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Levels and Targets ofChange

Change Management

Dr. Ahmed Basset

GUC

Spring 2010 , Group II

resented by hmed El Deebohamed Fouad Tahaaleed Salah Wanis

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Levels of Change

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Levels of Change

Individual

Group/Team

Department/Unit/Organization

Inter-organizational, trans-organizational,environmental.

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Individual Levelexamples on what to change

Unwanted emotional reactions -Empowering emotions

Limited choices - Flexibility

Stress - Relaxation Physical illness - Health Imbalances - Balance Mysteries - Awareness's

Negative attitudes - Positive outlook Fragmentation - Wholeness Passivity - Action

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Guidelines for changingemployee behavior:

Change what people do, not who they are. Focus on thebehavior when asking for change.

Listen before talking, make sure you understand whattheyre doing and why.

Get to the point. Explain exactly what behavior you objectto

Expect the best. Dont be satisfied with middling results.

Model the behavior you want to see.

Protect dignity and self-respect.

Tell them how much you appreciate it. Otherwise, thechange may not last.

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Goal Variety

TaskIdentity Autonomy

Task Feedback Significance about Results

Individual-Level Change Process

Inputs Design Components Outputs

OrganizationDesign

GroupDesign

Personal

Traits

IndividualEffectiveness

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Goal Clarity

Task TeamStructure Functioning

Group GroupComposition Norms

Group-Level Diagnostic Model

Inputs Design Components Outputs

OrganizationDesign

TeamEffectiveness

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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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Three Targets of Change

Organizational Culture

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Basic Questions before Change

What should we change? Should the changes be strategic and

companywide or relatively limited?

How should we change it? How should we actually implement thechange?

What are the forces acting upon me?

What are the pressures I should takeinto consideration as I decide what tochange and how I should change it?

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Targets of OrganizationalChange Strategic changes

Technological changes

Structural changes

Changing the attitudes and behaviors ofpersonnel

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Process For LeadingOrganizational Change

Create a Sense ofUrgency

Decide What to Change

Create a GuidingCoalition and MobilizeCommitment

Develop andCommunicate aShared Vision

Empower Employees toMake the Chan e

Generate Short-Term Wins

Consolidate Gains and

Produce More Change Anchor the New Ways of

Doing Things in theCompany Culture

Monitor Progress and Adjust

the Vision as Required

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Model for PlannedOrganizational Change

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Organization-Level

Change ProcessInputs

Technology

Strategy Structure

HR Measurement

Systems Systems

GeneralEnvironment

IndustryStructure

Design Components

Cu

ltur

e

Or

ga

niz

ati

on

Effe

ctive

ne

ss

Outputs

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Thank You