unit x organizational change & development
TRANSCRIPT
-
8/9/2019 Unit x Organizational Change & Development
1/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
ORGANIZATIONAL CHANGE
& DEVELOPMENT
UNIT X
BY-PROF.RASHMI GUPTA
-
8/9/2019 Unit x Organizational Change & Development
2/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
NOTHING IS PERMANENT IN THIS WORLD BUT
change
-
8/9/2019 Unit x Organizational Change & Development
3/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
WHAT IS CHANGE?
To survive, organizations must train their managers &
work force to cope with new demands,new problems and
new challenges.
Planned change reflects
Change in goals & operating philosophy to improve the
ability of the organization to adapt to the changes in the
environment.
Involves new policy implementation to change
employee behavior.
Change can be either a) planned or b)routine.
-
8/9/2019 Unit x Organizational Change & Development
4/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
ORGANISATIONAL CHANGE
Organizational change is the process by which organizations
move from their present state to some desired future state to
improve their effectiveness. Characteristically change is-
Vital
Process not an event
Fast and is likely to increase further
Directive or participative
N
atural or adaptive Interdependent on organizational environment
-
8/9/2019 Unit x Organizational Change & Development
5/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
Types of Organizational Change
Anticipatory changes: planned changes based onexpected situations.
Reactive changes: changes made in response to
unexpected situations.
Incremental changes: subsystem adjustmentsrequired to keep the organization on course.
Strategic changes: altering the overall shape ordirection of the organization.
-
8/9/2019 Unit x Organizational Change & Development
6/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
LEVELS OF CHANGE
Individual level change
Group level change
Organizational level change
-
8/9/2019 Unit x Organizational Change & Development
7/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
FACTORS LEADING TO CHANGE.
Economic
factors
competition
Nature of workForce.
technology
-
8/9/2019 Unit x Organizational Change & Development
8/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
Forces ForForces ForChangeChange
WorkforceWorkforce
CompetitionCompetition
WorldWorld
PoliticsPolitics TechnologyTechnology
SocialSocialTrendsTrends
EconomicEconomicShocksShocks
Forces of Change
-
8/9/2019 Unit x Organizational Change & Development
9/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
External Forces Internal Forces
Competition Laws and
regulations
Strategy modifications
New technologies New equipmentLabor market shifts New processes
Business cycles Workforce composition
Social change Job restructuring
Compensation and benefits
Labor surpluses and shortages
Employee attitude
Forces of Change
-
8/9/2019 Unit x Organizational Change & Development
10/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
THE CHANGE PROCESS
Becoming aware of the pressure for change
Recognizing the need for change
Diagnosing the problem
Planning the change
Implementing the change
Following upon the change
-
8/9/2019 Unit x Organizational Change & Development
11/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
SOURCES OF RESISTANCE TO
CHANGE
-
8/9/2019 Unit x Organizational Change & Development
12/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
Why Do Employees
Resist Change?
Surprise
Unannounced significant changes threaten employees sense ofbalance in the workplace.
Inertia
Employees have a desire to maintain a safe, secure, andpredictable status quo.
Misunderstanding and lack of skills
Without introductory or remedial training, change may beperceived negatively.
Poor Timing Other events can conspire to create resentment about a
particular change.
-
8/9/2019 Unit x Organizational Change & Development
13/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
Why Do Employees Resist Change? (contd)
Emotional Side Effects
Forced acceptance of change can create a sense ofpowerlessness, anger, and passive resistance to change.
Lack of Trust
Promises of improvement mean nothing if employees do nottrust management.
Fear of Failure
Employees are intimidated by change and doubt their abilities tomeet new challenges.
Personality Conflicts Managers who are disliked by their managers are poor conduits
for change.
-
8/9/2019 Unit x Organizational Change & Development
14/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
Threat to Job Status/Security
Employees worry that any change may threaten their
job or security.
Breakup of Work Group Changes can tear apart established on-the-job social
relationships.
Competing Commitments
Change can disrupt employees in their pursuit ofother goals.
