The document discusses various aspects of organizational change including defining organizational change, change management, forms of change (planned, unplanned, radical, transformational), forces for change (external and internal), resistance to change and strategies for managing resistance. It also summarizes approaches to managing organizational change including Lewin's three step model, Kotter's eight step model, action research and organizational development. Finally, it discusses creating a culture for change and innovation in organizations.

1. “How To Introduce & Manage
Of Organization Change ”
Presented to:
Miss Gul-E-Hina

2. Organizational change
Organizational change occurs when business
strategies or major section of an organization are
altered.
. It is defined as a change that has significant
effects on the way work is performed in an
organization.

3. Change Management
 Change management is a structured approach to shifting
individuals, teams and organizations from a current state to a
desired future state.
 kotter defines change management
“ as the utilization of basic structures and tools to
control any organizational change effort. ”
 Goal of change management is to minimize the change
impacts on workers and avoid distractions.
 Change agents are responsible for managing change activities
.

5. SOME BASIC FORMS OF
CHANGE
PLANNED CHANGE
UNPLANNED CHANGE
RADICAL CHANGE
TRANSFORMATIONAL CHANGE

6. 1. Planned change
Its a change resulting from a deliberate decision to alter the
organization.
2. Unplanned change
It is imposed on the organization and is often unforeseen. Changes in
government regulations and changes in the economy.
3. Radical Change
It is a process by which firms regain competitive advantage after it has
been lost or threatened significantly.
4. Transformational change
Transformational change occurs when organizations incur drastic
changes and must essentially transform themselves.

7. FORCES FOR CHANGE
 Most organizations prefer stability to change because the more
predictable and routine activities are, the higher the level of
efficiency that can be obtained.
 But organizations are not static; they are continuously
changing in response to a variety of forces coming from both
inside and outside.
FORCES
FOR
CHANGE
EXTERNAL FORCES
INTERNAL FORCES

8. EXTERNAL FORCES
The major external forces for change are:-
 Nature of the workforce: Almost every organization must adjust to a
multicultural environment, demographic changes, immigration and
outsourcing.
 Technology :Is continually changing jobs and organization. Ex: faster,
cheaper and more mobile computers and handheld devices.
 Economic shocks: Rise and fall of global housing market, financial
sector collapse, global recession.
 Competition: Is changing Competitors are as likely to come from
across the ocean as from across town. Ex: increased government
regulation of commerce.
 Social trends: Don’t remain static Companies must continually adjust
product and marketing strategies to be sensitive to changing social
trends.

9. INTERNAL FORCES
Following are the internal forces.
 Declining effectiveness: is a pressure to change. A company
that experiences its third quarterly loss within a fiscal year is
undoubtedly motivated to do something about it.
 A crisis situation: also may stimulate change in an
organization. Strikes or walkouts may lead management to
change the wage structure.
 Changes in employee expectations: also can trigger change
in organizations. A company that hires a group of young
newcomers may be met with a set of expectations very
different from those expressed by older workers.
 Changes in the work climate at an organization: can also
stimulate change. A workforce that seems lethargic,
unmotivated, and dissatisfied is a symptom that must be
addressed.

10. RESISTANCE TO CHANGE
 SELF INTEREST
 FEAR OF THE UNKNOWN
 FEAR OF LOSS
 FEAR OF FAILURE
 POOR COMMUNICATION
 DISRUPTION OF INTERPERSONAL RELATIONSHIPS
 PERSONALITY CONFLICTS
 INTERNAL AND EXTERNAL POLITICS
 CULTURE ASSUMPTION AND VALUES
 LACK OF TRUST

11. STRATEGIES FOR MANAGING RESISTANCE TO
CHANGE
EFFECTIVE COMMUNICATION
 Educating employees on new work procedures is often helpful.
Providing accurate and timely information about the change.
Open communication in a culture of trust is a key ingredient for
successful change
The drawback of this approach is that it is expensive to implement
and does not always yield the desired results.
PARTICIPATION AND INVOLVEMENT
 Participation helps employees gain understanding
 increase the quality of the change decision
Employees must be engaged and involved in order for change to
work

12. LEADERSHIP
 A capable leader can reinforce a climate of psychological support
for change.
 Greater the prestige and credibility of the person who is acting
as a change agent.
 A strong and effective leader can exert emotional pressure on his
subordinates to bring about the desired change.

13. FACILITATION AND SUPPORT
 Removing physical barriers
 Supportive efforts
 Emotional support
NEGOTIATION AND AGREEMENT
 Negotiation and Agreement technique is used when costs and
benefits
must be balanced for the benefit of all concerned parties.
 Negotiation before implementation can make the change go
much
more smoothly, even if at the later stages if some problems
arise,
the negotiated agreement can be referred to.

14. MANIPULATION AND CO-OPTATION
 Used in the situation, where other methods are not working or
are not available.
 Managers can resort to manipulation of information,
resources and favors to overcome resistance.
 they can resort to co-optation, which means to co-opt an
individual, perhaps a key person with in a group, by giving him a
desirable role in designing or carrying out the change
process.
 This technique has some doubtful ethics and it may also back
fire in some cases.

