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A Model of Organizational Change and Development

This document discusses organizational change and development. It defines organizational change as planning and implementing change to minimize resistance and costs while maximizing effectiveness. Organizational development is preparing for and managing change. The document presents a model of organizational change and development that includes forces for change, diagnosis, action planning, implementation with feedback loops, and monitoring results. Forces for change can be external, such as technological advances or demographic shifts, or internal like process or behavioral problems. The model emphasizes that change is ongoing and dynamic.

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Sharon Reyes
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78 views22 pages

A Model of Organizational Change and Development

This document discusses organizational change and development. It defines organizational change as planning and implementing change to minimize resistance and costs while maximizing effectiveness. Organizational development is preparing for and managing change. The document presents a model of organizational change and development that includes forces for change, diagnosis, action planning, implementation with feedback loops, and monitoring results. Forces for change can be external, such as technological advances or demographic shifts, or internal like process or behavioral problems. The model emphasizes that change is ongoing and dynamic.

Uploaded by

Sharon Reyes
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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A Model of Organizational Change

and Development
SHARON R. REYES
Discussant
What is Organizational Change?

• It is the process of planning and


implementing change in an
organization in such a way to
minimize employee resistance, cost
and simultaneously maximizing
effectiveness of change.

• It is the transformation or adjustment


to the way an organization functions.
What is Organizational Development?

• Organizational Development is
the process of preparing for and
managing change in organizational
settings.
Why is it important to Adapt to Change?

• Times change, people change, things change, situations change


hence so do the organizations.

• Organizational change occurs as a reaction to an ever-changing


environment or as a response to a current crisis situation. On the
other hand, it is triggered by a progressive manager.
Why is it important to Adapt to Change?

• Individuals, teams, or organizations that do not adapt to


change in timely ways are unlikely to survive.

• The organizations which recognize the inevitability of


change, learn to adapt to it, and attempt to manage it,
will be the most successful.
A Model of Organizational Change and Development

• In order to help an organization develop in a certain direction, managers and


leaders need to create meaningful and lasting change.

• Prospects of initiating successful change can be enhanced when managers


actively support the effort and demonstrate that support by implementing
systematic procedures that give substance to the process.
A Model of Organizational Change and Development

• The model indicates that forces for change continually act on the
organization; this assumption reflects the dynamic character of the modern
world.

• But once managers recognize that something is malfunctioning, they must


diagnose the problem and identify relevant alternative techniques.

• Finally, the manager must implement the change and monitor the change
process and change results.
A Model of Organizational Change and Development

• The model includes feedback to the implementation step and to the forces-
for-change step.

• The mode of implementation may be faulty and may lead to poor results, but
responsive action could correct the situation.

• Moreover, the feedback loop to the initial step recognizes that no change is
final.
• The model suggests no final solution; rather, it
emphasizes that the modern manager operates in a
dynamic setting wherein the only certainty is change
itself.
FORCES FOR
CHANGE

• External
• Internal
FORCES FOR CHANGE

• Organizations encounter many different forces for change. These forces come
from external sources outside the organization and from internal sources.

• This topic examines the forces that create the need for change. Awareness of
these forces can help managers determine when they should consider
implementing an organizational change.
FORCES FOR CHANGE

• EXTERNAL FORCES
• (Demographic) Nature of Workplace
• Technological Advancements
• Political and Social Pressure

• INTERNAL FORCES
• Process Problems
• Behavioral Problems
Force for Change: External Forces

• Originate outside the organization.


• Put pressure on how organization conducts its business and its
relationships with costumers, suppliers and employees.
• It includes:
• Demographic (Nature of Workplace)
• Technological Advancements
• Political and Social Pressure
• Nature of Workforce
- must adjust to a multicultural environment and demographic
changes.
- organizations need to effectively manage diversity if they are to
receive maximum contribution and commitment from employees.
• Technological Advancement
- Technological changes can make or break a business. Whether
new technology is introduced, organizations must change to
accommodate new technologies or suffer consequences.
- Both manufacturing and service organizations are increasingly
using technology as a means to improve productivity,
competitiveness and costumer service while also cutting costs.
- There is no question that the development and use of
technological advancements is probably one of the biggest forces for
change.
• Social and Political forces
- created by social and political events.
- Government restrictions often force change onto organizations.
- Changing social trends can pressure organizations into making
changes.
Forces for Change: Internal Forces

• Comes from inside the organization.


• It is also called the change that arise from inside the organization and
relate to the internal functioning of the organization.
• Internal forces for change can usually traced to process and
behavioral problems.
Process Problems

• The process problems include breakdowns in


decision making and communications.
Behavioral Problems

• Low levels of morale and high levels of absenteeism and turnover are
symptoms of behavioral problems that must diagnosed.

• Excessive interpersonal conflict between managers and their


subordinates is a sign that change is needed.

• Inappropriate leader behavior such as inadequate direction or support may


result in human resource problems requiring change.
THANK YOU FOR
LISTENING!!!
References:

• Ivancevich John M., Konopaske Robert and Matteson T. (2008).


Organizational Behavior and Management, Eight Edition. MacGraw-Hill
International.
• Kreitner Robert and Kinicki Angelo. (2010). Organizational Behavior, Ninth
Edition. MagGraw-Hill International
• https://www.slideshare.net/mobile/anirudhkotlo/managing-organisation-chang
e-37716701

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