This document discusses organizational change and provides definitions and frameworks for understanding it. It defines an organization and organizational change, and explains why change is needed. It presents Lewin's three-step change model and Kotter's eight steps for managing change. Finally, it discusses sources of resistance to change and strategies for overcoming resistance.

1. OORRGGAANNIIZZAATTIIOO NNAALL CCHHAANNGGEE

2. WWhhaatt iiss OOrrggaanniizzaattiioonn
● An organization is a group of people intentionally
organized to accomplish an overall goal or set of
goals. (Carter McNamara, 2007).
● An organization is “a system of consciously
coordinated activities or forces of two or more
persons” (C.I Barnard, 1938).
● An assembly of people working together to achieve
common objectives through a division of labor.

3. WWhhaatt iiss CChhaannggee??
● It is a fact of everyday life
● The process of altering or making different;
● Putting something in the place
● Change also represents a threat to existing power
structures
● It may entail the adoption of new working practice,
the implementation of a particular safe system
of work, revised working arrangements and the
need to acquire new skills.

4. WWhhyy CChhaannggee??
● To improve the performance of organizations
and the people in those organizations
● Change is needed in order to survive
● To increase the organization's level of
competitiveness and boost the productivity of
its people

5. WWhhaatt iiss OOrrggaanniizzaattiioonnaall CChhaannggee
● It is the essence of adaptation and innovation
● Collective change of many individuals along
the same path.
● Organizational change can be described as
numerous individuals undergoing similar
change process at the same time.
● It should not be conducted for the sake of
change.Organizational change efforts should
be geared to improve the performance of
organizations and the people in those
organization

6. OORRGGAANNIIZZAATTIIOONNAALL CCHHAANNGGEE
OOrrggaanniizzaattiioonn
IInntteerrnnaall AAddjjuussmmeennttss
People
Strate
gy
Techn
ology
Struct
ure
Produ
cts/
Servic
es
MMooddiiffiiccaattiioonn ooff GGooaallss
ADAP
TA
TION
INNOVA
TION
External
Forces
Excellence
Growth
Development
SOURCES: C.R. Martires and G. S. Fule, “Management of Human Behavior in Organizations,”National Bookstore Inc. 1993, p.261.

7. SSYYSSTTEEMMSS MMOODDEELL OOFF CCHHAANNGGEE
TTaarrggeett EElleemmeennttss ooff CChhaannggee
Inputs Outputs
IInntteerrnnaall
* Strengths
*Weaknesses
EExxtteerrnnaall
*
Opportunities
* Threats
GGooaallss
*Desired and
results
* Priorities
*Standards
*Resources
*Linkage
through-out
organization
OOrrggaanniizziinngg
AArrrraannggeemmeennttss
*Policies
*Procedures
*Roles
*Structures
*Rewards
*Physical
Setting
PPeeooppllee
*knowledge
*Ability
*Attitudes
*Motivation
*Behavior
Methods
* Processes
*Work flow
*Job design
*Technology
Social Factors
* Organization
culture
*Group
Processes
*Interpersonal
interactions
*Communicatio
n *Leadership
*
Organizationa
l
level
*Department/
Group level
*Individual
level
Strategy
SOURCES:Adapted from D. R. fugua and D. J. Kurpius, “Conceptual Models in Organizational Consultation,” Journal of Counselling & Development, July/
August 1993, pp.602-18; and D. A. Nadler and m L. Tushman, “Organizational Frame Bending: Principles for Managing Reorientation,” Academy of
Management Executive, August 1989, pp.194-203.

