The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
Change management is a collective term for all approaches to preparing and supporting individuals, teams and organizations in making organizational change
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
CHANGE, RESISTANCE TO CHANGE, OVERCOME RESISTANCE TO CHANGENavya Jayakumar
Alternation which occurs in the overall work environment of an organization
The whole organisation tends to be affected by the change in any part of it
An enterprise can be changed in several ways. Its technology can be changed, its structure, its people and other elements can be changed.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
“A process through which something becomes different.” This is the dictionary definition. Organisational change refers to the alteration in technology, structure, method, people, or their behaviour. Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization. Here we need to note that change in organizational culture is different from change in an organization. A new method or style or new rule is implemented here.
Change management is a collective term for all approaches to preparing and supporting individuals, teams and organizations in making organizational change
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
CHANGE, RESISTANCE TO CHANGE, OVERCOME RESISTANCE TO CHANGENavya Jayakumar
Alternation which occurs in the overall work environment of an organization
The whole organisation tends to be affected by the change in any part of it
An enterprise can be changed in several ways. Its technology can be changed, its structure, its people and other elements can be changed.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
“A process through which something becomes different.” This is the dictionary definition. Organisational change refers to the alteration in technology, structure, method, people, or their behaviour. Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization. Here we need to note that change in organizational culture is different from change in an organization. A new method or style or new rule is implemented here.
Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs.
When a business goes through significant changes, it's important to take others along with you. Good strategy is important, but execution is table stakes.
To understand Organisational Behavior meaning and importance,Organisation as social process,System and Contingency approach,Environmental Factors,Constraints over organization and managerial performance
Training Process and Methodology - Need and objectives, Training-Role and Relevance, Training and Development, Training and HRD, How Training benefits the Organization? Beneficiaries, Problems and future trends of Training, Career Planning
This aspect of marketing provides place, time & possession utility to the customer. If a consumer wants to buy a tube of Colgate toothpaste, then the company ensures that toothpaste is made available to this consumer at a retail shop near by his residence- thus providing the ‘place utility’.
The term ‘Personality' has been derived from the Latin term ‘Persona' which means to 'speak through'. Therefore a very common meaning of the term personality is the role which the person (actor) displays to the public.
Marketing represents the boundary between the marketplace and the company, and knowledge of current & emerging happenings in the marketplace is extremely important in any strategic planning exercise.
Learn how to implement a well thought-out management of change process into your operations to lessen impacts on safety, environment and reliability. Putting into place such a process will not only save you money on maintenance costs but help you to recognize and prioritize the changes which carry the most added value for your business. All of this is done, of course, as part of a simple and efficient process.
Change problem ; Features of organizational change; Importance of change ; Reasons / factors leading to organizational change ; Change process ; Kurt Lewin's Model of change process ; Bringing organizational change; Rolf Smith's seven levels of change model
Organizational Change and Development - Module 1 - MG University - Organizat...manumelwin
Organizational change occurs when business strategies or major sections of an organization are altered.
It is defined as a change that has significant effects on the way work is performed in an organization.
What is CHANGE, 7 Phases of Change, Types of change, Importance of Change, Causes of Change, Change Management Process, Strategies to implement change in organization.
Change management (CM) refers to any approach to transitioning individuals, teams, and organizations using methods intended to re-direct the use of resources, business process, budget allocations, or other modes of operation that significantly reshape a company or organization.
By definition, progress means change. This is not always comfortable. It may challenge our assumptions, and the way we are used to doing and seeing things. It asks us to have faith in
the larger picture, the eventual results, and each other. We need energy to deal with it, and perspective, and sometimes just a sense of humor”.
Leadership plays a central part in understanding group behavior, for it is the leader who usually provides the direction toward goal attainment. Therefore, a more accurate predictive capability should be valuable in improving group performance.
Based on Latin word “movere”, motive(need) has been defined as follows: “A motive is an inner state that energizes ,activates, or moves (hence motivation),and that direct behavior towards goals.”
To enable an effective CRM, a suitable strategy needs to be developed and implemented.Therefore a company should develop an orientation that would enable it to enjoy the trust of the customers, ensure commitment to relationships and also undertake proper communication.
