|Organizational Performance and Change Management - Workshop proceedings - October 1-3, 1997, International Institute of Rural Reconstruction (IIRR), Philippines (IIRR, 1997)|
|The internal impetus and imperatives for organizational performance and change management|
The four elements of the NGDO performance and change management are as follows:
1. Organizational anchors
These include vision, values, accountabilities to stakeholders and competencies. They keep an organization stable amid the often complex, chaotic and confusion-filled external environment.
2. Organizational design
This defines an organization in terms of its strategies, systems and structures, people and relationships. A well-designed organization exhibits a congruence among these three components. The variables can be the target of change depending on which needs modification in order to better serve the organization.
3. Organizational performance
This can be measured in terms of inputs, outputs and outcomes. The input transformation process says something about an organization's efficiency, the output and outcome generation processes, about its effectivity and impact, respectively.
4. Tensions and polarities in change management
These affect the three previously mentioned elements and, therefore, have to be brought to the awareness and consideration of change managers for them to be able to productively harness these creatively towards organizational development. Examples of dichotomies that managers have to confront when making organizational development choices or decisions are: environmental opportunities and threats, organizational strengths and weaknesses, task and people orientation, individual and team, volunteerism and professionalism, interests of the head office and the field office, standardization and innovation.