The document summarizes six approaches to overcoming resistance to change: 1) Education and communication to provide information and address rumors, 2) Participation and involvement to gain buy-in, 3) Facilitation and support to help with adjustment problems, 4) Negotiation and agreement to address losses and incentivize acceptance, 5) Manipulation and co-option to symbolically involve resistors, and 6) Explicit and implicit coercion only as a last resort by linking acceptance to job security. The document also provides details on an upcoming exam covering all course material from a class on change, leadership, and culture.
Down sizing structural od intervention - Organizational Change and Develop...manumelwin
This intervention reduces costs and bureaucracy by decreasing the size of the organization through personnel layoffs, organization redesign, and outsourcing.
This document provides an overview of organizational change and development. It discusses that organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It also describes the nature of change in terms of history, politics, management, organization, and people. Additionally, it covers levels of change, types of change, forces for change, and resistance to change. The document also defines organizational development and its values and techniques for improving organizational effectiveness and employee well-being.
This document discusses various types of structural interventions in organizations. Structural interventions aim to improve organizational effectiveness through changes to tasks, structures, technology, and goals. Some key structural interventions mentioned include socio-technical systems, self-managed teams, work redesign, management by objectives, quality circles, quality of work life projects, and total quality management. Each intervention is briefly described in one or two sentences with their focus and approach.
This document discusses organizational change and the factors that drive it. It identifies both external factors like technology, customer needs, the economy, and politics, as well as internal factors like changes in management, deficiencies in the existing organization, and the nature of the workforce. It also outlines different levels of change - individual, group, and organizational. Organizational change is inevitable as businesses need to adapt to remain competitive in a dynamic environment. Both external pressures and internal deficiencies can necessitate changes to organizational structure, processes, and strategies.
This document discusses planned change, which is deliberate, well-thought out change initiated by an individual or group. It involves developing a vision for the future, expert planning, and leadership. Planned change aims to solve problems or increase efficiency. The process involves building relationships, diagnosing issues, acquiring resources, choosing solutions, gaining acceptance, and stabilization. Lewin's model of change involves three phases - unfreezing old ways, moving to new approaches, and refreezing the changes. Various change agent strategies are outlined, as well as characteristics of successful planned change efforts.
The document summarizes six approaches to overcoming resistance to change: 1) Education and communication to provide information and address rumors, 2) Participation and involvement to gain buy-in, 3) Facilitation and support to help with adjustment problems, 4) Negotiation and agreement to address losses and incentivize acceptance, 5) Manipulation and co-option to symbolically involve resistors, and 6) Explicit and implicit coercion only as a last resort by linking acceptance to job security. The document also provides details on an upcoming exam covering all course material from a class on change, leadership, and culture.
Down sizing structural od intervention - Organizational Change and Develop...manumelwin
This intervention reduces costs and bureaucracy by decreasing the size of the organization through personnel layoffs, organization redesign, and outsourcing.
This document provides an overview of organizational change and development. It discusses that organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It also describes the nature of change in terms of history, politics, management, organization, and people. Additionally, it covers levels of change, types of change, forces for change, and resistance to change. The document also defines organizational development and its values and techniques for improving organizational effectiveness and employee well-being.
This document discusses various types of structural interventions in organizations. Structural interventions aim to improve organizational effectiveness through changes to tasks, structures, technology, and goals. Some key structural interventions mentioned include socio-technical systems, self-managed teams, work redesign, management by objectives, quality circles, quality of work life projects, and total quality management. Each intervention is briefly described in one or two sentences with their focus and approach.
This document discusses organizational change and the factors that drive it. It identifies both external factors like technology, customer needs, the economy, and politics, as well as internal factors like changes in management, deficiencies in the existing organization, and the nature of the workforce. It also outlines different levels of change - individual, group, and organizational. Organizational change is inevitable as businesses need to adapt to remain competitive in a dynamic environment. Both external pressures and internal deficiencies can necessitate changes to organizational structure, processes, and strategies.