15. EFFORTS AT THE GROUP LEVEL
 A group is a cluster of persons related in
some way by common interests over a
period of time.
 Although change can be obtained
individually; it is more meaningful if it is
done through a group.
 The more attractive the group is to the
members, the greater is the influence of
the group to accept or resist a change

16. APPROACHES TO MANAGING ORGANISATIONAL
CHANGE:
LEWIN’S THREE STEP MODEL

17. CONCEPTS
Driving forces
 Driving forces are forces that push in a direction that causes
change
to occur.
 Driving forces facilitate change because they push the person in
the
desired direction.
 They cause a shift in the equilibrium towards change.
Restraining force
 Restraining forces are forces that counter driving forces.
Restraining forces hinder change because they push the person
in the opposition direction
 Restraining forces cause a shift in the equilibrium which
opposes change

18. Equilibrium
 Equilibrium is a state of being where driving forces equal
restraining forces and no change occurs
 Equilibrium can be raised or lowered by changes that occur
between the driving and restraining forces.

19. UNFREEZING
 Finding a method of making it possible for people to let
go
 Necessary to overcome the strains
 Unfreezing can be achieved by the use of these three
methods.
◦ Increase the driving forces that direct behavior away from the
existing situation or status quo.
◦ Decrease the restraining forces that negatively affect the
movement from the existing equilibrium.
◦ Find a combination of the two methods listed above.

20. CHANGE
 Change in thoughts, feeling & behavior.
 Once team members have opened up their minds,
change can start. The change process can be
dynamic.
 To take on new tasks and responsibilities, which
entail a learning curve that will at first slow the
organization down.
 An investment, both in terms of time and the
allocation of resources:
after the new organization and processes have been

21. REFREEZING
 Change will only reach its full effect if it’s made
permanent.
 Make sure the new organization reaches the new
standard.
 “Re-freezing” gives people the opportunity to thrive in
the new organization and take full advantage of the
change.

22. REFREEZING
Change will only reach its full effect if it’s made permanent. Once the
organizational changes have been made and the structure has regained its
effectiveness, efforts should be made to cement them and make sure the
new organization reaches the standard.
“Re-freezing” gives people the opportunity to thrive in the new
organization and take full advantage of the change
APPROACHES TO MANAGING ORGANISATIONAL
CHANGE:
KOTTER’S EIGHT STEP MODEL

23. APPROACHES TO MANAGING
ORGANISATIONAL CHANGE:
ACTION RESEARCH

24. Action research: is “a change process based on the systematic collection of
data and then selection of a change action based on what the analyzed data
indicate.”
These steps closely parallel the scientific method.
•Diagnosis: begins by gathering information about problems, concerns, and
needed changes from members of the organization
•.
•Analysis:of information is synthesized into primary concerns, problem areas,
and possible actions. Action research includes extensive involvement of the
people who will be involved in the change program.
•Feedback: requires sharing with employees what has been found from steps
one and two and the development of a plan for the change.
•Action:is the step where the change agent and employees set into motion the
specific actions to correct the problems that were identified.
•Evaluation:is the final step to assess the action plan’s effectiveness. Using the
initial data gathered as a benchmark, any subsequent changes can be compared
and evaluated.

25. Specific benefits for an
organization
 Action research provides at least two specific benefits
for an organization.
◦ First, it is problem-focused. The change agent
objectively looks for problems and the type of
problem determines the type of change of action.
◦ Second, resistance to change is reduced. Once
employees have actively participated in the feedback
stage, the change process typically takes on a
momentum of its own.

26. APPROACHES TO MANAGING
ORGANISATIONAL CHANGE:
ORGANIZATIONAL DEVELOPMENT
 Organizational development (OD) is a term used to encompass
a collection of planned-change interventions built on humanistic-
democratic values that seek to improve organizational
effectiveness and employee well-being.
 The OD paradigm values human and organizational growth,
collaborative and participative processes, and a spirit of inquiry.
 The underlying values in most OD efforts:
◦ Respect for people
◦ Trust and support
◦ Power equalization
◦ Confrontation
◦ Participation

27. OD techniques or
interventions for bringing
about change:
 1. Sensitivity Training:
 Specific results sought include increased ability to
empathize with others, improved listening skills, greater
openness, increased tolerance of individual resolution
skill.differences, and improved conflict
 2.Survey Feedback:
• group discussion in the survey feedback approach should
result in members identifying possible implications of the
questionnaire’s findings.

28. 3.Process Consultation:
The consultant works with the client in jointly diagnosing what processes
need improvement
By having the client actively participate in both the diagnosis and the
development of alternatives, there will be greater understanding of the
process and the remedy and less resistance to the action plan chosen.
4.Team Building:
Team building can also address itself to clarifying each member’s role on the
team.
It utilizes high-interaction group activities to increase trust and
openness among team members.
5.Intergroup Development:
It seeks to change the attitudes, stereotypes, and perceptions that
groups have of each other
Once the causes of the difficulty have been identified, the groups can
move to the integration phase—working to develop solutions that will
improve relations between the groups.

29. 6.Appreciative Inquiry.
They identify a problem or set of problems, then look for a solution.
Appreciative inquiry seeks to identify the unique qualities and special
strengths of an organization.
Discovery.
• The idea is to find out what
people think are the
strengths of the
organization.
Dreaming
• The information from the
discovery phase is used to
speculate on possible
futures for the organization.
Design
• Based on the dream
articulation, participants
focus on finding a common
vision of how the
organization will look and
agree on its unique
qualities.
Destiny
• In this final step,
participants discuss how
the organization is going to
fulfill its dream.

30. CREATING A CULTURE FOR
CHANGE
 Change: refers to making things different. Innovation is a more
specialized kind of change.
 There is no guaranteed formula with which an organization can
become innovative; certain characteristics surface again and
again. They are grouped into structural, cultural, and human
resource categories.
Innovation is a new idea applied to initiating or improving a
product, process, or service.
All innovations involve change, but not all changes necessarily
involve new ideas or lead to significant improvements.
Innovations in organizations can range from small incremental
improvements to significant change efforts.