This document discusses managing organizational change and leading change efforts. It covers types of organizational change including anticipatory, reactive, incremental, and strategic change. It also discusses forces that drive change both externally such as the market and technology, and internally such as strategies and workforce changes. The document then outlines how people typically respond to changes they like or dislike and discusses sources of resistance to change. It provides overviews of several approaches to managing change including Lewin's force field theory, Kotter's 8 step plan, action research, and organizational development. Finally, it discusses various interventions used in organizational development related to processes, structures, human resource management, and strategies.

1. Managing And Leading Organizational Change
“.….the only constant is change ;
change is inevitable”

2. What are your reaction when you hear the word
CHANGE?
Negative Perception….
Positive Perception…..

3. Types of Organizational Change
* Anticipatory Change- planned change based on expected
situations.
* Reactive Change- Changes made in response to unexpected
situations.
* Incremental Change- Subsystem adjustments required to
keep the Organization on course.
* Strategic Change- altering the overall shape & direction of
Organization.

4. EXTERNAL FORCE INTERNAL FORCE
Market Place.  Change in Organizational
Strategies.
 Govt. Laws & Regulations.  Workforce Change.
Technology.  New Equipment.
 Labour Market. Employee Attitude.
 Economic Change.
Forces of Change

5. A Journey Through Change
Stability
Comfort & Control LearningAcceptance,
Commitment
Looking Looking
Forward Back
Fear, Anger Enquiry, Experimentation
& Resistence & Discovery
Chaos

6. How People Respond To Changes they Like?
3 Stage process :-
# Unrealistic Optimism
# Reality Shock
# Constructive Direction
Individual Reaction To Change

7. Stages :-
# Getting off on the wrong track.
# Laughing it off.
# Growing Self Doubt.
# Destructive Direction.
How people respond tochange they fear or Dislike?

8. Corpo

9. SOURCES OF RESISTANCETO CHANGE

10. Why do employees Resist Change?

11. Managing Change :
Work Specialization, Departmentalization,
Chain of Command, Span of Control
Formalization, Job Redesign
Work, Process, Methods & Equipments
Attitude, Expectations, Perception &
Behavior

12. ApproachestoManagingChange:
*Lewin’sForceFieldTheoryofChange
*Kotter’sEightStepplan
*ActionResearch
*OrganizationalDevelopment

13. Lewin’s Force Field Theory :
Reducing the Developing Reinforcing new
Forces for new attitudes, values, attitudes
Status quo values & and behaviours
behaviours

14. Kotter’sEightStepPlan
1. Establish a sense of urgency by creating a compelling reason
for why change is needed.
2. Form a coalition with enough power to lead a change.
3. Create a new Vision to direct the change.
4. Communicate the vision throughout the organization.
5. Empowers other to act on the vision.

15. 6. Plan for, create, and reward short-term “WIN” that move the organization towards
the New vision.
7. Consolidate improvements, reassess changes, and make
necessary adjustments in the new programs.
8. Reinforce the changes by demonstrating the relationship
between new behaviours & organizational success.

16. Action Research:
refers to a change process based on the systematic collection of data and then
selection of change action based on what the analyzed data indicate.
Five Step Process:
# Diagnosis
# Analysis
# Feedback
# Action
# Evaluation

17. Organizational Development :
OD comprises a special set of organizational change
methods. It is a planned, systematic process of
organizational change based on behavior science
research and theory.
The goal of OD is to create adaptive organizations,
capable of transforming and reinvesting themselves, so
as to remain effective.

18. Values Of OD :
Weaccept andrespectpeopleforwhotheyareandattemptto
facilitatetheirmeetingtheirneedswithoutjudgmentorcoercion.
Weholdeachother,staffandclients,accountableforagreementswe
havemade.
Weendeavortoreducetheharmcausedtothemselvesandothersby
individuals'behavior;andtoreducetheharmtoindividualscausedby
socialinstitutionsandpolicies.
Ourconcerniswithqualityofliferatherthanwithoneparticular
approach.
Weseetheneedsoftheclients/consumersasthedrivingforcebehind
thedecisionswemake.

