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Otsd
Otsd
Otsd
Otsd
Otsd
Otsd
Otsd
Otsd
Otsd
Otsd
Otsd
Otsd
Otsd
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Otsd

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  • 1. ORGANIZATIONAL DESIGN FOR CHANGE AND INNOVATION
  • 2. GROUP MEMBERS• Names • Roll No.• Reeja R K• Anuja Patil• Shweta Singh• Shruti Dhole 22
  • 3. CHANGE MANAGEMENT• Managing change is concerned with planned Structural change .• Organizations need to change and adapt in order to be effective.• A wide range of forces can initiate change.• Organizations facing rapidly changing environment will look for • Flexibility in their structure • Innovation • Rapid responsiveness • Adhocratic structure
  • 4. TYPES OF CHANGES• Planned change: The changes in an organization that are planned or purposeful, with an objective to keep the organization current and viable.• Structural change: The techniques that have an impact on the structural system of the organization. This includes changing authority patterns, access to information, allocation of rewards, technology and the like.
  • 5. DETERMINANTSThe identification of opportunity uponwhich management wants to capitalize, itcould be in anticipation of, or in reaction toa problemEg: Change in objectives, purchase of objectives,scarcity of labor, unionization etc
  • 6. THE ORGANISATIONAL INITIATOR• The organizational initiators or rather change agents are those in power and those who wish either to replace or constrain those in power. Eg: Senior executives, managers of major units within the organization, internal staff-development specialists, and powerful lower level employees.
  • 7. INTERVENTION STRATEGIESThis is used to describe the choice made by which the change process takes place • People • Structure • Technology • Organizational processes
  • 8. IMPLEMENTATION• It’s the process of bringing about the change • Change process: This includes unfreezing the status quo, moving to a new state, and refreezing the change to make it permanent. • Implementation tactics: Paralleling the change process in the implementation stage is the decision of what tactics should be used to install the planned change. • Intervention • Participation • Persuasion • Edict • Results: The outcome of this process could be positive, negative, temporary or permanent
  • 9. KURT LEWIN MODEL OF CHANGE MANAGEMENT
  • 10. TYPES OF INNOVATIONProcess innovation Product innovation Customer experience innovationBusiness model innovation
  • 11. REASONS FOR INNOVATION FAILURE• Culture• Ownership• Resources• Diversity• Resistance to change
  • 12. PROMOTING INNOVATION IN AN ORGANIZATION Reward System Organization Culture Intrapreneurship
  • 13. THANK YOU

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