Firms consider pursuing various market segments as part of their overall growth strategies, which may include the four major strategies that are:Market Penetration, Market Development, Product Development and Diversification.
This presentation ion tell about the growth strategies that how various successful firms have adopted and got success.
History shows that the companies that continue to invest in their innovative capabilities during tough economic times are those that get best when growth returns.
Product strategy is like a roadmap, and like a roadmap it’s useful only when you know where you are and where you want to go.The Service Strategy provides guidance on how to design, develop, and implement service management not only as an organizational capability but also as a strategic asset.
Human resource planning is a process by which an organization ensures that: it has the right number and kinds of people , at the right place, at the right time, capable of effectively and efficiently completing those tasks, that will help the organization to achieve its overall strategic objectives.
Strategic role of Human Resource ManagementISAAC Jayant
The role of Human Resource Management has been developing noticeably in recent years. Earlier human resource as the personal department performing administrative duties like record keeping, file maintenance etc. were all over now.Any organization that continues to utilize its HR function solely to perform these administrative duties doesn't understand the contributions that HR can make an organization’s performance.
The central idea behind SHRM is that all initiatives involving how people are managed need to be aligned with and in the support of the Organizational overall strategy. No Management is successful if its people is diverted from the vision and mission of the organization.
It is well known that employees and their skills, abilities represent a significant asset for organization. It is an serious issue for any organization to measure this value as well as its contribution to the organization.
Conflict is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect ,something that the first party cares about.
In organizational development(OD), group dynamics or group process‖ refers to the understanding of the behavior of people in groups, such as task groups, that are trying to solve a problem or make a decision.
People who are committed to achieving organizational objectives generally outperform those who are not committed. Those who are intrinsically rewarded by accomplishments in the workplace are satisfied with their jobs and are individuals with high self-esteem. Therefore, an important part of management is to help make work more satisfying and rewarding for employees and to keep employee motivation consistent with organizational objectives. With the diversity of contemporary workplaces, this is a complex task. Many factors, including the influences of different cultures, affect what people value and what is rewarding to them.
Personality means how a person affects others and how he understands and views himself as well as the pattern of inner and outer measurable traits and the person-situation interaction.
Introduction to Organisational BehaviourISAAC Jayant
Organisational behavior is a field of study that investigates the impact that Individuals, Groups and Structure have on behavior within organization for the purpose of applying such knowledge towards improving an organisations effectiveness. (Stephen. P. Robbins).
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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6. Factors Effecting Change
• Advocates of Change
• Degree of Change
• Time Frame
• Impact on Culture
• Evaluation of Change
7. Flow Of Change
Change Readiness Assessment
Change Agents & Sponsors
Communication &Feedback
Transition To New Workplace Skills
Resistance Management
28. Concept of OC
Change refers to an alteration in system
whether physical, biological or social.
Organizational Change is defined as “ it is a
process of alteration of work environment in
organization.”
It implies a new equilibrium between different
components of the organization i.e. w.r.t.
technology, structural arrangement, job
design, and people.
29. Features of organizational Change(3)
1. Organizational Change disturbs the old equilibrium as
the new equilibrium is developed due to change. This
type of new equilibrium depends upon the degree of
change and its impact on the organization.
2. Change may affect the whole organization; some part of
the organization may be affected more ,others
less(directly or indirectly)
3. Organizational Change is a continuous process. Changes
of minor type are absorbed by the existing equb. Others
of major type require special change efforts.
30. Factors In Organizational Change
• OC is required to maintain equilibrium between
various external & internal factors to achieve
organizational goals.
• Therefore the various factors in organizational
change is grouped into two (2) categories i.e.
external & internal factors
EXTERNAL FACTORS INTERNAL FACTORS
ORGANIZATIONAL CHANGE
EQUILIBRIUM
31. EXTERNAL FACTORS INTERNAL FACTORS
1. Technological Change 1. Change in Managerial
Personnel
2. Changes in Marketing
Conditions
2. Deficiency in Existing
Organization
3. Social Changes
4. Political and Legal Changes
32. CHAIN EFFECT OF CHANGE
• Domino effect: When the change touches a
sequence of related and supporting changes it is
known as domino effect.
