org. change & devlopment
TRANSCRIPT
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Organizational Change andDevelopment
Faculty Name: Ms Ashita Chadha
THEGREATESTDISCOVERYISTHATAHUMANBEINGCAN
CHANGE HISLIFEBYALTERINGHISATTITUDE.
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What are your reactions whenyou hear theword change?
Negative perceptions.
Positive perceptions.
Your Perceptions of Change
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Organization Change: A definition
Organizational change is the process by
which organizations move from their present
state to some desired future state to increase
effectiveness.
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Change is:
Vital to avoid stagnation
A constant process
Is directive and participative in nature
Is adaptive- a reaction to externalcircumstances
Is incremental which help the organization to
shift from the current position Is interdependent on the organizational
environment
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Types of Organizational Change
Anticipatory changes: planned changes based onexpected situations.
Reactive changes: changes made in response to
unexpected situations.
Incremental changes: subsystem adjustmentsrequired to keep the organization on course.
Strategic changes: altering the overall shape ordirection of the organization.
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Forces of Change
External Forces Globalization
Govt Laws and Regulations
Technology change
Labor market Economic Change
Competition
Internal Forces Changes in Organizational
Strategies
Clarify or create missionand objectives
Clarify or create core valuesand beliefs
Workforce change
New Equipment
Employee Attitude
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Change Targets
Structure
Technology
People
Work specialization, Departmentalization,
Chain of Command, Span of Control,
Formalization, Job Redesign
Attitude, Expectations, Perception and
Behavior
Work Process, Methods and Equipments
Strategy Strategic direction, objectives and plans
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Change: Organizational andIndividual Perspectives
Tuning The most common, least intense, and least risky type
of change.
Also known as preventive maintenance and kaizen(continuous improvement).
Key is to actively anticipate and avoid problemsrather than waiting for something to go wrong.
Adaptation Incremental changes that are in reaction to external
problems, events, or pressures.
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Re-Orientation Change that is anticipatory and strategic in scope and
causes the organization to be significantly redirected.
Also called frame bending(Nadler and Tushman).
Re-Creation
Intense and risky decisive change that reinvents theorganization.
Also called frame breaking (Nadler andTushman).
Change: Organizational and IndividualPerspectives
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LEADER ACTION:Stability
Comfort andcontrol
LookingBack
LookingForward
Chaos
Fear, Angerand Resistance
Enquiry,Experimentationand Discovery
Learning,Acceptance &Commitment
Create a felt
need ofchange
Stabilize andSustain thechange
Introduce
thechange
Revise and
finalize thechange plan
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Change Process
Becoming aware of the pressure for change
Recognizing the need for change
Diagnosing the problem
Planning the change
Implementing the change
Following up on the change
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Why Do EmployeesResist Change?
Surprise Unannounced significant changes threaten employees sense of
balance in the workplace.
Inertia
Employees have a desire to maintain a safe, secure, andpredictable status quo.
Misunderstanding and lack of skills
Without introductory or remedial training, change may beperceived negatively.
Poor Timing Other events can conspire to create resentment about a
particular change.
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Emotional Side Effects Forced acceptance of change can create a sense of
powerlessness, anger, and passive resistance to change.
Lack of Trust
Promises of improvement mean nothing if employees do nottrust management.
Fear of Failure
Employees are intimidated by change and doubt their abilities tomeet new challenges.
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Personality Conflicts Managers who are disliked by their managers are
poor conduits for change.
Threat to Job Status/Security
Employees worry that any change may threaten theirjob or security.
Breakup of Work Group
Changes can tear apart established on-the-job socialrelationships.
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Overcoming Resistance to Change
Strategies for Overcoming Resistance toChange
Education and communication
Participation and involvement
Facilitation and support
Negotiation and agreement
Manipulation and co-optation
Explicit and implicit coercion
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Making Change Happen
Two Approaches to Organization Change
Organization Development (OD)
Formal top-down approach Grassroots Change
An unofficial and informal bottom-up approach.Change that is spontaneous, informal,
experimental, and driven from within.
Pl d Ch Th h O i i
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Planned Change Through OrganizationDevelopment (OD)
Organization development (OD) Planned change programs intended to help people
and organizations function more effectively.
Applying behavioral science principles, methods,
and theories to create and cope with change.
OD creates fundamental change in theorganization, as opposed to fixing a problem orimproving a procedure.
OD programs generally are facilitated by hiredconsultants,
Pl d Ch Th h O i i
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Planned Change Through OrganizationDevelopment (OD)
Objectives of OD Deepen the sense of organizational purpose.
Strengthen interpersonal trust.
Encourage problem solving rather than avoidance. Develop a satisfying work experience.
Supplement formal authority with knowledge and skill-based authority.
Increase personal responsibility for planning andimplementing.
Encourage willingness to change.
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process
Unfreezing Changing Refreezing
Unfreezing Old behavior creates motivation to learn.
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OD Interventions
Sensitivity or T- Group Training
Team Building
Grid Training
Quality of Work Life Programmes
HRM Interventions
Strategic Intervention