hbo_organizational change_winnie ( cont..)

8/8/2019 HBO_Organizational Change_Winnie ( Cont..)

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OrganizationalOrganizationalChangeChange

Winnie M. PinedaWinnie M. Pineda

MM StudentMM Student


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III. Approaches to ManagingIII. Approaches to ManagingOrganizational ChangeOrganizational Change

Lesson 16:Lesson 16:

Organizational changeOrganizational change

IV. Organizational DevelopmentIV. Organizational Development

Topics to discuss:


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Introduction

Change was once a special event

with an actual beginning, a middle

and an end. Then, when the change

event was over, things would get

back to "normal." Today however,

change is a constant and many

changes happen at the same time.


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Because change is becoming a greater force in our lives,companies, governments, and individuals whounderstand and learn to handle change will successfullystay in business. To successfully manage change within

a company, you need to understand what change is andbegin to use it.Managed change is an organized, step-by-stepapplication of the knowledge, tools and resources which

help an organization achieve its basic business strategy.Change within an organization can cause stress andpain, but it can also bring great joy.


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FOUR SETS OF THREE

CRITICAL VARIABLESThe elements that impact change:

1.Culture2.History3.Resistance

ROLES OF CHANGEThe specific jobs in change:1.Sponsor2.Change Agent3.Target


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FOUR SETS OF THREE STAGES OF CHANGE

The forces/frames of change:1.Current State

2.Delta3.Desired State

CHANGE SYSTEMSThe tools of change:

1.Communication2.Learning3.Rewards


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CRITICAL VARIABLESThe elements that impact change:

y 1. Culture - The way we do thingsaround here.

2. History- How the present culture came

to be.

y 3. Resistance - Understanding how andwhy people choose to stay in the present.


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ROLES OF CHANGE

1.Sponsor(s) - The person in

the management cascade whohas the authority toorder achange and the position and

power keep it going or to endit. There are usually multiplesponsors behind a changeproject.


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ROLES OF CHANGE

2.Change Agent (s) - The personassigned the responsibility tomanageand carry out the change. There areusually multiple change agents

managing a change project


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ROLES OF CHANGE

3.Targets - The people who have tochange. Sponsors and change agentsare also targets of change.


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STAGES OF CHANGEThe forces/frames of change:

1.Current State: Identify WHY the

change is necessary:What is the business case or reason

for leaving the current state?How serious is the case for

change?What is not working efficiently or

effectively in the current state?What is still working and should not

change?


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2. Delta State: Identify HOW the changewill occur:

Will there be help for the people who have tochange?

y


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3.Desired State: Identify WHAT the futurewill look like:

From the Company's pointof view.From the pointof view of the people who are

changing.


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While gathering data throughout thechange process, the change

agent develops an understandingof the following:

- Information- The knowledge and skills to work

in the new way- Reinforcement for the new way

and a step-by-step breakdown ofthe rewards for continuing to dothings the old way

1.Communication


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1.CommunicationSystem ...

A series of communications runningthrough the life of the changeproject which give targets theinformation they need to:

Choose to leave the current state

Help them through the deltaAllow them to commit to better

performance in the desired state


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2.Learning System...

The formal and informalopportunities to learn thenew way which includes

learning about the changeprocess and what toexpectof targets, ofsponsors, and of the

change agents.


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3. Rewards System ...

The formal and informalrewards that help supportpeople in the current statemust be broken down and

removed. The targets'effort tomove through thedelta must be identified,

rewarded and reinforced


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Organization developmentOrganization development (OD) is a planned,(OD) is a planned,organizationorganization--wide effort to increase an organization'swide effort to increase an organization'seffectiveness and viability.effectiveness and viability. Warren BennisWarren Bennis, has referred, has referredto ODto OD as a response to change, a complex educationalas a response to change, a complex educational

strategy intended to change the beliefs, attitudes,strategy intended to change the beliefs, attitudes,values, and structure oforganization so that they canvalues, and structure oforganization so that they canbetter adapt to new technologies, marketing andbetter adapt to new technologies, marketing andchallenges, and the dizzying rate of change itself.challenges, and the dizzying rate of change itself. OD isOD isneither "anything done to better an organization" nor isneither "anything done to better an organization" nor isit "the training function of the organization"; it is ait "the training function of the organization"; it is aparticular kind of change process designed to bringparticular kind of change process designed to bringabout a particular kind of end result. OD can involveabout a particular kind of end result. OD can involveinterventions in the organization's "processes," usinginterventions in the organization's "processes," usingbehavioural sciencebehavioural science knowledge as well as organizationalknowledge as well as organizationalreflection, system improvement, planning, and selfreflection, system improvement, planning, and self--

analysis.analysis.