Why Do Employees Resist Change? (contd)
-
8/9/2019 Unit x Organizational Change & Development
15/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
Education and Communication
Show those effected the logic behind the change
Participation
Participation in the decision process lessens resistance
Building Support and Commitment
Counseling, therapy, or new-skills training
Implementing Change Fairly
Be consistent and procedurally fair
Manipulation and Cooptation
Spinning the message to gain cooperation Selecting people who accept change
Hire people who enjoy change in the first place
Coercion
Direct threats and force
TACTICS FOR OVERCOMING RESISTANCE TO CHANGE
-
8/9/2019 Unit x Organizational Change & Development
16/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
LEWINS FORCEFIELD THEORY OF
CHANGE
Unfreezing
Change efforts to overcome the pressures of both
individual resistance and group conformity
Unfreeze Move Refreeze
-
8/9/2019 Unit x Organizational Change & Development
17/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
Movement
A change process that transform s the organisation from
the status quo to a desired end state.
Refreezing
Stabilizing a change intervention by balancing driving and
restraining forces
-
8/9/2019 Unit x Organizational Change & Development
18/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
Driving Forces
Forces that direct behavior away from the status
quo
Restraining Forces
Forces that hinder movement from the existing
equilibrium
Lewin: Unfreezing the Status Quo
-
8/9/2019 Unit x Organizational Change & Development
19/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
Dominos Effect
The Domino Effect is a chain reaction that
occurs when a small change causes a similar
change nearby, which then will cause another
similar change and so on in a linear sequence. It typically refers to a linked sequence of events
where the time between successive events is
relatively small.
-
8/9/2019 Unit x Organizational Change & Development
20/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
ORGANIZATIONAL DEVELOPMENT
Organizational Development (OD)
A collection of planned interventions, built on
humanistic-democratic values, that seeks to
improve organizational effectiveness and employee
well-being
OD Values
Respect for people
Trust and support
Power equalization
Confrontation
Participation
-
8/9/2019 Unit x Organizational Change & Development
21/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
Characteristics of OD
Planned change
Comprehensive change
Emphasis upon work group
Long range change
Participation of change agent
Emphasis on intervention.
Collaborative environment
Action research.
-
8/9/2019 Unit x Organizational Change & Development
22/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
PRE-REQUISITE FOR OD
Participation of work team, including the formal leader.
An open, educational philosophy about the theory of OD
Development of internal OD resources and facultativeskills
Effective management of the OD process andstabilization of changes
Monitoring the process and measuring of results
Involvement of personal and industrial relations
Initial top level involvement The introduction of OD into the system as behavioral
science consultant
-
8/9/2019 Unit x Organizational Change & Development
23/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
6 OD TECHNIQUES
1. Sensitivity Training
Training groups (T-groups) that seek to change behavior through
unstructured group interaction
Provides increased awareness of others and self
Increases empathy with others, listening skills, openness, and
tolerance for others
2. Survey FeedbackApproach
The use of questionnaires to identify discrepancies among member
perceptions; discussion follows and remedies are suggested
3. Process Consultation (PC)
A consultant gives a client insights into what is going on around the
client, within the client, and between the client and other people;
identifies processes that need improvement.
-
8/9/2019 Unit x Organizational Change & Development
24/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
4. Team Building
High interaction among team members to increase trust and openness
5. Intergroup Development
OD efforts to change the attitudes, stereotypes, and perceptions that
groups have of each other
6. Appreciative Inquiry
Seeks to identify the unique qualities and special strengths of anorganization, which can then be built on to improve performance
Discovery: Recalling the strengths of the organization
Dreaming: Speculation on the future of the organization
Design: Finding a common vision
Destiny: Deciding how to fulfill the dream
6 OD TECHNIQUES
-
8/9/2019 Unit x Organizational Change & Development
25/25
BY-PROF.RASHMI GUPTACopyright Houghton Mifflin Company. Allrights reserved.
THANKYOU!!!!