This document discusses planned change, which is deliberate, well-thought out change initiated by an individual or group. It involves developing a vision for the future, expert planning, and leadership. Planned change aims to solve problems or increase efficiency. The process involves building relationships, diagnosing issues, acquiring resources, choosing solutions, gaining acceptance, and stabilization. Lewin's model of change involves three phases - unfreezing old ways, moving to new approaches, and refreezing the changes. Various change agent strategies are outlined, as well as characteristics of successful planned change efforts.
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
The od journey of TCS - Case study - Organizational Change and Development - ...manumelwin
Teach-Train-Transfer workshop by expert OD consultants- to explore means of institutionalizing goal-oriented performance management organization.
Personal Score Card-clearly outlined what would define goals, outputs, performance management, Economic Value adds & the ways and means for facilitating goal alignment.
This document discusses various types of organizational interventions including strategic interventions, techno-structural interventions, human resource management interventions, and human process interventions. It provides examples and descriptions of specific interventions such as mergers and acquisitions, culture change, creativity and innovation, sensitivity training, team building, and conflict resolution. The document also discusses structural variables that can affect innovation, advice for structuring interventions, expected results, and the importance of evaluation.
The document discusses the planned organizational change process and the importance of training. It describes the planned change process as having three main steps: 1) planning for change which involves identifying needs, goals, and agents of change; 2) assessing change forces such as driving and restraining forces; 3) implementing the change by communicating the plan and evaluating results. It emphasizes that training is important for increasing employee productivity, adapting to changes, and improving organizational performance and customer satisfaction. Training should aim to empower employees and be aligned with organizational objectives.
All aspects of organization development and change management are linked in these resources. They access information about group facilitation, culture change, consulting, managing change, planned change, and leading edge topics such as emotional intelligence and large group processes.
Major od interventions and their expected strategic outcomesMerlin C Varghese
This document summarizes major OD (organizational development) interventions and their expected strategic outcomes. It describes three classifications of OD interventions: 1) French and Bell's process vs structural interventions, 2) Pareek's participant-active, facilitator-active, and role-focused interventions, and 3) Shandilya's target groups, focus, and strategy. Process interventions focus on individual, group, and inter-group development, while structural interventions aim to improve efficiency. Large-scale systems change involves organization-wide transformation. Successful interventions fit organizational needs, are based on causal knowledge, and transfer change competence to members. Expected strategic outcomes include increased effectiveness.
Training and development - Individual OD interventions - Organizational Chan...manumelwin
Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.
Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.
Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate
The document discusses organizational change, defining it as the process by which an organization moves from its current state to a desired future state in order to increase effectiveness. It identifies internal and external forces that drive change, such as changing technology, competition, and social/legal pressures. The document also summarizes models of organizational change, including Lewin's three-step model of unfreezing, moving, and refreezing. It discusses strategies for managing resistance to change, like communication, training, employee involvement, and negotiation.
Action learning OD interventions - Organizational Change and Development - M...manumelwin
Action learning is an approach to solving real problems that involves taking action and reflecting upon the results.
The learning that results helps improve the problem-solving process as well as the solutions the team develops.
Organisational Development InterventionsGheethu Joy
There are three main types of organizational development interventions: individual, group, and organizational. The document outlines several examples of interventions for each type. An effective OD intervention process involves entering and contracting, diagnosis, designing the intervention, leading and managing change, and evaluating and institutionalizing the changes. Interventions can be categorized into four buckets: human process, strategic, human resource management, and technostructural. Organizations should be able to identify the need for interventions early to address issues with minimal effort before they escalate.
This document discusses various team interventions. It distinguishes between work groups and teams, noting that teams have a higher commitment to common goals and interdependence. It describes cross-functional teams comprised of individuals from different departments working on shared challenges. Broad team-building interventions focus on diagnosis, task accomplishment, team relationships, and processes. Specific interventions discussed include diagnostic meetings to identify strengths and problems, team-building meetings to improve effectiveness, and techniques like role analysis, role negotiation, and responsibility charting. Conditions for constructive interventions include buy-in from participants and leaders and training team members in skills like feedback and conflict resolution.
Structural od intervention - Organizational Change and Development - Manu Me...manumelwin
These interventions deal with an organization’s technology (for examples its task methods and job design) and structure (for example, division of labor and hierarchy).
