Organisational change and_developmenet
•Download as PPTX, PDF•
2 likes•447 views
The document discusses organizational change and the forces that drive it. It states that change can occur due to internal forces within an organization like its workforce, management, or structure, or external forces outside the organization like technology, markets, society, or politics. It also discusses Kurt Lewin's three-step model of change involving unfreezing the current state, moving to a new state, and refreezing the new state. Finally, it lists some strategies that can be used to manage resistance to change, such as communication, training, involvement, negotiation, and coercion.
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Organisational change and_developmenet
Similar to Organisational change and_developmenet (20)
More from Bhumika Ratan (6)
Recently uploaded
Recently uploaded (20)
Organisational change and_developmenet
- 1. Presented To : Dr.Puja Khatri
- 2. Group members Aditya Birla Bhumika Ratan Lal Bhadur Manohar Lal
- 3. Organizational change is the process by which organization move from their present state to some desired future state to increase effectiveness. When an organization system is disturbed by some internal or external forces change frequently occur or any alteration which occur in the overall work environment of an organization.
- 4. Change happen for the pressure of both internal and external forces in the organization. Change in any part of the organization affect the whole organization. Change may affect people , structure, technology, and other element of the organization. Change also affect the rate of speed and degree of significance of the organization. Change may be reactive or proactive.
- 5. In the beginning they had only just a shop that sold some selected coffee beans. As Starbucks growing, they realized that the informal techniques were not sufficient and needed to have a more formalized with people and places. Now Starbucks was the biggest coffee chain network in the world with more than 15000 shops in over 44 countries. And they grown too fast. They adopting the Italian culture and make some important changes in organization. Howard Schultz Dave Olsen Dawn Pinaud Exploring Behavior in Action
- 6. INTETRNAL FORCES Work force Managerial personnel Management structure Avoid developing inertia External Forces Technology Marketing conditions Social changes Political forces Change forces
- 9. Managerial Advice Taking as it positive way: It create a healthy image in customers. It help in cost cutting. Energy saving in the office. Help in reducing carbon in environment.
- 10. A Persons in organization responsible for managing change activities. Can be managers or non managers, current employees, newly hired employees or outside consultants.
- 11. Kurt Zadek Lewin (September 9, 1890 – February 12, 1947) was a German- American psychologist, known as one of the modern pioneers of social, organizational, and applied psychology in the United States. Lewin is often recognized as the "founder of social psychology" and was one of the first to study group dynamics and organizational development.
- 13. Unfreezing RefreezingMoving • Provide rationale for change • Create minor levels of guilt/anxiety about not changing • Create sense of psychological safety concerning change • Provide information that suspects proposed changes • Bring about actual shifts in behavior • Implement new evaluation systems • Implement new hiring and promotion systems Kurt Lewin
- 14. Coca-Cola is changing its culture, and also enhance its product line to better satisfy the demand of customers.
- 15. Criteria to Consider Urgency Degree of support Amount and complexity of change Competitive environment Knowledge and skills available Financial and other resources
- 16. Four Factors Organizational Resistance Group Resistance Effort to block new ways of doing things Individual Resistance
- 17. Individual Resistance •Below are stated some reasons why people resists changes. Some of these appear to be rational or emotional. These reasons are:- •Economic factors •Habits •Insecurity •Lack of communication •Extend of change •Psychological factors •Social factors
- 18. Group Resistance Most organizational changes have impact on formal groups in the organization the main reason why the groups resists change is that they fear that their cohesiveness or existence is threatened by it.