IV. Organizational DevelopmentIV. Organizational Development


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Organizational effectivenessOrganizational effectiveness is the conceptof howis the conceptof howeffectiveeffective an organization is in achieving thean organization is in achieving the outcomesoutcomes thetheorganization intends toproduce. The idea oforganizationalorganization intends toproduce. The idea oforganizationaleffectiveness is especially important foreffectiveness is especially important for nonnon--profitprofitorganizationsorganizations as mostpeople who donate money to nonas mostpeople who donate money to non--

profitorganizations and charities are interested in knowingprofitorganizations and charities are interested in knowingwhether the organization is effective in accomplishing itswhether the organization is effective in accomplishing itsgoals.goals.An organization's effectiveness is also dependenton itsAn organization's effectiveness is also dependenton itscommunicative competence and ethics. The relationshipcommunicative competence and ethics. The relationshipbetween these three are simultaneous. Ethics is a foundationbetween these three are simultaneous. Ethics is a foundation

found within organizational effectiveness. An organizationfound within organizational effectiveness. An organizationmust exemplify respect, honesty, integrity and equity to allowmust exemplify respect, honesty, integrity and equity to allowcommunicative competence with the participating members.communicative competence with the participating members.Along with ethics and communicative competence, membersAlong with ethics and communicative competence, membersin thatparticular group can finally achieve their intendedin thatparticular group can finally achieve their intendedgoals.goals.

IV. Organizational EffectivenessIV. Organizational Effectiveness


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Organizational Developmentpromotes the notionOrganizational Developmentpromotes the notionthat a successful change is a planned changethat a successful change is a planned changeand thatmonitoring of internal and externaland thatmonitoring of internal and external

influences needs to be conducted on ainfluences needs to be conducted on acontinuous basis. The diagram below showscontinuous basis. The diagram below showssome of the factors involved and the modelsome of the factors involved and the model

proposes that there is an iterative process ofproposes that there is an iterative process ofdiagnosis, involvement, further diagnosis,diagnosis, involvement, further diagnosis,change, evaluation and reinforcement.change, evaluation and reinforcement.

Organizational DevelopmentOrganizational Development


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Warren Bennis Warren Bennis


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Organization developmentOrganization development OD is a long rangeOD is a long rangeeffort to improve organization's problem solving andeffort to improve organization's problem solving andrenewal processes, particularly through morerenewal processes, particularly through moreeffective and collaborative managementofeffective and collaborative managementoforganizational culture, often with the assistance of aorganizational culture, often with the assistance of achange agentor catalyst and the use of the theorychange agentor catalyst and the use of the theoryand technology of applied behavioral science.and technology of applied behavioral science.

Although behavioral science has provided the basicAlthough behavioral science has provided the basicfoundation for the study and practice offoundation for the study and practice oforganizational development, new and emergingorganizational development, new and emergingfields of study have made their presence known.fields of study have made their presence known.

Experts in systems thinking, leadership studies,Experts in systems thinking, leadership studies,organizational leadership, and organizationalorganizational leadership, and organizationallearning (to name a few) whose perspective is notlearning (to name a few) whose perspective is notsteeped in just the behavioral sciences, but a muchsteeped in just the behavioral sciences, but a muchmore multimore multi--disciplinary and interdisciplinary and inter--disciplinarydisciplinary

approach have emerged as OD catalysts.approach have emerged as OD catalysts.

IV. Org. DevtIV. Org. Devt


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Organization developmentOrganization development is anis anongoing, systematic process to implementongoing, systematic process to implementeffective change in an organization.effective change in an organization.Organization development is known asOrganization development is known as

both a field of applied behavioral scienceboth a field of applied behavioral sciencefocused on understanding and managingfocused on understanding and managingorganizational change and as a field oforganizational change and as a field ofscientific study and inquiry. It isscientific study and inquiry. It is

interdisciplinary in nature and draws oninterdisciplinary in nature and draws onsociology, psychology, and theories ofsociology, psychology, and theories ofmotivation, learning, and personality.motivation, learning, and personality.

IV. Org. DevtIV. Org. Devt


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A change agent in the sense used here is not aA change agent in the sense used here is not atechnical expert skilled in such functional areastechnical expert skilled in such functional areasas accounting, production, or finance. He is aas accounting, production, or finance. He is abehavioral scientist who knows how to getbehavioral scientist who knows how to get

people in an organization involved in solvingpeople in an organization involved in solvingtheir own problems. His main strength is atheir own problems. His main strength is acomprehensive knowledge of human behavior,comprehensive knowledge of human behavior,supported by a number of interventionsupported by a number of interventiontechniques. The change agent can be eithertechniques. The change agent can be eitherexternal or internal to the organization.external or internal to the organization.

Change AgentChange Agent


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Action ResearchAction Research


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Thank youThank you

hbo_organizational change_winnie ( cont..)

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