These interventions are rooted in the disciplines of engineering, sociology, and psychology and in the applied fields of socio-technical systems and organization design. Practitioners place emphasis both on productivity and human fulfillment.
Organizational and Individual Causes of Resistance to Change (Essay Sample)Essay Tigers
This document discusses organizational and individual causes of resistance to change and how Lewin's theory of change can be used to overcome resistance. At the organizational level, structural inertia, limited focus of change efforts, and group inertia can cause resistance. Individuals may resist due to fear of the unknown, feelings of insecurity, or perception that changes threaten their interests. Lewin's three-stage model of unfreezing, transitioning, and freezing the new approach can help overcome resistance by preparing organizations and individuals for change and reinforcing the new approach.
Organizational change is defined as changes that impact how work is performed and significantly affect staff. Major types of organizational change include organization-wide vs subsystem change, transformational vs incremental change, and planned vs unplanned change. Factors driving organizational change include globalization, competition, technology, and customer needs. Resistance to change stems from individual fears and organizational barriers. Kotter's 8-stage process provides steps for creating successful organizational change through establishing urgency, building guiding teams, communicating vision, empowering employees, and anchoring changes in culture.
Organization Development (OD) is a planned process for improving organizational effectiveness. It involves planned interventions using behavioral science knowledge. Common OD interventions include team building, management training, setting goals and measurements. OD aims to increase organizational health by addressing both technical and human aspects of the organization through a collaborative, system-wide change process.
Strategic Change Interventions include whole system interventions such as transformational change, continuous change, and transorganizational change. Transformational change interventions involve organization design, integrated strategy, and culture change. Continuous change interventions include dynamic strategy making, self-designing organizations, built-to-change organizations, and learning organizations. Transorganizational change involves mergers and acquisitions, alliances, and networks.
This document discusses various types of structural interventions in organizations, including sociotechnical systems, self-managed teams, work redesign, and quality of work life programs. It defines structural interventions as changes to how work is divided and organized, including units, reporting structures, workflows, and communications. Sociotechnical systems aim to optimize the relationship between social and technical aspects of work systems. Self-managed teams are autonomous and collaborate to achieve team results. Work redesign models job characteristics that improve motivation. Quality of work life programs restructure dimensions of the organization through participative mechanisms to institute sustainable changes.
The document discusses various types of organizational development interventions including sensitivity training, team building, management by objectives, coaching, and training. It describes the characteristics of effective interventions and outlines factors to consider in the design of interventions. Examples are provided of different human process, techno-structural, human resources, and strategic interventions that can be used to help organizations increase their effectiveness.
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
Minimizing resistance to change - Organizational Change and Development - Ma...manumelwin
This document discusses strategies for minimizing resistance to organizational change. It outlines six key strategies: communication, training, employee involvement, stress management, negotiation, and coercion. Communication, training, and employee involvement are presented as the most effective initial strategies as they increase knowledge, skills, ownership and reduce uncertainty without being too costly or time-consuming. Stress management and negotiation are suggested when these initial approaches do not fully address resistance, while coercion is a last resort that risks reducing trust and creating new resistance.
This document discusses organizational change and work stress. It identifies forces that drive change and resistance to change. The four main approaches to managing change are Lewin's three-step model, Kotter's eight-step process, action research, and organizational development. Stress can be caused by environmental, organizational, and personal factors and have physiological, psychological, and behavioral consequences. Both individual and organizational approaches can be used to manage stress. Cultural factors influence how change and stress are perceived and addressed globally.
The document summarizes key concepts around organizational change including:
- Describing forces for change like competition and new technologies
- Contrasting views of change as either "calm waters" or "white-water rapids"
- Explaining why people resist change and techniques to reduce resistance
- Defining organization development and listing techniques like survey feedback and team building
- Discussing how change can cause stress and ways to reduce stress like wellness programs
- Differentiating between creativity and innovation and how organizations can stimulate innovation
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
The od journey of TCS - Case study - Organizational Change and Development - ...manumelwin
Teach-Train-Transfer workshop by expert OD consultants- to explore means of institutionalizing goal-oriented performance management organization.