- 19. Organizational Resistance Organizational resistance means the change is resisted at the level of the organization itself. Some organization are so designed that they resist new ideas, this is specifically true in case of organization which are conservative in nature. Majority of the business firm are also resistance to changes. The major reason for organizational resistance are:- •Threat to power •Group inertia •Organizational structure •Threat to specialization •Resource constants •Sunk costs
- 20. Communication Highest priority and first strategy for change Improves urgency to change Reduces uncertainty (fear of unknown) Problems -- time consuming and costly
- 21. Communication Provides new knowledge and skills Includes coaching and action learning Helps break old routines and adopt new roles Problems -- potentially time consuming and costly Training
- 22. Communication Increases ownership of change Helps saving face and reducing fear of unknown Includes task forces, search conferences Problems -- time- consuming, potential conflict Training Employee Involvement
- 23. Communication When communication, training, and involvement do not resolve stress Potential benefits More motivation to change Less fear of unknown Fewer direct costs Problems -- time- consuming, expensive, doesn’t help everyone Training Employee Involvement Stress Management
- 24. Communication When people clearly lose something and won’t otherwise support change Influence by exchange-- reduces direct costs Problems Expensive Increases compliance, not commitment Training Employee Involvement Stress Management Negotiation
- 25. Communication When all else fails Assertive influence Firing people -- radical form of “unlearning” Problems Reduces trust May create more subtle resistance Training Employee Involvement Stress Management Negotiation Coercion
- 26. Planned change Long range change Problem solving Team building Feedback A planned, organization-wide, continuous process designed to improve communication, problem solving, and learning through the application of behavioral science knowledge
- 27. Problem Identification and Diagnosis Planning strategy for change Intervening in the system Evaluation
- 28. Survey feedback Process consultation Sensitivity training The managerial grid MBO (Management by Objectives) Team building Job enrichment
Editor's Notes
- Technological advances - Can lead to incremental or radical changes in how services and products are designed, produced, and delivered. Technology that is inconsistent with existing culture may cause resistance to change among managers and associates. Introduction and removal of government regulations - Firms in deregulated industries typically must adapt to a more competitive environment. Firms that prosper in a regulated environment may fail in one that is deregulated Changes in societal values - Changing values influence consumer purchases. Society’s values are evidenced in employee attitudes, behaviors, and expectations. Society’s values are represented in government regulations. Shifting political dynamics – political pressures – both national and international – can influence organizational operations. The political philosophy of those elected to office, interpretation of legislation, and government policies play a role. Changes in demographics - May cause alteration of internal practices to ensure fair treatment for people of all races and ages. Growing international interdependence – Reliance on imports, various treaties, and the impact of struggles and conflicts in other countries.
- Technological advances - Can lead to incremental or radical changes in how services and products are designed, produced, and delivered. Technology that is inconsistent with existing culture may cause resistance to change among managers and associates. Introduction and removal of government regulations - Firms in deregulated industries typically must adapt to a more competitive environment. Firms that prosper in a regulated environment may fail in one that is deregulated Changes in societal values - Changing values influence consumer purchases. Society’s values are evidenced in employee attitudes, behaviors, and expectations. Society’s values are represented in government regulations. Shifting political dynamics – political pressures – both national and international – can influence organizational operations. The political philosophy of those elected to office, interpretation of legislation, and government policies play a role. Changes in demographics - May cause alteration of internal practices to ensure fair treatment for people of all races and ages. Growing international interdependence – Reliance on imports, various treaties, and the impact of struggles and conflicts in other countries.
- “Unfreezing” starts on mouse click followed by text after one second. Arrow starts on mouse click followed by “moving” and then text after one second each. Arrow starts on mouse click followed by “refreezing” and text after one second each. Unfreezing – A phase in the change process in which leaders help managers and associates move beyond the past by providing a rationale for change, by creating guilt and/or anxiety, and by creating a sense of psychological safety concerning the change. Tactics for unfreezing include: Reminding individuals that they have successfully changed in the past Communicating to individuals that managers and associates in other organizations in similar circumstances have successfully changed Letting individuals know that support and training will be available for the specific changes to be made Moving – A phase in the change process in which leaders help to implement new approaches by providing information that supports proposed changes and by providing resources and training to bring about actual shifts in behavior. Refreezing - A phase in the change process in which leaders lock in new approaches by implementing evaluation systems that track expected behaviors, by creating reward systems that reinforce expected behaviors, and by ensuring that hiring and promotion systems support the new demands.
- Criteria to consider flies in from left with a whoosh sound. Arrows come in on mouse clicks followed automatically by the text after one second, Urgency – If the change is urgent, a faster pace is warranted. Degree of support – If the change is supported by a wide variety of people at the outset, a faster pace can be used. Amount and complexity of change – If the change is small and simple, a faster pace often can be used, but if the change is large, more time may be required. Competitive environment – If competitors are poised to take advantage of existing weaknesses, a faster pace should be considered. Knowledge and skills available – If the knowledge and skills required by the new approach exist in the firm or can be easily acquired, a faster pace can be used. Financial and other resources – If the resources required by the change are on hand or easily acquired, a faster pace can be considered.
- Banner stretches across on mouse click and hides on next mouse click. Man with four factors dissolves in on mouse click. Time bombs zoom in automatically at one second intervals. Resistance to change – Efforts to block the introduction of new approaches. Some of these efforts are passive in nature, involving such tactics as verbally supporting the change while continuing to work in the old ways; other efforts are active in nature, involving tactics such as organized protests and sabotage. Lack of understanding – Communicate clearly what the change entails. Different assessments – Include potential or actual resisters in the decision-making process. Self-interest – Reason with resistors, transfer or coerce them. Low tolerance for change – Offer or assure support for the resistors during the learning process.
- Diagnosis of Situation - Diagnostic devices for managers include interviews, surveys, group sociometric devices, process-oriented diagnosis, and accurate records (for example, performance records). Introduction of interventions - Organization development interventions include t-group training, team building, and job redesign. Progress Monitoring - Surveys and other techniques may be reused to determine what progress has been made toward solving the problem. The main criterion for evaluation is whether the original objective has been accomplished.