will deliver the most effective strategy and thus ensure you make a positive impact on those you serve". (Inside Housing, Paul Oliver, Director, Conduco Consulting, Page 32, 9th December 2005). CONCLUSION Change within all environments is inevitable, whether it be planned, reactive or to respond to legislative or economic pressures. How change is implemented is vital. There are very few working environments where change management is not important. Effective change implementation is important and consultation with all affected must be respected. Communication is the key element of change. It is essential to bear in mind that different people react differently to change, expectations need to be managed realistically and fear of change has to be addressed. Change is a process and not a single act. It is important to monitor effectiveness of change within organisations, be prepared to review the process and measure the implementation against the expectations, directions and goals. "Change is a pervasive influence. We are all subject to continual change of one form or another. Change is an inescapable part of both social and organisational life". Management and Organisational Change, Laurie J Mullins 2005 7th Edition p 909. ...read more.

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