Organizational Change Final

7/31/2019 Organizational Change Final

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CONTENT

Introduction to

Organizational change.Processes for managingchange.

People and change.

OrganizationalDevelopment

Conflict resolution

Fostering innovation


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INTRODUCTION

TO

ORG.CHANGE.

An alteration of an organizationsenvironment, structure, culture,technology, or people

A constant force

An organizational reality

An opportunity or a threat


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ODEL :

MANAGING

ORGANIZATIONAL

CHANGE

F rces initiating

changes

Change Agent

What is to be

changed ?

Change ProcessImplementation

Tactics

Change

Organizational

Effectiveness

Feedback

eterminants

rg. Initiator

tervention

rategies

mplementati

n

Result


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DETERMINANTSOF

STRUCTURAL CHANGE

External Forces Internal Forces

Competition Laws andregulations.

Strategy modifications.

New technologies. New equipment & process

Labor market shifts. Work force & jobrestructuring

Business cycles. Compensation and benefits

Social change. Labor surpluses and

shortages

-- Employees attitude.


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ORGANIZATIONAL

INITIATOR

Who Initiates structuralchange ?

CHANGE AGENTS

It act as the intermediaries between the

forces initiating changes and the choice of

an intervention strategy


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INTERVENTION

STRATEGIES

Structure

Technology

People

Organizational

Process


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IMPLEMENTATION

LEWINS THREE STEP

UNFREEZING

esistance to change lessened,need for change created

(Equilibrium disturbed)

MOVING

From old behaviour

to the new

(Changes)

REFREEZING

Change made

permanent


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Unfreezing

The driving forces, which directbehavior away from the status

quo, can be increased. The restraining forces, which

hinder movement from theexisting equilibrium, can bedecreased.

The two approaches can becombined.


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MOVING

Making the actual changes to move

to the new state of existence.

Includes the development of new

strategies, structures, systems &

responsibilities and the shedding of

old ones.


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REFREEZING

Stabilizing, institutionalizing thechanges.

Making sure the organization doesn't

go backwards to the old state.

Reinforcement of the changes through

symbols, such as changed logos, dress,

building design, structures.


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A NINE-STEP PROCESS

FOR LEADING

ORGANIZATIONALCHANGE.

1. Create a Sense of Urgency

2. Decide What to Change

3. Create a Guiding Coalition and Mobilize

Commitment

4. Develop and Communicate a SharedVision

5. Empower Employees to Make the

Change.


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6. Generate Short-Term Wins

7. Consolidate Gains and Produce More

Change

8. Anchor the New Ways of Doing Things

in the Company Culture

9. Monitor Progress and Adjust the Vision

as Required.


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WHY PEOPLE

RESIST

CHANGE

?

Individual resistance

Organizational resistance


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INDIVIDUAL

RESISTANCE

Individualresistance.

Fear ofunknown

Selectiveinformationprocessing

Habit

security

Economicfactor


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ORGANIZATIONAL

RESISTANCE

Organizational

resistance

Threat toestablished

resources

allocation

Structural

inertia

Limited

focus ofchange

Group inertia

Threat to

expertise

Threat

toestablished

pawer

relationships


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DEALINGWITH

CHANGE.


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BARRIERSTO

EMPOWERMENT.


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ORGANIZATIONAL

DEVELOPMENT

Organizational

Development (OD) An approach to organizational

change in which the employees

themselves formulate the change

thats required and implement it,usually with the aid of a trained

consultant.


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WHY ORGANISATION DEVELOPMENT

IS SO IMPORTANT

The volume of change in many organisations

is massive

The economic scene places demands on

managers while they are reluctant to change

from tried and tested methods

The role of management is changing and new

models are needed

Change management takes time

Some changes challenge basic assumptions,

for example, the role of supervisory staff


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The need for control remains - the skill is

remaining in control when so much change

is going on.

More comprehensive strategic pictures are

needed which integrate different changes

in the organization and alleviate confusion.

Organization design and re-design are as

important and necessary as product,process or system design and are the

responsibility of management and people

in organizations, not just specialists.


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OD INTERVENTIONS

(CONTD)

Team Building

The process of improving the effectiveness of a

team through action research or other techniques.

Survey Research

The process of collecting data from attitudesurveys filled out by employees of anorganization, then feeding the data back toworkgroups to provide a basis for problemanalysis and action planning.


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TECHNOSTRUCTURAL

APPLICATIONSOF OD

Formal Structure Change Program

An intervention technique in whichemployees collect information on existing

formal organizational structures and

analyze it for the purpose of redesigning

and implementing new organizational

structures.


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STRATEGIC

APPLICATIONSOF

OD

Strategic Intervention

An OD application aimed at effecting asuitable fit among a firms strategy,

structure, culture, and external

environments.

Integrated Strategic Management An OD program to create or change a

companys strategy by:

Analyzing the current strategy

Choosing a desired strategy

Designing a strategic change plan

Implementing the new plan


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ORGANIZATIONAL

STRESSORS:

ROLE DEMANDS

Role conflicts

Work expectations that arehard to satisfy.

Role overload

Having more work toaccomplish than timepermits.

Role ambiguity When role expectations are

not clearly understood.


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CONFLICT

HANDLING STYLES


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CONFLICT

RESOLUTION MODES


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STIMULATING

INNOVATION

Creativity

Innovation

Process of Innovation

Perception Incubation

Inspiration

Innovation


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TRUCTURAL

VARIABLES

AFFECTING

INNOVATION Organic structures

Positively influence innovation through less work

specialization, fewer rules and decentralization.

Easy availability of plentiful resources

Allow management to purchase innovations, bear

the cost of instituting innovations, and absorbfailures.

Frequent inter-unit communication

Helps to break down barriers to innovation by

facilitating interaction across departmental lines.


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Organizational Change Final

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