Personal Score Card-clearly outlined what would define goals, outputs, performance management, Economic Value adds & the ways and means for facilitating goal alignment.
This document discusses various types of organizational interventions including strategic interventions, techno-structural interventions, human resource management interventions, and human process interventions. It provides examples and descriptions of specific interventions such as mergers and acquisitions, culture change, creativity and innovation, sensitivity training, team building, and conflict resolution. The document also discusses structural variables that can affect innovation, advice for structuring interventions, expected results, and the importance of evaluation.
The document discusses the planned organizational change process and the importance of training. It describes the planned change process as having three main steps: 1) planning for change which involves identifying needs, goals, and agents of change; 2) assessing change forces such as driving and restraining forces; 3) implementing the change by communicating the plan and evaluating results. It emphasizes that training is important for increasing employee productivity, adapting to changes, and improving organizational performance and customer satisfaction. Training should aim to empower employees and be aligned with organizational objectives.
All aspects of organization development and change management are linked in these resources. They access information about group facilitation, culture change, consulting, managing change, planned change, and leading edge topics such as emotional intelligence and large group processes.
Major od interventions and their expected strategic outcomesMerlin C Varghese
This document summarizes major OD (organizational development) interventions and their expected strategic outcomes. It describes three classifications of OD interventions: 1) French and Bell's process vs structural interventions, 2) Pareek's participant-active, facilitator-active, and role-focused interventions, and 3) Shandilya's target groups, focus, and strategy. Process interventions focus on individual, group, and inter-group development, while structural interventions aim to improve efficiency. Large-scale systems change involves organization-wide transformation. Successful interventions fit organizational needs, are based on causal knowledge, and transfer change competence to members. Expected strategic outcomes include increased effectiveness.
Training and development - Individual OD interventions - Organizational Chan...manumelwin
Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds.
Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs.
Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate
The document discusses organizational change, defining it as the process by which an organization moves from its current state to a desired future state in order to increase effectiveness. It identifies internal and external forces that drive change, such as changing technology, competition, and social/legal pressures. The document also summarizes models of organizational change, including Lewin's three-step model of unfreezing, moving, and refreezing. It discusses strategies for managing resistance to change, like communication, training, employee involvement, and negotiation.
Action learning OD interventions - Organizational Change and Development - M...manumelwin
Action learning is an approach to solving real problems that involves taking action and reflecting upon the results.
The learning that results helps improve the problem-solving process as well as the solutions the team develops.
Organisational Development InterventionsGheethu Joy
There are three main types of organizational development interventions: individual, group, and organizational. The document outlines several examples of interventions for each type. An effective OD intervention process involves entering and contracting, diagnosis, designing the intervention, leading and managing change, and evaluating and institutionalizing the changes. Interventions can be categorized into four buckets: human process, strategic, human resource management, and technostructural. Organizations should be able to identify the need for interventions early to address issues with minimal effort before they escalate.
This document discusses various team interventions. It distinguishes between work groups and teams, noting that teams have a higher commitment to common goals and interdependence. It describes cross-functional teams comprised of individuals from different departments working on shared challenges. Broad team-building interventions focus on diagnosis, task accomplishment, team relationships, and processes. Specific interventions discussed include diagnostic meetings to identify strengths and problems, team-building meetings to improve effectiveness, and techniques like role analysis, role negotiation, and responsibility charting. Conditions for constructive interventions include buy-in from participants and leaders and training team members in skills like feedback and conflict resolution.
Structural od intervention - Organizational Change and Development - Manu Me...manumelwin
These interventions deal with an organization’s technology (for examples its task methods and job design) and structure (for example, division of labor and hierarchy).
These interventions are rooted in the disciplines of engineering, sociology, and psychology and in the applied fields of socio-technical systems and organization design. Practitioners place emphasis both on productivity and human fulfillment.
Organizational and Individual Causes of Resistance to Change (Essay Sample)Essay Tigers
This document discusses organizational and individual causes of resistance to change and how Lewin's theory of change can be used to overcome resistance. At the organizational level, structural inertia, limited focus of change efforts, and group inertia can cause resistance. Individuals may resist due to fear of the unknown, feelings of insecurity, or perception that changes threaten their interests. Lewin's three-stage model of unfreezing, transitioning, and freezing the new approach can help overcome resistance by preparing organizations and individuals for change and reinforcing the new approach.
