How to Implement Changes in an Organizational Structure

by Marcia Moore, MSSW; Updated September 26, 2017
Business meeting

Implementing changes in an organizational structure requires careful analysis of the present state (who reports to who, how departments are set up and operated, costs associated with doing business).Changes in the competition's products, the economic conditions, and return on investment are some of the drivers for change. Regardless of the reasons, certain things need to be in place to implement the changes successfully.

Items you will need

  • Written communication to employees about changes
  • Project management team leader
  • Written plans of action with time-lines
  • Written follow-up plans to determine success of changes
Step 1

Draft a carefully worded communication regarding the changes to the employees. This approach helps employees to reduce the stress of not knowing how their jobs are being affected or thinking they are not important. One of the major concerns with change is the loss of employees due to fear of the unknown (see Reference 1).

Step 2

Choose a project management team and team leader. Careful organization of the changes and timelines are critical. Some project team members consist of a department manager and supervisor. The team leader may be someone with experience in project management and is respected by the employees (see Reference 2).

Step 3

Design and develop a comprehensive, detailed plan of action. Determine the exact changes that will be implemented such as downsizing, new equipment, department eliminations, selling off business units, and early retirement offers. The timing of these changes is critical to the continued success of the business.

Step 4

Initiate a follow-up with each implemented change to access the end results. Conduct frequent meetings to discuss any lessons learned from the implementation process and plan for future changes (see Reference 3).

Tips

  • Provide frequent feedback to the employees regarding change status.

    Provide training for any new equipment or processes.

    Dispel any untrue rumors.

Warnings

  • Don't make any guarantees of future employment.

    Don't rush to judgment with plans of employee lay-offs or downsizing.

About the Author

Based in Dallas, Texas, Marcia Moore has been writing business-related materials since 1974. She has enjoyed a 30-year career in the field of human resources and works as a HR consultant to small and medium businesses. Moore holds a Master of Science in social work from the University of Texas in Arlington.

Photo Credits

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