models of organizational change
DESCRIPTION
Models of organizational change are presented. The managers could use them for planning effective changes in their organizations.TRANSCRIPT
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Models of Models of Organizational Organizational
ChangeChange-Dr. V. THANIKACHALAM
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Organizational ChangeOrganizational Change
IndividualIndividualStructure and SystemsStructure and SystemsOrganizational ClimateOrganizational Climate
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Individual ChangeIndividual Change
AttitudesAttitudesValuesValuesSkillsSkillsBehaviourBehaviour
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Structure and System Structure and System ChangeChangeWork designWork designReporting relationshipsReporting relationships Information SystemsInformation SystemsReward SystemsReward Systems
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Organizational Climate Organizational Climate ChangeChangeLeadership StyleLeadership Style Interpersonal relationsInterpersonal relationsDecision making styleDecision making style
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Lewin’s ModelLewin’s Model
UnfreezingUnfreezingChangingChangingRefreezingRefreezing
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UnfreezingUnfreezing
Reducing forces maintaining Reducing forces maintaining the organization's behaviour the organization's behaviour at the present level.at the present level.
Discrepancies between Discrepancies between behaviour desired and the behaviour desired and the existing behaviour.existing behaviour.
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Changing Changing Shift in behaviour of an organization Shift in behaviour of an organization
to a new level resulting in the to a new level resulting in the developing of new behaviours, values developing of new behaviours, values and attitudes in individuals through and attitudes in individuals through changes in organizational structure changes in organizational structure and process.and process.
Changes initiated must be perceived Changes initiated must be perceived as solutions to the problems identified as solutions to the problems identified during the unfreezing stageduring the unfreezing stage
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RefreezingRefreezingOrganization stabilizes and Organization stabilizes and
achieve a new state of achieve a new state of equilibrium and a preferred equilibrium and a preferred behaviour.behaviour.
Accomplished through the Accomplished through the use of support systems.use of support systems.
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Support MechanismsSupport Mechanisms Organizational CultureOrganizational Culture NormsNorms PoliciesPolicies StructuresStructures Reward SystemsReward Systems Reinforcing the new Reinforcing the new
organizational stateorganizational state
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Planning ModelPlanning ModelAssessing
Entry
Diagnosis
Planning
Implementation – Institutionalization
Termination
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AssessingAssessing Change agent and the organization Change agent and the organization
jointly explore the need for and areas jointly explore the need for and areas requiring changerequiring change
EntryEntry Development of mutual contract and Development of mutual contract and
mutual expectations.mutual expectations.
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DiagnosisDiagnosis Identification of specific Identification of specific
improvement goalsimprovement goals
PlanningPlanning Planning for specific improvement Planning for specific improvement
goalsgoals
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ImplementationImplementation Implementation of steps identified Implementation of steps identified
in the planning stage.in the planning stage.
InstitutionalizationInstitutionalization Change is incorporated in day to day Change is incorporated in day to day
activities.activities.
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EvaluationEvaluation Determination of the extent of Determination of the extent of
success of the planned change.success of the planned change.
TerminationTermination Decision to leave the systemDecision to leave the system EndEnd Explore another activityExplore another activity
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Action Research ModelAction Research Model Cyclical process of planned changeCyclical process of planned change Initial researchInitial research Obtaining requisite informationObtaining requisite information Further action based on the Further action based on the
informationinformation Results of the action are assessed.Results of the action are assessed. Further actionFurther action Cycle is repeated as an ongoing Cycle is repeated as an ongoing
process.process.
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Problem identification by Key Problem identification by Key PersonPerson
Consultation with Behavioural Consultation with Behavioural Science ExpertsScience Experts
Data Gathering and Preliminary Data Gathering and Preliminary DiagnosisDiagnosis
Feedback to Key Client or GroupFeedback to Key Client or Group
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Joint Diagnosis of the ProblemJoint Diagnosis of the Problem
Joint Action PlanningJoint Action Planning
ActionAction
Data Gathering After ActionData Gathering After Action
Feedback to Client Group by Feedback to Client Group by ConsultantConsultant
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Re-diagnosis and action planning Re-diagnosis and action planning by client and consultantby client and consultant
New actionNew action
Fresh data gathering as a result of Fresh data gathering as a result of actionaction
Re-diagnosisRe-diagnosis
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Integrative Model of Integrative Model of Planned ChangePlanned Change
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Exploration PhaseExploration PhaseChange ProcessNeed Awareness
Searches contracting
Organization decides whether to plan Organization decides whether to plan for a specific change and commit for a specific change and commit resources for it.resources for it.
Leads to a search for OD resources…Leads to a search for OD resources…
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Planning PhasePlanning PhaseChange Process
Diagnosis
Design Decision Planning commences once the problems facing the Planning commences once the problems facing the
organization are understood.organization are understood. Resources for OD are committed.Resources for OD are committed. Change process is undertaken following diagnosis.Change process is undertaken following diagnosis. Diagnosis is jointly undertaken by organizational members Diagnosis is jointly undertaken by organizational members
and OD practitioners.and OD practitioners. Goals are set for the changeGoals are set for the change
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Action PhaseAction PhaseChange ProcessImplementation
Evaluation
Change activities are monitored and Change activities are monitored and evaluated.evaluated.
Changes are implemented.Changes are implemented. Transitioning the organization.Transitioning the organization.
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Integration PhaseIntegration PhaseChange Process
Stablization
Diffusion Renewal
New behaviour is reinforced through New behaviour is reinforced through regular feedback, incentives and regular feedback, incentives and rewards.rewards.
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ContractContractContract with the OD Contract with the OD
professional is gradually professional is gradually terminated.terminated.
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Any change is stable Any change is stable for a limited time.for a limited time.