Organizational change

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Organizational change

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Organizational change

  1. 1. Organizational Change
  2. 2. Sources of Individual Resistance to Change Individual resistance Habit Security Resource and power distribution Fear of the unknown Selective information processing
  3. 3. Sources of Organisational Resistance to Change Organisational resistance Structural inertia Group inertia Threat to expertise Threat to established resource allocations Limited focus of change Threat to established power relationships
  4. 4. Minimizing Resistance to Change Minimizing Resistance to Change Communication Training Employee Involvement Stress Management Negotiation Coercion
  5. 5. Refreezing the Desired Conditions <ul><li>Creating organizational systems and team dynamics to reinforce desired changes </li></ul><ul><ul><li>alter rewards to reinforce new behaviors </li></ul></ul><ul><ul><li>new information systems guide new behaviors </li></ul></ul><ul><ul><li>recalibrate and introduce feedback systems to focus on new priorities </li></ul></ul>
  6. 6. Successfully Diffusing Change <ul><li>Successful pilot study </li></ul><ul><li>Favorable publicity </li></ul><ul><li>Top management support </li></ul><ul><li>Labor union involvement </li></ul><ul><li>Diffusion strategy described well </li></ul><ul><li>Pilot program people moved </li></ul>Courtesy of Roberts Express
  7. 7. Organization Development <ul><li>A planned system wide effort, managed from the top with the assistance of a change agent, that uses behavioral science knowledge to improve organizational effectiveness. </li></ul>
  8. 8. Action Research Process Establish Client- Consultant Relations Disengage Consultant’s Services Diagnose Need for Change Introduce Change Evaluate/ Stabilize change
  9. 9. Appreciative Inquiry Process Discovery Discovering the best of “what is” Dreaming Forming ideas about “what might be” Designing Engaging in dialogue about “what should be” Delivering Developing objectives about “what will be”

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