Org. Change & Devlopment

Organizational Change and Development
THE GREATEST DISCOVERY IS THAT A HUMAN BEING CAN
CHANGE HIS LIFE BY ALTERING HIS ATTITUDE.
Faculty Name: Ms Ashita Chadha
Your Perceptions of Change

What are your reactions when you hear the word change?
Negative perceptions. Positive perceptions.
Organization Change: A definition

Organizational change is the process by which organizations move from their present state to some desired future state to increase effectiveness.
Change is:
Vital to avoid stagnation A constant process Is directive and participative in nature Is adaptive- a reaction to external circumstances Is incremental which help the organization to shift from the current position
Is interdependent on the organizational environment
Types of Organizational Change

Anticipatory changes: planned changes based on expected situations. Reactive changes: changes made in response to unexpected situations. Incremental changes: subsystem adjustments required to keep the organization on course.
Strategic changes: altering the overall shape or direction of the organization.
Forces of Change
External Forces
Globalization Govt Laws and Regulations Technology change Labor market Economic Change Competition
Internal Forces
Changes in Organizational Strategies Clarify or create mission and objectives Clarify or create core values and beliefs Workforce change New Equipment Employee Attitude
Change Targets
Structure
Work specialization, Departmentalization, Chain of Command, Span of Control, Formalization, Job Redesign Work Process, Methods and Equipments Attitude, Expectations, Perception and Behavior Strategic direction, objectives and plans
Technology
People
Strategy
Change: Organizational and Individual Perspectives

Tuning
The most common, least intense, and least risky type of change. Also known as preventive maintenance and kaizen (continuous improvement).
Key is to actively anticipate and avoid problems rather than waiting for something to go wrong.
Adaptation
Incremental changes that are in reaction to external problems, events, or pressures.
Change: Organizational and Individual Perspectives

Re-Orientation
Change that is anticipatory and strategic in scope and causes the organization to be significantly redirected. Also called frame bending(Nadler and Tushman).
Re-Creation
Intense and risky decisive change that reinvents the organization. Also called frame breaking (Nadler and Tushman).
LEADER ACTION:
Stability Learning, Acceptance & Commitment Comfort and control
1
Create a felt need of change
4
Stabilize and Sustain the change
Looking Back
2
Introduce the
3
Revise and
finalize the change plan
Looking Forward
Fear, Anger and Resistance
change
Enquiry, Experimentation and Discovery
Chaos
Change Process
Becoming aware of the pressure for change
Recognizing the need for change
Diagnosing the problem
Planning the change
Implementing the change
Following up on the change
Why Do Employees Resist Change?

Surprise
Unannounced significant changes threaten employees sense of balance in the workplace.
Inertia
Employees have a desire to maintain a safe, secure, and predictable status quo.
Misunderstanding and lack of skills

Without introductory or remedial training, change may be perceived negatively.
Poor Timing
Other events can conspire to create resentment about a particular change.
Emotional Side Effects

Forced acceptance of change can create a sense of powerlessness, anger, and passive resistance to change.
Lack of Trust
Promises of improvement mean nothing if employees do not trust management.
Fear of Failure
Employees are intimidated by change and doubt their abilities to meet new challenges.
Personality Conflicts
Managers who are disliked by their managers are poor conduits for change.
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.
Overcoming Resistance to Change

Strategies for Overcoming Resistance to Change
Education and communication Participation and involvement Facilitation and support Negotiation and agreement Manipulation and co-optation Explicit and implicit coercion
Making Change Happen
Two Approaches to Organization Change

Organization Development (OD) Formal top-down approach
Grassroots Change
An unofficial and informal bottom-up approach. Change that is spontaneous, informal, experimental, and driven from within.
Planned Change Through Organization Development (OD)

Organization development (OD)
Planned change programs intended to help people and organizations function more effectively. Applying behavioral science principles, methods, and theories to create and cope with change.
OD creates fundamental change in the organization, as opposed to fixing a problem or improving a procedure.
OD programs generally are facilitated by hired consultants,

Objectives of OD
Deepen the sense of organizational purpose. Strengthen interpersonal trust. Encourage problem solving rather than avoidance. Develop a satisfying work experience. Supplement formal authority with knowledge and skillbased authority. Increase personal responsibility for planning and implementing. Encourage willingness to change.

The OD Process (Kurt Lewin)
Unfreezing, changing, and refreezing social systems Unfreezing: neutralizing resistance by preparing people for change. Changing: implementing the planned change Refreezing: systematically following a change program for lasting results.
process
Unfreezing
Changing
Refreezing
Unfreezing Old behavior creates motivation to learn.
OD Interventions
Sensitivity or T- Group Training
Team Building
Grid Training Quality of Work Life Programmes HRM Interventions Strategic Intervention

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Organizational Change and Development

THE GREATEST DISCOVERY IS THAT A HUMAN BEING CAN

CHANGE HIS LIFE BY ALTERING HIS ATTITUDE.

Faculty Name: Ms Ashita Chadha

Your Perceptions of Change

Organization Change: A definition

Is interdependent on the organizational environment

Types of Organizational Change

Strategic changes: altering the overall shape or direction of the organization.

Change: Organizational and Individual Perspectives

Change: Organizational and Individual Perspectives

Fear, Anger and Resistance

Enquiry, Experimentation and Discovery

Recognizing the need for change

Diagnosing the problem

Planning the change

Implementing the change

Following up on the change

Why Do Employees Resist Change?

Misunderstanding and lack of skills

Emotional Side Effects

Threat to Job Status/Security

Breakup of Work Group

Overcoming Resistance to Change

Making Change Happen

Two Approaches to Organization Change

Planned Change Through Organization Development (OD)

Planned Change Through Organization Development (OD)

Planned Change Through Organization Development (OD)

Unfreezing Old behavior creates motivation to learn.

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