organizational change 2 (1)

8/3/2019 Organizational Change 2 (1)

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Managing Planned Change Factors in Planned Change

Process of Change

Approaches to manage organizationalChange

Change Agent – Roles and responsibility

Resistance to Change – Individual Resistance,

Organizational Resistance Overcoming Resistance to Change



“When organizations initiate change activitiesdeliberately and consciously in order toaccomplish certain organizational goals, It isknown as planned or managed change.”



1. To enhance the ability of organization toadapt changes in its environment.

2.

To change the behavior of employees.



Planned change attempts at all aspects of theorganization which are closely interrelated:

Technology, Task, Structure, People

1.

Technology related changes: includesa. Changing problem solving and decision

making procedures

b. Introduction of automated data processing

devicesc. Change in methods of production.



2. Task related change: Job simplification or job enrichment, High internal workmotivation, high quality work performance.

3. Structure related changes:

a. Changing hierarchy levels

b. Changing functional authority etc.



4. People related changes :a. Skill

b. Behavior



The various steps involves in planned changeare as follows:

1.

Identifying need for change2. Elements to be changed

3. Planning for change

4. Assessing change forces

5. Change Actions6. Feedback



Identifyingneed forchange

Unfreezing

Elements to bechanged

Planning forchange

Assessingchange forces

Actions forchange

Changing

Refreezing



1. Identifying need for change : depends ongap analysis, the gap between desired stateof affairs and actual state of affairs, thedifference between what the org is

achieving and what it should achieve.

2. Elements to be changed : Usually change isrequired in three major elements of the org.Org Structure, Technology and People.



3. Planning for change: Its includesWho will bring the change

When to bring Change

How to bring change4. Accessing change forces: In a group process

there are some forces favoring and someopposing to maintain an equilibrium. It has

been referred as field force analysis by KurtLewin.



As per Kurt Lewin, there are both driving andrestraining forces which influence any changethat may occur.

Driving Forces : Affect a situation by pushing it in a

particular direction, They tend to initiate changeand keep it going.

Restraining Forces: they restrain change anddecrease the driving forces.

Equilibrium is reached when the sum of drivingforces equals the sum of restraining forces.



Management may change the equilibrium by someefforts. For introducing change, managementmay face three types of situation based on theoperation of field force:

1. If the driving forces far overweight thanrestraining forces, management can pushdriving forces and overpower restraining forces.

2. If restraining forces are stronger than drivingforces than management may either give up the

change programme or pursue it byconcentrating on driving forces and changingrestraining forces into driving forces.



3. If driving and restraining forces are fairlyequal, management can push up the drivingforces and at the same time, can convert orimmobilize restraining forces.

Management has to push driving forces andconvert and immobilize restraining forces sothat people accept change. If the equilibrium

of driving and restraining forces are atdesired level, then Organization can go for achange.



5.Actions for Change: includesUnfreez

Movement to change

Refreez

Known as Lewin’s three step model of thechange process



Kurt Lewin proposed that organizationsshould use three steps to introducepermanent change –

1. Unfreeze

2. Movement to a new state

3. Refreeze



Unfreezing Movement Refreezing



1. Unfreeze: Change efforts to overcome thepressures of both individual resistance andgroup conformity.

Employees are educated about the benefitsof change. This will motivate employees towelcome change to enjoy the new benefits.



2. Movement to Change:This stage involve implementing the change.Doing away with old practices and adoptingnew methods. Exp:

Installing new equipment

Changing production process and layout

Redefined roles and responsibilities



3. Refreeze : Stabilizing a change intervention bybalancing, driving and restraining forces.

This step involves reinforcing the change so thatthe organization does not revert to old stage of

things. Ex. Employees are asked to demonstratetheir new skills or role play that how they willapply their new skills at the workplace.

Repetition and constant reinforcement of new

work techniques is essential to sustain change.



6.Feedback: Feedback and follow up actionsare required to ensure that changeprogramme is progressing in right direction.



1. Lewin’s three step Model

2. Action research

3. Organizational Development



Action Research:According to Robbins,

Action research is “ a change process basedon the systematic collection of data and thenselection of a change action based on whatthe analyzed data indicate.”



The process of action research consist of fivesteps:

Diagnosis

Analysis

Feedback

Action

Evaluation



The change agent, often an outsideconsultant in action research, begins bygathering information about problems,concerns, and needed changes from

members of the organization.Change agent ask questions, interviewemployees, review records, and listen to theconcerns of employees.



Diagnosis & Analysis : After diagnosis andanalysis of the problem the change agentshare the feedback with employees that whathe has found from step 1 and 2.

Feedback: Change agent share the feedbackand employees, with the help of change agent, develop action plan for bringing requiredchange.

Action : The employees and change agentcarry out the specific actions to correct theproblem that have been identified.



Evaluation: Fifth step is to evaluate theeffectiveness of action plan.



“Persons who act as catalysts and assume theresponsibility for managing change activitiesare called change agent.”

The objective of change agent is to bringdesired change in the organization. Role of external and internal change agents may be

different in the change process.



Role of external change agent is as follows:Maheshwari has identified the role of consultant in installing MBO, a programmefor organizational change, as follows

1. Education of the top management

2. Organizational Diagnosis

3. Formulation and implementation of strategy

4. Selection, training and supervision of MBOAdvisors



5. Training of managers6. Process consultation at top level

7. Advice to top management on manager’sobjective document

8. Evaluation and innovation

9. Integration of MBO process with othermanagement system and technique



There may be two categories of people whomay act as internal change agent

1. Chief Executive

2. Change Advisors: He has to achieve theperformance in terms of influencingmembers of the organization to accept andinternalize the new values, concepts andpractices without the formal authority overthem.



People tend to resist many types of changesbecause new habits or sacrifices are required.

Resistance can be overt, implicit, immediate ordeferred.

Its easy to deal with resistance when its overtand immediate for example. A change isproposed and employees quickly respond byvoicing complaints, work slowdown,threatening to got on strike etc.



Its difficult to manage resistance when itsimplicit of differed. Like loss of loyalty to theorganization, loss of motivation to work,increased errors or mistakes, increased

absenteeism due to sickness and hence aremore difficult to reorganize.



IndividualResistance

Habit

Security

EconomicFactors

Fear of

unknown

Selectiveinformationprocessing



Organizational

Resistance

Limited focusof change

Threat toexpertise

Threat toestablished power

relationship

Threat toestablished

resourceallocation

Structuralinertia

Group Inertia



1. Education and communication2. Participation

3. Facilitation and Support

4. Negotiation

5. Manipulation and Cooptation

6. Coercion

organizational change 2 (1)

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