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close this bookOrganizational Performance and Change Management - Workshop proceedings - October 1-3, 1997, International Institute of Rural Reconstruction (IIRR), Philippines (IIRR, 1997)
close this folderWorkshop 3
Open this folder and view contentsChange management
Open this folder and view contentsCase 5: Philippine business for social progress (PBSP): Organizational change management
Open this folder and view contentsCase 6: Pambansang Kilusan ng mga Samahang Magsasaka (PAKISAMA) - A case of PO autonomy
View the documentComments on the cases
View the documentWorkshop outputs
Open this folder and view contentsSummary of discussions

Workshop outputs


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THE FOLLOWING WERE identified by the group as factors facilitating change management:

· Personalized touch or handling of change by management
· Strong/decisive/united leadership
· Selective disclosure of information/transparency in certain general information
· Realistic time frame
· Availability of financial resources
· Availability of human resources to carry out the process
· Well planned-out change process
· Packaged transition program for retrenched staff
· Clear rationale/bases for change
· Clear reading of the macro/external environment
· Ownership of the decision by top management
· Willingness of top management to listen or to make themselves vulnerable
· Capacity/readiness of the policy-making body to handle change
· Understanding of organizational culture
· Staff understanding that NGDO work is not based on employment but volunteerism
· Continuing relationship with separated staff

The hindering factors pointed out were:

· Vested interests/insincerity of people who will implement the change process
· Ultra-democracy
· Untimely/premature disclosure of information
· Lack of skills in change management
· People's refusal to change
· All the other negative counterparts of facilitating factors enumerated.