Organizational change is defined as changes that impact how work is performed and significantly affect staff. Major types of organizational change include organization-wide vs subsystem change, transformational vs incremental change, and planned vs unplanned change. Factors driving organizational change include globalization, competition, technology, and customer needs. Resistance to change stems from individual fears and organizational barriers. Kotter's 8-stage process provides steps for creating successful organizational change through establishing urgency, building guiding teams, communicating vision, empowering employees, and anchoring changes in culture.
Organization Development (OD) is a planned process for improving organizational effectiveness. It involves planned interventions using behavioral science knowledge. Common OD interventions include team building, management training, setting goals and measurements. OD aims to increase organizational health by addressing both technical and human aspects of the organization through a collaborative, system-wide change process.
Strategic Change Interventions include whole system interventions such as transformational change, continuous change, and transorganizational change. Transformational change interventions involve organization design, integrated strategy, and culture change. Continuous change interventions include dynamic strategy making, self-designing organizations, built-to-change organizations, and learning organizations. Transorganizational change involves mergers and acquisitions, alliances, and networks.
This document discusses various types of structural interventions in organizations, including sociotechnical systems, self-managed teams, work redesign, and quality of work life programs. It defines structural interventions as changes to how work is divided and organized, including units, reporting structures, workflows, and communications. Sociotechnical systems aim to optimize the relationship between social and technical aspects of work systems. Self-managed teams are autonomous and collaborate to achieve team results. Work redesign models job characteristics that improve motivation. Quality of work life programs restructure dimensions of the organization through participative mechanisms to institute sustainable changes.
The document discusses various types of organizational development interventions including sensitivity training, team building, management by objectives, coaching, and training. It describes the characteristics of effective interventions and outlines factors to consider in the design of interventions. Examples are provided of different human process, techno-structural, human resources, and strategic interventions that can be used to help organizations increase their effectiveness.
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
Minimizing resistance to change - Organizational Change and Development - Ma...manumelwin
This document discusses strategies for minimizing resistance to organizational change. It outlines six key strategies: communication, training, employee involvement, stress management, negotiation, and coercion. Communication, training, and employee involvement are presented as the most effective initial strategies as they increase knowledge, skills, ownership and reduce uncertainty without being too costly or time-consuming. Stress management and negotiation are suggested when these initial approaches do not fully address resistance, while coercion is a last resort that risks reducing trust and creating new resistance.
This document discusses organizational change and work stress. It identifies forces that drive change and resistance to change. The four main approaches to managing change are Lewin's three-step model, Kotter's eight-step process, action research, and organizational development. Stress can be caused by environmental, organizational, and personal factors and have physiological, psychological, and behavioral consequences. Both individual and organizational approaches can be used to manage stress. Cultural factors influence how change and stress are perceived and addressed globally.
The document summarizes key concepts around organizational change including:
- Describing forces for change like competition and new technologies
- Contrasting views of change as either "calm waters" or "white-water rapids"
- Explaining why people resist change and techniques to reduce resistance
- Defining organization development and listing techniques like survey feedback and team building
- Discussing how change can cause stress and ways to reduce stress like wellness programs
- Differentiating between creativity and innovation and how organizations can stimulate innovation
Chapter 6 - Managing Change: Innovation and Diversitydpd
The document discusses managing change and diversity in organizations. It identifies different types of change, sources of resistance to change, and ways to overcome resistance. It also discusses diversity, innovation, and organizational development interventions like team building, process consultation, forcefield analysis, and survey feedback that are used to implement change.
The document outlines key concepts around organizational change including:
1. It describes forces for change as either external such as competition or internal such as new strategies.
2. It contrasts the "calm waters" and "white-water rapids" metaphors for how organizations experience change.
3. It explains why people resist change and describes techniques to reduce resistance such as education, participation, and negotiation.
4. It defines organization development as efforts to facilitate long-term organization-wide change through interventions focused on attitudes and culture.
