Organisational Change Sem 1-Final
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Transcript of 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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Resistance to Change
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.
Resistance to Change
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Resistance to Change
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.
Models of Planned 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
Models of Planned Change
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Output
Total level
Group level
Individual level
Elements
Strategy
Work
Informal organisation
Formal organisation
Models of Planned Change
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Congruence Model
Models of Planned Change
Task
redefinition
challenge
Powerimbalance
Resistanceto change
Loss of
control
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Models of Planned Change
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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Organisational Development
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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Organisational Development
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???