• It can be observed that a change will bring
disequilibrium in the organization.In order to
achieve a new equilibrium the organization has to
modify many aspects and these aspects are inter-
related.
• Thus a systems approach to organizational change
has to be followed.
33. • Example : If the organization is not able to face competition due to its
usage of old techniques of production the only remedy for that is to
change itself according the need and acquire suitable technology.
• When this technology is put into action then the old jobs will be
replaced by new
• This change requires the change in people because they may not be
able to work with new machine.
• Such change can be brought either by recruiting new employees or
by providing training to the existing employees. And the second
alternatives is preferred most.
• So ,all these factors are interrelated and simultaneous changes have
to be made in all these.
34. Reactive & Proactive Change
• Reactive Change: This change happens when
the organization undergoes with some factors
either internal or external.
• Reactive change happens only when there is a
high pressure from the external or internal
factors.
• Example : Pollution control factor issued by
the government, to install pollution control
devices.
35. • Proactive Change: Proactive means “Practical” ,
so proactive change is brought out of the
anticipation of the likely behavior of the forces
having impact on the organizations.
• Such organizations are called as PROSPECTORS
which constantly interact with their
environment to identify new opportunities &
threats.
• Thus changes are incorporated so that the
people develop liking for change and there is
no unnecessary resistance when major change
in organization is brought up.
36. PLANNED CHANGE
• To understand planned change let us remember the law
given by Newton’s i.e. “bodies in motion tend to stay in
motion and the bodies in rest tend to stay at rest”
• The organizational version of this law is
“ those who believe in growth and forward
movement tends to be an exemplar for
change, while those who believe in this is how
we do things around here lead to doom.”
• Therefore building change in a planned
manner is the responsibility of the managers who are
forward looking.
37. Planned Change
• Planned change aims to prepare the total organization or a major
portion of it to adapt to significant changes in the organizations
goals and direction.
• Definition of Planned Change(Thomas & Bennis)
“Planned change is the deliberate design and
implementation of structural innovation, a new
policy or goal ,or a change in operating climate,
philosophy or style.”
38. Planned change attempts in all aspects of the
organization which are closely interrelated
Technology related
change
Task related change
Structure related
change
People related
change
39. Steps involved in Planned Stage
• Management of Organizational change is a
complex process.
• The change is successful if it is taken in
planned way which proceeds in a sequential
form as shown in the diagram.
• There are Five(5) major steps involved in a
planned change and is discussed one after
another.
40. Process of Planned Change
1.Identifying
need for change
2. Elements
to be changed
3. Planning
for change
4. Assessing
change forces
5. Actions for
change
a. Unfreezing
b. Changing
c. Refreezing
Feedback
41. Step-01: Identifying Need for change
• In this step it is necessary to identify when
change in the organization is required.
• In this stage we have to take care of the impact
of external and internal forces.
• Identification for need for change depends upon
the gap analysis. That is the gap between desired
state of affairs and actual state of affairs.
• It is the difference between what the
organization is achieving and what it should
achieve.
42. Step-02: Elements to be changed
• What elements of the organization should be
changed will largely be decided by need and
objectives of change.
• For example declining profit may require change
but does not specify what elements are to be
changed.
• Thus it is necessary to diagnose the factors
responsible for declining the profit.
• Another example is a change in technology from
manual to automation may require change in
people but at the same time ,change in
organization structure also.
43. Step-03: Planning for Change
• At this stage, change is planed on the basis of the
above two process.
• Planning for change includes:
– Who will bring change?
– When to bring change?
– How to bring change?
44. Step-04:Assessing Change Forces
• The planed change is not automatic, rather there are many
forces in individuals ,groups and even in the organization
which resist such change.
• Driving force: Force that helps to initiate the change
• Restraining Force: Force act to restrain or decrease the
driving force.