Organizational Change and Stress Management.pptxMuzammil Hussain
This document outlines learning objectives and content about organizational change and stress management. It discusses planned vs unplanned change, sources of resistance to change, and four approaches to managing change: Lewin's three-step model, Kotter's eight-step plan, action research, and organizational development. It also examines creating a culture for change through innovation and learning organizations, sources and consequences of stress, and individual and organizational approaches to managing stress.
1. Organizational crises evolve through three stages: precrisis preparation, the crisis event, and postcrisis recovery. During precrisis, organizations should have a crisis management plan, team, and pre-drafted messages. During a crisis, clear communication is key to avoid appearing guilty. In postcrisis, responsibility is determined, apologies are made, and systems are established to prevent future crises.
Organizational development (OD) aims to improve an organization's effectiveness and the well-being of its employees. It involves systematically applying behavioral science knowledge to help organizations better adapt to challenges through planned interventions. Key elements of OD include assessing strategies, structures, and processes to help organizations function more effectively. The overall goal is to establish self-renewing organizations that can continuously monitor and improve themselves.
This document discusses organizational change and provides information on key topics related to managing change. It covers the concept of organizational change, forces for change, levels of change, types of change, steps in managed change, resistance to change, implementing change successfully, and methods of introducing change. The document is intended as a lesson plan to teach about organizational change concepts.
Leadership and change management to succeed in process improvementKailiford
This workshop was dedicated to the driving forces of behavioural change and leadership; to maximise skills required to deliver on process improvement and culture change initiatives.
The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.
organizational change and stress managementShaheen kousar
Organizational change can be caused by factors like new technology, economic conditions, and increased competition. Planned change involves intentional, goal-oriented activities managed by change agents. Resistance to change stems from employees perceiving threats from changes. Managing resistance involves education, participation, building support, fair implementation, and addressing underlying causes of resistance. Creating a culture of innovation and a learning organization can help an organization embrace necessary changes. Both individual and organizational approaches are needed to effectively manage work stress.
The document discusses managing organizational change and conflict. It identifies four types of organizational change and explains how individuals typically respond differently to changes they like versus dislike. It also lists six common reasons why employees resist change and strategies for overcoming resistance. The document then describes the planned change process of unfreezing, changing and refreezing. It contrasts top-down and bottom-up approaches to change and identifies traits of effective change agents. Finally, it defines conflict, discusses competitive versus cooperative conflict styles, and lists five techniques for resolving conflict.
This document discusses organizational development (OD), which is defined as a long-term effort to improve an organization's ability to cope with changes through problem-solving and adapting to new challenges. The goals of OD include increasing self-responsibility, optimizing systems, managing conflict effectively, and enhancing member identification. The key processes involve planning changes, altering individual and group attitudes/habits, and solving operational problems. Common techniques are diagnostic activities, team building, sensitive training, survey feedback, and intergroup development. OD aims to create organic systems through collaborative relationships and planned, experiential change processes.
Ppt on organisational change , Development and StressBhuwanGupta9
This document summarizes a case study of organizational change at International Bio-Synthetics (IBIS) to increase productivity and reduce costs. The company originally had a traditional hierarchical structure but in 1984 formed a team to evaluate opportunities for improvement. They implemented changes including forming autonomous self-regulating teams, moving supervisors to a supportive role, introducing new performance management and scheduling processes, and installing new technology to improve information sharing. These changes helped improve process performance by 40% and align the organization with its goals. The case demonstrates how concurrent changes to organizational structure, roles, processes, technology, and culture can enable significant organizational improvements.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
organizationalchange-140813221313-phpapp02.pptxMargi Shah
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products. Changes can include alterations to structure, operations, roles, or working conditions/environment. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed unexpectedly. The document outlines factors that drive change, both internal like personnel or climate issues, and external like technology or regulations. It also describes the process of change, roles of change agents, skills needed by agents, and sources of resistance to change at both individual and organizational levels. Managing resistance involves communication, participation, support, and other strategies.
1) Change management is important for organizations to adapt to changing market conditions and customer needs. When organizations are inflexible, competitors can take their customers and profits.
2) While organizations may not want change, people within organizations are the ones that need to change. Change management focuses on getting people on board with changes.