8. IINNDDIIVVIIDDUUAALL RREESSPPOONNSSEE
TTOO CCHHAANNGGEE
Individual
Attitudes
Sentiment
s

9. MMaajjoorr TTyyppeess ooff
OOrrggaanniizzaattiioonnaall CChhaannggee
● ORGANIZATION-WIDE versus SUBSYSTEM
CHANGE
● TRANSFORMATIONAL versus
INCREMENTAL CHANGE
● REMEDIAL versus DEVELOPMENTAL
CHANGE
● UNPLANNED versus PLANNED CHANGE
SOURCE: Adapted from “Field Guide to Consulting and Organizational Development”

10. AApppprrooaacchheess ttoo MMaannaaggiinngg
OOrrggaanniizzaattiioonnaall CChhaannggee
● Lewin's Three-Step Change Model
– Unfreezing – Changing – Refreezing
● Kotter's Eight Steps
– Establish a sense of urgency
– Create the guiding coalition
– Develop a vision and strategy
– Communicate the change
– Empower broad-based action

11. AApppprrooaacchheess........
– Generate short-term wins
– Consolidate gains and produce more change
– Anchor new approaches in the culture
● Organizational Development
– Survey feedback
– Process consultation
– Team building
– Integroup Development
– Appreciate inquiry

12. LLeewwiinn''ssTThhrreeee--SStteepp CChhaannggee MMooddeell
P r o c e s s e s o f L e a r n I n g
UUnnffrreeeezziinngg
CChhaannggiinngg
RReeffrreeeezziinngg
Trial with
New Behavior
Dissatisfaction
with Old
Behavior
Satisfaction
with New
Behavior
SOURCE: Kurt Lewin, “Lewin's Change Model, “Organizational Behavior key concepts, skills & best practices, McGraw-Hill Irwin, 2006, pp 395-396

13. KKootttteerr''ss EEiigghhtt SStteeppss
SOURCE: The steps were developed by J.P. Kotter, Leading Change (Boston; Harvard Business School Press, 1996).

14. OOrrggaanniizzaattiioonnaall DDeevveellooppmmeenntt
● Is concerned with helping managers plan
change in organizing and managing people
that will develop requisite commitment,
coordination and competence.

15. SSoommee OOrrggaanniizzaattiioonnaall
DDeevveellooppmmeenntt IInntteerrvveennttiioonnss
● Survey feedback: use of questionnaires to
identify discrepancies among members
perceptions; discussion follows and remedies
are suggested
● Process consultation: a consultant assisting a
client to understand process events with
which he or she must deal and to identify
processes that need improvement.
● Team building: high interaction among team
members to increase trust and openness

16. SSoommee iinntteerrvveennttiioonnss..........
● Intergroup Development – organizational
development efforts to change the attitudes,
stereotypes and perceptions that groups
have each other.
● Appreciative Inquiry – seeking to identify the
unique qualities and special strengths of an
organization, which can then be built on to
improve performance.

17. RReessiissttaannccee ttoo CChhaannggee
● It consists of behaviours that tend to delay if
not to stop the process of change.
● It is an emotional/behavioral response to real
or imagined work changes

18. SSoouurrcceess ooff RReessiissttaannccee ttoo CChhaannggee

19. Strategies ffoorr OOvveerrccoommiinngg
RReessiissttaannccee ttoo CChhaannggee

20. SSttrraatteeggiieess ffoorr oovveerrccoommiinngg..............
SOURCE: Reprinted by permission of the Harvard Business Review. An exhibit from “Choosing Strategies for Change” by J.P. Kotter and L.A. Schlesinger
(March/April 1979). Copyright 1979 by the harvard Business School Publishing Corporation; all rights reserved.

21. GENERAL PPRROOCCEESSSS FFOORR MMAANNAAGGIINNGG CCHHAANNGGEE
Cummings and Worley (Organization Development and Change, 1995)

22. MMAAJJOORR RROOLLEESS DDUURRIINNGG CCHHAANNGGEE
● CHANGE AGENT – a person who acts as the
initiator for change activities. Can be internal
members of the firm or external consultants.
● EXTERNAL CHANGE AGENT - a person outside
the organization who initiates change. They
engaged only for the duration of the change
process.
● INTERNAL CHANGE – a person, manager or
nonmanager, working for an organization, who
initiates change