• Kurt Lewin’s field of forces: In group process ,there are some
forces favoring(Driving) and some opposing(Restraining) to
maintain an equilibrium as shown below:
Existing Equilibrium
Desired Equilibrium
Restraining Forces
Driving Forces
R1
R2
R3
R4
R5
D5
D4
D3
D2D1
45. Step-05: Action for change
• Action for change consist of three stages:
– Unfreezing: Is the process when a person cast aside his old
behavior which might be inappropriate ,irrelevant or
inadequate to changing demands of the situation.
– Changing : This is a stage at which the individuals being
change learn new behavior –methods of working ,new
thinking new roles etc.
– Refreezing: Refreezing means that what has been learned is
integrated into actual practice. At this stage the individuals
internalize the new beliefs ,feelings and behavior learned
during the changing phase.
46. Resistance to Change
• In the management of change people tend to
resist(oppose) many types of changes because new
habits or sacrifices are required.
• When the change in minor adjustment then it is fairly
routine but on the other hand if the change is major
then upsets may occur.
47. Factors in Resistance to Change
1. Individual Resistance
2. Economic factors:
1. Skill obsolescence
2. Fear of economic loss
3. Reduce opportunities for incentives
3. Psychological factors:
1. Ego Defensiveness
2. Status Quo
3. Low tolerance for change
4. Lack of trust in change agent
5. Fear of unknown cause
4. Social Factors:
1. Desire to maintain Existing social interaction
2. Feeling of outside interference
48. Overcoming Resistance to change
• Problem of overcoming resistance to change can be
handled at two levels:
– Efforts at Individual Levels
• Involvement
• Obtaining Commitment
• Leadership
• Training & psychological Counseling
– Efforts at Group levels
• Group Contact
• Participation
• Group dynamics Training for change(role playing, sensitivity
training)
49. Change Agents
• Change Agents are the persons who initiate
change in the organization because any planned
change needs change agents.
• Change agents are of two types:
– External Change Agents: These are in the form of
consultants for change. These are the persons who are
normally experts in the specific area of organizational
change.
– Internal Change agents: These are the persons from the
existing organizational personnel, from any level of the
department ,depending upon the needs of the change.
50. Role of External Change Agents
1. Education of top management
2. Organizational diagnosis
3. Formulation & Implementation of strategy
4. Selection, training and supervision of MBO
supervisors.
5. Training of managers
6. Process Consultation(P-C) at the top level
7. Evaluation & Innovation
8. Integration of MBO process with other management
systems & techniques.
51. Role of Internal Change Agent
• The internal change agent most likely to accept
the system as given and try to accommodate
their change tactics to the needs of the
organization.
• There may be (2) two categories of person who
may act as internal change agents are:
– Chief Executive
– Change Advisors: these are internal personnel initially
selected to work in close harmony with external
consultant. They are trained by the consultant for
implementing change.
53. INTRODUCTION
• Organisational Development is an organisational
improvement strategy originated in 1960. Today
OD offers an integral framework capable of
solving most of the important problems
confronting the human side of the organisations.
54. INTRODUCTION
• Organisational Development is about how
people and organisations functions and how
to get them to function better.
• Organisational Development are long term,
planned, sustained efforts .
• In short OD deals with the gamut of “ people
problems” & “work system problems” in
organisations
55. Definitions of Organisational Development
• OD is an organizational process for
understanding and improving any and all
substantive process an organization may
develop for performing any task pursuing any
objectives…. “A process of improving processes”
( Vaill 1989).
56. Other Definitions of OD
• A planned and sustained effort to apply behavioral
science for system improvement ,using reflexive , self
analytical methods.(Schmuck & Miles,1971).
• OD is a planned process of change in an
organization’s culture through the utilization of
behavioral science , technologies, research and
theory.(Bruke,1994)
57. • Based on these definitions we can identify
various features of OD which are as follows:
– Planned change: OD is a strategy of planned change for
organisational improvement
– Comprehensive change: OD efforts focus on complete
change in the organisation, rather than focusing
attention on individuals so that change is easily
absorbed.
– Long-range change: OD efforts are not meant for
solving short-term ,temporary or isolated problems.
– Dynamic Process: OD is a dynamic process and
includes the efforts to guide and direct changes as well
as to cope with or adapt changes imposed.
58. – Participation of change agent: Most of the OD
experts emphasize the need for an outside ,third
party change agent or catalyst. They discourage “do
it yourself” approach. There is a close relationship
between the change agent and the target
organisational members to be changed.
– Emphasis on Intervention and Action Research.
– Normative Educational Process : OD helps in
replacing the old norms by new norms to achieve the
higher level of outcomes in the organisational level.
59. OD & Management Development
Factors Management Development Organisational Development
Objectives Increasing managers
contributions to goal
accomplishment
Changing the nature of the
organisation
Focus Train & equip employees &
managers to perform
better in existing
organisation
Focus on design ,not on the
managers: focus on achieving
improvements in design
Approach Educative & training Problem solving approach
Time Short range Long range strategy for
organisational improvement
Specialist No special requirement Trained specialist required.
60. OD -Assumptions
• There are three(3) OD assumptions for
dealing with Individuals ,Groups and
Organizations.
1. Dealing with Individuals
1. Most individuals have drives towards personal growth
& development if provided an environment i.e. both
supportive and challenging .Most people want to
develop its potential.
2. Most people desire to make ,and are capable of making,
a greater contribution to attaining organizational goals
than most organization environment permit.
61. 2. Dealing with Groups
1. One of the most psychological relevant reference groups for
most people is the work group, including peers and boss and is
greatly influences the feelings of satisfaction and competence.
2. Most people wish, to be accepted and to interact
cooperatively with at least one small reference groups.
3. Most people are capable of making greater contributions to a
groups effectiveness & development
4. A formal leader cannot perform all the leadership and
maintenance functions required for the effectiveness of the
group. Hence group members should assist the leader with
multiple roles.
5. Many attitudinal & motivational problems in an organization
requires interactive and transactional solutions.
62. 3.Dealing with Organizations
1. The need and aspirations of human beings are
the reasons for organized effort in society.
2. It is possible to create organizations that on one
hand are humane , developmental , and
empowering and on the other hand are high
performing in terms of productivity, quality of
output, and profitability.
63. Normative goals in OD(Warren Bennis 1969)
1
• Improvement in interpersonal competence.
2
• A shift in the values so that human factors and feelings to be considered
legitimate
3
• Development of increased understanding between and within working groups
in order to reduce tensions.
4
• Development of more effective ‘team management’.
5
• Development of better methods of conflict resolution.
6
• Development of organic rather than mechanical system. (Mechanical
system rely on “authority-obedience relationship” while organic
systems rely on mutual confidence.)
64. OD can be taken as the process of
changing people and other related aspects
of an organization. Thus it consist of many
sub processes or steps which is as under:
1.Problem Identification & Diagnosis
2.Planning Strategy for Change.
3.Interveing in the system
4. Evaluation
65. Step-01
(Problem Identification & Diagnosis)
1. The problems may be a gap between desired
path of action and actual path of action, the
organization fails to meet its objective on a
long term basis.
2. Diagnosis in OD involves a number of
techniques concerned with identifying issues,
establishing priorities and translating them
into aims and objectives.
3. Once the problem is identified the analysis will
show why the problem exist. In other words
analysis brings the identification of
environment that has caused problems.
66. Step-02
(Planning Strategy for Change)
1. When problems are diagnosed it requires a
various course of action.
2. Attempts are made to transform diagnosis of
problem into proper action plan involving the
overall goals for change.
3. Planning and implementation of change are
interdependent ; the way in which change is
planned has an impact on the way in which it is
carried out. The problems of implementing
change have an impact on the way it is planned.
67. Step-03
(Intervening in the System)
1. Intervening in the system refers to
implementation of the planned activities
during the course of an OD program.
2. These planned activities bring certain changes
in the system which is the basic objective of
OD .
3. These methods includes the interventions of
external consultant in the system ,such as
training ,process consultation and team
development.
68. Step-04
( Evaluation)
1. This step relates to evaluate the results of OD
program so that suitable actions may be
followed up.
2. Since is OD is a long process, there is an
urgent need for careful monitoring to get
precise feedback regarding what is going on
soon as an OD programs starts.