19. We strive toward mutual identification of
problems and issues and mutual determination of
goals in our work plans.
We endeavor to assure that clients/consumers
routinely have a voice in the creation of
programs and policies which affect them.
We strive to achieve the highest quality of
service consistent with available resources and
client/consumer needs.
We strive to use our resources in the most
effective and efficient manner.
We use our creativity, knowledge, and talent to
develop innovative programs and initiatives
throughout the agency.

20. We strive to include the diversity of people
represented in our community on our staff.
We establish processes whereby diverse opinions,
approaches, and working styles can be heard and
understood.
We are dedicated to developing excellence among the
staff.

21. 1:HumanProcesses:
*T-Groups
*ProcessConsultation
*ThirdPartyIntervention
*TeamBuilding
*OrganizationConfrontationmeeting
*IntergroupRelations
OD Interventions:

22. 2:Technostructural:
*FormalStructuralChange
*Differentiation&Integration
*Cooperativeunion-managementprojects
*Qualitycircles
*TotalQualityManagement
*WorkDesign

23. 3:HumanResourceManagement:
*GoalSetting
*PerformanceAppraisal
*RewardSystems
*CareerPlanning&Development
*ManagingWorkforceDiversity
*EmployeeWellness

24. 4:Strategic:
*IntegratedStrategicManagement
CultureChange
StrategicChange
Sell-DesigningOrganizations

25. ImpressionManagement:
Description
Impressionmanagementisthedeliberate'bending'ofthetruthinorderto
makeafavorableimpression.Managingimpressionincludesdeliberateuse
ofanyorallof:
Dress,make-up,hairstyleandothermanagementofvisualappearance.
Mannerandgeneralbehavior,suchasbeingpleasant,assertive,andsoon.
Managingbodylanguagetoconcealanxietiesoruntruthsandshow
openness,etc.
Beingeconomicwiththetruth,nottellingliesbutalsonotrevealingthe
wholetruth.
Exaggerationorcompletefabricationofthingsthatmakeyoulookgood.
Downplayingordenialofnegativefactorsthatmakeyoulookbad.

26. Set goals . Where do you want to be in one, three and five years
from now? Do you want a promotion?Anew job or career? What
are you willing to do to achieve them? Write them down and
review them periodically to keep on track.
Take a good look at yourself or better yet, ask your mentor
for feedback . Unfortunately, we never see ourselves as others
do. If you are not getting the results you want, ask for feedback
from others to better understand what is holding you back.

27. Commit to the change you want to create . To make any
change in behavior you must practice the new skill repeatedly
for twenty-one days. Set aside time to do this and make it a
priority.
Dress appropriately . Wear clothes that fit well and are
appropriate for each business occasion. Understand the
difference between traditional business attire and the different
levels of business casual. Wear clothes that say you are
there for business and should be taken seriously. If you wear
it to the beach, on a hot date, or to the park - it's not
appropriate for business. With that in mind, keep mini skirts,
T-shirts with slogans, overalls, low-cut tops, sandals, jean
jackets, sneakers, zip-front hooded sweatshirts for your
weekend or at-home wardrobe only.

28. Learn how to properly shake hands . Touch thumb joint to
thumb joint. Make it firm - not a bone crusher or a loose fish
handshake. People form an impression of you by your
greeting. Make sure they've formed a good one.
Keep your body language open . In business, many
professionals are not aware of how they are communicating
with their body. Fidgeting or not making eye contact, will give
you away. Keep a smile on your face and your body
language open.
Fake it until you feel it . If you feel as if you have already
achieved your goal, it will happen. Individuals that maintain
an upbeat attitude portray a positive image and attract
positive company.

29. Remember "Successful people look successful!“