Organisational change involves any alteration that occurs in the total work environment and can be planned or unplanned. There are various approaches to organizational change, including structural, technological, task-based, and people-focused approaches. Employees may resist change due to fears about economic impacts, preferences for the status quo, or concerns about changes to their roles and influence. Managing change effectively requires planning, implementing change, overcoming resistance, and providing feedback.
Strategy selection options are relative, based on the environmental system being scanned, how they are scanned, and their relation to the business performing the scanning. Therefore, what may seem to be a positive factor of influence for one business organisation may be a negative one for another. The contextual environment can hold either opportunities or threats, as the relativity is embedded in a combination of environmental impact, the type of business, and strategic fit of the selected strategy. There must therefore be room for flexibility in design.
Strategy selection options are relative, based on the environmental system being scanned, how they are scanned, and their relation to the business performing the scanning. Therefore, what may seem to be a positive factor of influence for one business organisation may be a negative one for another. The contextual environment can hold either opportunities or threats, as the relativity is embedded in a combination of environmental impact, the type of business, and strategic fit of the selected strategy. There must therefore be room for flexibility in design.
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.
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
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.
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
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2. Organisational Change
• Change refers to any alteration that occurs in
total work environment
• OC involves disequilibrium in the situation and
environment in which the people and the
group exist
4. Nature and characteristics or OC
• Change disturbs the old equilibrium
• Change affects the whole organisation
• Change is a continuous process
• Change be reactive or proactive
• Change is perceptual and bahavioral
• Change affects individuals in the multiple roles
• Change is natural as is death
• Change may be planned or unplanned
• Change may be incremental or transformational
• Change may originate in response to internal needs
• Initiation of change efforts
5. Importance
• Changes in the environment
• Changes in managerial level-human resources
• Deficiency in present organisation
• Check the growth of inflexibility
6. Stability Vs change
Stability Change
Org. want to improve, innovate, grow,
make more profit, develop, establish will
go for change
Org. concentrates more on safety,
stability, risk averse will not go for change
8. Forces of change
• External forces
– Technology
– Marketing conditions
– Social changes
– Political forces
• Internal forces
– Changes in managerial personnel
– Changes in operative personnel
– Deficiencies in existing structure
9. Change process
• Problem recognition
• Identifying the causes of problems
• Implementing change
• Generating motivation for change
• Managing the transition state
• Supporting the change
• Evaluating the change
10. • Identify the need for change
• Diagnose the problem
• Plan the change
• Implement the change
• Follow-up and feedback
11. Steps in the Organizational Change Process
Figure 11.6
12. Lewin’s three step model of change
process
• Unfreesing:- the first of Kurt Lewin’s three related
conditions or states that result in behavioural
change- the state in which individuals experience
a need to learn new behaviours
• Changing:- it is the phase where new learning
occurs.
• Refreesing:- the individual internalise the new
beliefs, feelings and bahaviour learned in the
changing phase. Individual’s experimentally
performed behaviours become part of the
person.
17. Planned change
• Change that is designed and implemented in
an orderly and timely fashion in anticipation
of future events
• A new scientific way of viewing change is “the
planned alteration in the existing
organisational system”
18. Features of planned change
• It is deliberate, systematic and intentionally undertaken
• It takes place in all organisations at varying speeds and degrees of
importance
• It takes place in all parts of an organisation
• It challenges the status quo and sets the organisation on a new path
• It can have positive as well as negative impacts. When viewed
positively, employees accept and undertake change enthusiastically.
If employees look at it in an unfavourable way, they tend to oppose
it vehemently
• Planned change may focus on organisation’s technology, products,
markets, processes, people, etc.
• Planned changes are difficult to bring about, costly and time
consuming
19. Process of planned change
• According to Kurt Lewin every behaviour is the
result of an equilibrium between driving and
restraining forces. The driving forces push one
way; the restraining forces push the other.
• Force field analysis:- is the process of finding
which forces drive and which resist a
proposed change.
20. Phases of change/need for change
• Creativity
• Direction
• Delegation
• Co-ordination
• collaboration
21. Approaches to organisational change
• Structural approach
• Technological approach
• Task approach
• People approach
23. Resistance to change
• Economic reasons
– Fear of economic loss (reduced work, unemployment, reduced
wages/incentives etc.)
– Obsolescence of skills (what they have been doing so long might be under
threat)
• Personal Reasons
– Fear of unknown
– Status quo ( habit)
– Self-interest and ego-defensiveness (perceived loss of power)
• Social Reasons
– Social displacement (breaking of informal groups)
– Peer pressure
• Organisational Issues
– Threat to power and influence
– Organisation structure
– Resource constraints
– Sunk costs
27. Overcoming resistance to change
• Education and communication
• Participation and involvement
• Facilitation and support
• Negotiation and agreement
• Manipulation and cooptation (selectively
withhold undesirable information, create false
rumours, distort facts to get potential resisters
accept the change.
• Coercion
• Group dynamics
28. Managing change
• Effective planning for change
• Introduce/implement the change
• Overcome the resistance to change
• Feedback
31. OD values, assumption and beliefs
• Values, assumption and beliefs are
integral to a human being and also to an
organization. OD values tend to be
humanistic, optimistic and democratic.
The values, assumptions and beliefs of an
organization shape the goals and methods
in the case of OD.
32. The following are the values in
OD efforts
• Respect People: People are the raison d'etre
of organisation and they are responsible for
creating opportunities for growth. ...
• Confidence and Support: ...
• Confrontation: ...
• Employee Participation: ...
• Expression: ...
• Seeking Cooperation: