This document discusses organizational change and organizational development (OD). It defines OD as using behavioral science to improve organizations and the people within them through planned change. The goals of OD programs are to improve individual, team, and organizational functioning and teach members to continuously improve. OD deals with issues like low morale, productivity and quality. It also discusses forces for change, planned vs unplanned change, and resistance to change. Models for change including Lewin's three-step model and Kotter's eight-step model are explained. Finally, the document discusses quality work life, including definitions, benefits, and ways to improve it by addressing work life issues, improving commitment, and using quality work life teams.

1. Unit 1
Organizational Change

2. Unit 1. Organizational Change
Content
• Planned organizational change
• Change agents
• Dynamics of resistance to change
• Planned change
• Quality work life

3. Organizational Development-(OD)
• Organization development is the applied
behavioral science discipline dedicated to
improving organizations and the people in
them through the use of the theory and
practice of planned change

4. Organizational Development- OD
Meaning
• The process for teaching people how to solve the
problems take advantage of opportunities and learn to
do that better and better overtime
• A collection of change methods that try to improve
organizational effectiveness and employee well being
• A systematic process for applying behavioural science
principles and practices in organizations to increase
individual and organizational effectiveness

5. Organizational Development- OD
Introduction
• The field is based on knowledge from behavioral
science disciplines such as psychology, social
psychology, sociology, anthropology, system theory,
organizational behaviour, organizational theory and
management
• OD practitioners are consultant trained in the theory
and practice of organization development with
knowledge from the underlying behavioral sciences
• OD programs are long term, planned sustained efforts

6. Organizational Development- OD
Goals
• Two major goals of OD programs are –
1. To improve the functioning of individuals,
teams, and total organizational
2. To teach organizational members how to
continuously improve their own functioning

7. Organizational Development- OD
Deals with..
• OD deals with the gamut of ‘people problems’, ‘work
system problems,’ in organization such as-
• Poor morale, low productivity, poor quality, inter
personal conflict, inter group conflict, unclear in
appropriate goals, in appropriate leadership styles,
poor team performance, in appropriate organization
structure, poorly designed task, inadequate response
to environmental demands, poor customer relations,
inadequate alignment among the organizations
strategy, structure, culture and process etc.,

8. Organizational Development- OD
Deals with..
• In case individuals, teams and organizations
are not realizing their potential, OD can
improve the situation

9. Forces of change
• Nature of workforce
• Technology
• Economic shocks
• Competition
• Social trends
• World politics

10. Planned change,
Resistance to change
• Planned change: Change activities that are
intentional and goal oriented
• Change agents: the individual/ group acts as
catalysts and assume as responsible for
managing change activities

11. Organizational Change
Managers must be
prepared to handle both
Planned Change -
change resulting from
a deliberate decision to
alter the organization
Unplanned Change -
change that is imposed
on the organization and
is often unforeseen

12. Resistance to Change
• Fear of the unknown
• Fear of loss
• Fear of failure
• Disruption of interpersonal relationships
• Personality conflicts
• Politics
• Cultural assumptions and values

13. External Forces for Change
Globalization Workforce
Diversity
Changing
Technology
Ethical
Behavior

14. Mixed gender at
work place
Workforce will
grow in diversity
Globalization
Workforce
Diversity
Organizations must rethink
the most efficient ways to
Use resources
Disseminate/gather information
Develop people
Mental
Change
Structural
Change
&

15. Technological
Change
Changes
in work
relationships
Changes in
organizational
structure
Treatment
Ethical
Other Organizations
Customers
Environment
Society
Changing
Technology
Ethical
Behavior

16. Dealing with
Resistance to Change
• Communication
– details
– rationale
• Participation in the process
– ownership
– commitment
• Empathy and support

17. Dealing with
Resistance to change- contd
• Resistance to change is positive, if it leads to
open discussion and debate
• if seen resistance as threat can lead to
dysfunctional conflict
• Resistance doesn’t necessarily surface in
standardized ways
• It can be implicit, immediate or deferred
• Change agents need to think through full
implications- rapid/ transformational change

18. Reactions to Change & Managerial Interventions
Reaction
Disengagement
psychological withdrawal from
change
Disidentification
feeling that one’s
identity is being
threatened by change
Disenchantment
feeling negativity or
anger toward a change
Disorientation
feelings of loss and confusion due to
change
Expression
Withdrawal
Sadness, worry
Anger
Confusion
Managerial Intervention
Confront, identify
Explore, transfer
Neutralize, acknowledge
Explain, plan

19. Overcoming resistance to change
• Education and communication
• Participation
• Building support and commitment
• Develop positive relationships
• Implementing changes fairly
• Manipulation and cooptation
• Selecting people who accept change
• Coercion

20. Politics of change
• Major impediments of change: long years of
service in the organization

21. Kurt Lewin -1890-1947
A German-American
psychologist, known as
one of the modern
pioneers of social,
organizational, and
applied psychology in the
United States

22. Lewin’s Three Step Change Model

23. Lewin’s Three Step Change Model
1. Unfreezing - involves encouraging individuals
to discard old behaviors by shaking up the
equilibrium state that maintains the status quo
2. Movement - new attitudes, values, and
behaviors are substituted for old ones
3. Refreezing - involves the establishment of new
attitudes, values, and behaviors as the new
status quo

24. Applying Lewin’s Model to the
Organization
• Unfreezing: the organization eliminates
rewards for current behavior
• Moving: the organization initiates new options
and explains their rationale
(justification/logic)
• Refreezing: organizational culture & formal
reward systems encourage the new behaviors

25. John Kotter
• Harvard Business
School
• Built on Lewin’s three-
step model
• He began listing
common failures that
manager’s make when
trying to initiate
change

26. Kotter’s eight step plan for
implementing change
1. Establish a sense of urgency by creating a compelling reason for why change is
needed
2. From a coalition (union) with enough power to lead change
3. Create a new vision to direct the change and strategies for achieving the
vision
4. Communicate the vision throughout the organization
5. Empower others to act on the vision by removing barriers to change and
encouraging risk taking and creative problem solving
6. Plan for, create, and reward short-term wins that move the organization
toward 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
behaviors and organizational success

27. Quality Work life-QWL
Meaning
• Refers to the overall quality of an individual's
life
• Used to describe the broader job-related
experience an individual has

28. Quality Work life
Definition
• 1. “QWL is a process of work organisations which
enable its members at all levels to actively;
participate in shaping the organizations
environment, methods and outcomes. This value
based process is aimed towards meeting the twin
goals of enhanced effectiveness of organisations
and improved quality of life at work for
employees. ”
• —The American Society of Training and
Development

29. Quality Work life
Definition
• “The overriding purpose of QWL is to change
the climate at work so that the human-
technological-organisational interface leads to
a better quality of work life.”
• -Luthans

30. Quality Work life
• QWL is concerned with taking care of the
higher-order needs of employees in addition
to their basic needs. The overall climate of
work place is adjusted in such a way that it
produces more humanized jobs.

31. Quality Work life
• QWL is viewed as that umbrella under which
employees feel fully satisfied with the working
environment and extend their wholehearted
cooperation and support to the management
to improve productivity and work environent.

32. Quality Work life
Benefits
• i. Positive employee attitudes toward their
work and the company
• ii. Increased productivity and intrinsic
motivation
• iii. Enhanced organizational effectiveness and
competitive advantage

33. To improve the QWL:
1. Recognition of work life issues:
• Issues related to work life should be
addressed by the company to deal with the
problems of empoyees-why people are not
happy, do they need training, why employee
morale is poor and numerous other issues
• If these are addressed properly, they will be
able to build, “People-Centred Organisations”.

34. To improve the QWL:
2. Commitment to improvement:
• QWL can be improved if the staff is committed to
improvement in productivity and performance
• This issue can be taken by the board through staff
recognition and support programmes. Board should
prepare QWL reports on periodic basis to boost the system
• They can also introduce reward system which will be of
help to them.

35. To improve the QWL:
3. Quality of work life teams:
4. Training to facilitators:
5. Conduct focus groups:
6. Analyse information from focus group:
7. Identify and implement improvement
opportunities:
8.Flexible work hours:
9. Autonomy to work:

36. Quality Work life
• Hackman and Oldham (1976) described as
psychological growth needs as a significant
variable of Quality of working life. There are five
needs are identified :
1. Skill variety
2. Task Identity
3. Task significance
4. Autonomy
5. Feedback

37. Quality work life- Applications
• Regular assessment of Quality of Working Life can potentially
provide organisations with important information about the welfare
of their employees, such as job satisfaction, general well-being,
work-related stress and the home-work interface
• The National Institute of Clinical Excellence (NICE) emphasises the
core role of assessment and understanding of the way working
environments pose risks for psychological wellbeing through lack of
control and excessive demand.
• The emphasis placed by NICE on assessment and monitoring
wellbeing springs from the fact that these processes are the key
first step in identifying areas for improving quality of working life
and addressing risks at work

38. Quality work life-activities and
concerns
• Nadler and Lawler list the types of QWL activities as participative
problem-solving, work restructuring, innovative reward systems and
improving the work environment.
• Davis and Newstrom could perceive a wide range of QWL activities
as open communications, equitable reward systems, a concern for
employee-job security, and participation in job designs
• According to him, emphasis should be placed on employee skill
development, the reduction of occupational stress and the
development of more co-operative labour management relations.

39. Thank You!!