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Mohanlal Sukhadia University: Department: Faculty of Management Studies

This document discusses organizational change and development. It defines organizational change as modifications to an organization's structure, processes or products to increase effectiveness. Change can be driven by external forces like technology or internal forces like changes in management. The types of change include strategic, structural, process and people-oriented changes. Resistance to change comes from individuals fearing loss or organizations resisting due to resources or expertise. Managing resistance involves communication, participation, support and negotiation. Organization development aims to improve organizations through planned change using techniques like team building, diagnostics, training and process consultation. Models of organizational development include Lewin's unfreezing-changing-refreezing model, Greiner's sequential model and Leavitt's interactive model involving tasks,

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Hitesh Choudhary
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46 views

Mohanlal Sukhadia University: Department: Faculty of Management Studies

This document discusses organizational change and development. It defines organizational change as modifications to an organization's structure, processes or products to increase effectiveness. Change can be driven by external forces like technology or internal forces like changes in management. The types of change include strategic, structural, process and people-oriented changes. Resistance to change comes from individuals fearing loss or organizations resisting due to resources or expertise. Managing resistance involves communication, participation, support and negotiation. Organization development aims to improve organizations through planned change using techniques like team building, diagnostics, training and process consultation. Models of organizational development include Lewin's unfreezing-changing-refreezing model, Greiner's sequential model and Leavitt's interactive model involving tasks,

Uploaded by

Hitesh Choudhary
Copyright
© © All Rights Reserved
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Download as PPTX, PDF, TXT or read online on Scribd
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MOHANLAL SUKHADIA UNIVERSITY

DEPARTMENT : FACULTY OF
MANAGEMENT STUDIES
ORGANIZATIONAL CHANGE AND
DEVELOPMENT

GROUP MEMBERS :
GARIMA CHOUDHARY
SALONI AGRAWAL
SALONI JAIN
INTRODUCTION
 Organization change refers to a modification or
transformation of the organization’s structure ,
processes or goods.
 Organization change is a process by which
organization move from their present state to
some desired future state to increase
effectiveness.
FORCES FOR CHANGE
 External forces
 Internal forces
External forces

 Technology
 Marketing conditions

 Social changes

 political forces
Internal forces

Nature of work force


 Change in managerial personnel
 Deficiencies in existing management
structure
 To avoid developing inertia
TYPES OF CHANGE

 Strategic change
 Structural change
 Process oriented change
 People oriented change
RESISTANCE TO CHANGE

Resistance to the change is the action taken by


individual & group when they perceive that a
change is occurring a threat to them.
There are two sources of resistance to change :
 Individual resistance

 Organizational resistance
INDIVIDUAL RESISTANCE

 Fear of loss
 Security

 Status quo

 Peer pressure

 Disruption of interpersonal relation

 Social displacement
ORGANIZATIONAL RESISTANCE

 Resource constraint
 Structural inertia

 Sunk cost

 Threat to expertise

 Politics
MANAGING RESISTANCE TO CHANGE

 Education & communication


 Participation & involvement

 Empathy & support

 Negotiation

 Manipulation & cooptation

 Timing of change
ORGANIZATION DEVELOPMENT
 Organization development is a technique of planned
change. It seeks to change beliefs, attitude, values &
structure in fact the entire culture of the organization
may better adapt to technology & live with pace of
change.
 Organization development is the process of helping
organization improve through change in policies, power,
leadership, control, or job redesign. The main focus is to
improve efficiency and effectiveness within the
organization.
OD MODELS
Among the models of OD developed by the behavioural
scientists, the following three models are very popularly
discussed in organizational behavior. They are:
1. Kurt Lewis’s unfreezing’ changing & refreezing model
2. Greiner’s Equential models
3. Leavitt’s System model
LEWIN’S MODEL
Lewin’s model is based on premises that before actually
introducing a change organization needs to be prepared for
change , motivated to change & establish & integrated the
change into behaviors of organization accordingly, Lewin has
nomenclature these step as unfreezing, changing and
refreezing.
LARRY GREINER’S MODELS

According to Griener, change occurs in terms of


certain sequential stages. The external stimulus
pressurise the management of organization to
initiate change process. The management in
response to stimulus is motivated to take actions
to introduce change in organisation . Following the
actions, the various change stages occur in a
sequential manner such as diagnosis of the
problem, invention of a new solution,
experimentation with new solution and
reinforcement from positive results.
LEAVITT’S MODEL

Leavitt’s OD Model is founded on the interactive nature


of the various subsystems in a change process. In an
organizational system, there are four interacting sub-
systems- tasks, structure, people and technology. Due
to their interacting nature, change in any one of the
sub-systems tends to have consequences for the other
sub-systems also.
Change in any one of the sub-systems can be worked
out depending upon the situation
OD INTERVENTIONS
OD interventions are the building blocks which are the
planned activities designed to improve the organization’s
functioning through participation of the members of the
organization.
Some of OD intervention are:
1. Team building
2. Diagnostic activities
3. Sensitively training
4. Intergroup relationship
5. Process consultation
TEAM BUILDING

Team building activities are designed to enhance


the effectiveness and satisfaction of individuals
who work in groups in order to improve the
effectiveness of the entire group. It is important
to recognize work group’s problems as early as
possible so that solutions can be applied
before the problems can do any damage.
DIAGNOSTIC ACTIVITIES

This activity involves collection of all the pertinent


information about the state of the organization.
This can be done through the organization’s
operations records, observation of task
activities, meetings with subordinates, and
interviews with workers and so on. This could
establish the current health of the organization.
SENSITIVELY TRAINING
Sensitivity training refers to a method of changing
behaviour through unstructured group interaction.
The idea is that in such training periods, the
participants can openly express their ideas,
beliefs, perceptions and attitudes and they learn
about interpersonal behaviour. Such training could
result in empathy for others, increased tolerance
for individual differences, improved listening skills
and greater trust in each other.
INTERGROUP RELATIONSHIPS

Just as there are problems within a group, there


are problems among two or more different
groups who are interdependent among
themselves. The activities of these groups must
be synchronized and coordinated to achieve
the organizational goals and any unhealthy
competition between the groups must be
eliminated.
PROCESS CONSULTATION

The purpose of process consultation is for an outside OD


consultant to assist the management, “to perceive,
understand and act upon process events within the
organization.
The consultant observes the processes such as
communication patterns, decision making and
leadership styles, methods of cooperation and conflict
resolution among members and groups and acts as a
guide or a coach who advises on how these processes
can be improved.

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