ФОРМУВАННЯ СИСТЕМИ УПРАВЛІННЯ ОРГАНІЗАЦІЙНИМИ ЗМІНАМИ

Abstract

The article is devoted to the study of issues related to the implementation of organizational change in the activities of modern organizations. It is established that for effective implementation and management of organizational change in the management of organizations it is advisable to use a systematic approach, which involves building a system of organizational change management, which, in turn, involves building a model of organizational change management. The essence of the concept of "organizational change" is considered and the need to form a system of organizational change management is determined. The main components of the organizational change management system are described and their interrelationships are determined. A model of organizational change management system based on the influence of the management subsystem of the organization on the managed by combining mechanisms, methods and tools of management and their interaction in the process of organizational change management. It is established that the implementation of organizational changes in the activities of organizations is facing some resistance from the staff of organizations. It is determined that resistance to change is one of the key points to focus on in the process of implementing organizational change. That is why when building the organizational change management system in the subsystem "organizational change management process" a separate block "resistance to change" was identified. The definition of the concept of "resistance to change" is given and the forms of its manifestation and types are characterized. The essence of individual and organizational resistance to changes on the part of the personnel of the organizations is determined. It is established that personal and organizational barriers are the basis of individual and organizational resistance, as well as their manifestations are characterized. The necessity of development of measures on counteraction to changes on the part of the personnel of the organization in the course of realization of the program of changes is defined and their influence on introduction of organizational changes and on the general efficiency of activity of the organization is characterized.