organisational change sem 1-final

7/31/2019 Organisational Change Sem 1-Final

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Organisational Change


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Change

It is not the strongest species that survive,

nor the most intelligent, but the ones whoare most responsive to change

- Charles Darwin


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What is OrganizationalChange?

An alteration of an organizations environment,

structure, culture, technology, or people

A constant force

An organizational reality

An opportunity or a threat


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Types of Organizational Change

Anticipatory changes: planned changes basedon expected situations.

Reactive changes: changes made in responseto unexpected situations.

Incremental changes: subsystem adjustmentsrequired to keep the organization on course.

Strategic changes: altering the overall shapeor direction of the organization.


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Types of Organizational Change.

Unplanned changes: unpredictable andtakes place naturally due to externalfactors.

Planned change: calculated, initiated tomake organisation more responsive tointernal & external demand.


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Forces of Change

External ForcesGovt Laws and

Regulations

Technology Labor market

Economic Change

Business Cycles

Improvement/Upgradation

Social Change

Competition

Innovation

Mergers &Takeovers

Market Change in

CustomerDemographics,choice, etc


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Forces of Change

Internal Forces

Changes in Organisational Strategies

Workforce change

Employee Attitude

Restructuring

Processes

Technology


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Resistance to Change

Surprise

Unannounced significant changes threatenemployees sense of balance in the workplace.

Inertia

Employees have a desire to maintain a safe,secure, and predictable status quo.

Misunderstanding and lack of skillsWithout introductory or remedial training, change

may be perceived negatively.


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Poor Timing

Other events can conspire to create resentmentabout a particular change.

Emotional Side Effects

Forced acceptance of change can create a senseof powerlessness, anger, and passive resistance

to change.Lack of Trust

Promises of improvement mean nothing if

employees do not trust management.


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Threat to Job Status/Security

Employees worry that any change may threatentheir job or security.

Breakup of Work Group

Changes can tear apart established on-the-jobsocial relationships.

Competing CommitmentsChange can disrupt employees in their pursuit of

other goals.



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Fear of Failure

Employees are intimidated by change anddoubt their abilities to meet new challenges.

Personality Conflicts

Managers who are disliked by their managersare poor conduits for change.


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Overcoming Resistance toChange

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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Models of Planned Change

Kurt Lewins Three-Step Process

Unfreezing

Implementation of change

Refreezing


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Force Field Analysis

Driving Forces are forces that push in adirection that causes change to occur.

Restraining forces are forces that counterdriving forces. They oppose change.



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Congruence Model

Analytical tool to assess

the characteristics and functioning of the elements

Evaluating the goodness of fit or how well theelements go together

Input factors

Environment

Resources

History



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Output

Total level

Group level

Individual level

Elements

Strategy

Work

Informal organisation

Formal organisation



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Congruence Model


Task

redefinition

challenge

Powerimbalance

Resistanceto change

Loss of

control


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Contingency Model

Education & Communication

Participation & Involvement

Facilitation & Support

Negotiation & Agreement

Manipulation & Co-optation

Explicit & Implicit Coercion


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Organisational Development

Organization development is an effort (1)planned, (2) organization-wide, and (3)managed from the top, to (4) increase

organization effectiveness and healththrough (5) planned interventions in theorganizations processes, using

behavioral-science knowledge.- Beckhard


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Organization development is a response tochange, a complex educational strategyintended to change the beliefs, attitudes,

values, and structure of organizations sothat they can better adapt to newtechnologies, markets, and challenges,

and the dizzying rate of change itself.- Bennis


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Objectives of OD

meet organizational goals

make organization a good place to work

move in the direction that the world is going

make organisation receptive and effective.

change the organisation environment


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Assumptions

Individuals

People are driven towards personal growthand development which can be attained in

supportive environment. People are experts and organisations should

work towards removing obstacles andrewarding success.


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Assumptions

Groups

Individual goals should be integrated withgroup goals

Work groups are best way to satisfy socialand emotional needs at work

Cooperation is always more effective than

conflict Most people interact cooperatively with atleast

one work group


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Assumptions

Organisations

Traditional hierarchy structure is obsolete

People are most important asset for the

organisation

An optimistic attitude towards people helps


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Types of OD activities

For the individual

For 2-3 people

For teams or groups For inter-group relations

For total organisation


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OD Interventions

OD interventions are sets of structuredactivities in which selected organizationalunits (target groups or individuals) engage

in a task or a sequence of tasks with thegoals of organizational improvement andindividual development.

Address a wide range of specific problems& opportunities

Vehicles for causing change


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OD Interventions

Diagnostic activities: fact-finding activitiesdesigned to ascertain the state of thesystem.

Team-building activities: activitiesdesigned to enhance the effectiveoperation of system teams.

Intergroup activities: activities designed toimprove the effectiveness ofinterdependent groups.


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OD Interventions

Survey feedback activities: activities thatrely on questionnaire surveys to generateinformation that is then used to identify

problems and opportunities.

Process consultation activities: activitiesthat help the client to perceive,

understand, and act upon process eventswhich occur in the clients environment.


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Questions???

organisational change sem 1-final

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