org. change & devlopment

8/2/2019 Org. Change & Devlopment

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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

1

2 3

4


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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

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