3) Managers need good change management skills to recognize problems, adjust processes accordingly, and make changes an easier process for the organization.
HUMAN RESOURCE MANAGEMENT INTERVENTIONS.pptxhariharankh1
Human resource management interventions aim to improve organizational performance through enhancing individual and team performance, dedication, and flexibility. Examples include improving hiring and performance management processes as well as developing talent. Specific interventions discussed include performance management, talent development, diversity initiatives, wellness programs, and reward systems. Strategic change interventions also discussed include transformational change, continuous change, and transorganizational change.
BA 361 lecture ch 16 p.396-403; 405-406; 409-414.pptDr. Vartika Dutta
This document discusses forces of change that organizations face both internally and externally. It also covers models of planned organizational change including Lewin's change model and Kotter's 8 steps for leading change. Resistance to change is examined by looking at reasons why people resist change and strategies for overcoming resistance such as participation, education, negotiation, and facilitation.
This document describes four methods for carrying forward budget balances from one fiscal year to the next: 1) encumbrances only, 2) encumbrances and encumbered budget, 3) funds available, and 4) a combination of methods 2 and 3. It provides screenshots and explanations of how balances are treated under each method at year-end and displayed in the subsequent year. It also addresses some common questions about the carry forward process, flexibility of rules, and impact of additional transactions.
The document provides test specifications for system testing the payables process integration with an application system. It includes 16 test sequences covering processes like opening payable periods, defining banks, invoice entry for POs and non-POs, payments, refunds, recurring invoices, and month/period-end processing. Each sequence has detailed steps, expected results, and status tracking. It also specifies requirements for century date compliance in all customizations and interfaces.
This document is the Oracle Payables Reference Guide, Release 12. It provides reference material for Oracle Payables, including technical details about application use as well as general concepts. The guide is intended for use by anyone responsible for implementing or using Oracle Payables. It contains sections on expense reports and credit cards, payables open interface tables, purchase order matching database tables, and predefined setup for Oracle Subledger Accounting.
This document provides an overview of entering invoices in Oracle Payables in Release 12 (R12). It discusses the new ability to assign multiple organizations to a single payables responsibility. It also covers entering invoice headers, lines, and distributions. Invoice lines can now capture additional project or asset related information. The document provides examples of entering invoices at the line and distribution levels and the resulting accounting entries. It concludes with current enhancement requests for Payables in R12, such as adding fields to capture asset tag numbers and units from invoices.
The document provides setup instructions for Oracle Accounts Payable application version 12.1.3. It includes 28 setup steps to define configuration items like the accounting flexfield, payment terms, approval codes, payment programs, and payment formats. The setup is to be completed to implement the application for a company using accrual accounting.
This document provides a quick reference guide for creating a requisition in Oracle iProcurement. It outlines the 9 step process: 1) Log in and select procurement, 2) search for items and add them to your cart from internal or external sources, 3) create a non-catalog request if the item is not found, 4) enter delivery information, 5) enter billing information such as the PTAEO, 6) add any notes for approvers or attach documents, 7) review the approver list, 8) review the full requisition, and 9) submit the requisition for approval.
The document provides an overview and case study of Patni Computer Systems' implementation of Oracle iProcurement. Some key points:
- Patni implemented iProcurement over 6 months to streamline their procurement process and reduce cycle times.
- The implementation involved analyzing current and desired processes, customizing workflows, loading catalogs, testing, and training users.
- Results included reducing procurement cycle times from 20 days to just 3 hours, eliminating paper-based processes, and improving supplier relationships.
- Lessons learned included the importance of user involvement, change management processes, and getting catalog and category structures right for adoption.
Oracle iProcurement and Services Procurement enable self-service procurement and spending control. iProcurement allows employees to place orders from catalogs while enforcing spending policies. It streamlines ordering, controls spending, and reduces procurement costs. Services Procurement provides controls for services spending through master agreements, timecard approval, and invoice matching to eliminate overbilling and increase visibility into services spend. Both products are part of Oracle's Advanced Procurement suite for integrated procurement of goods and services.
This document provides guidance on using the Oracle iProcurement system for NHS Wales. It introduces iProcurement and explains how to log in. It describes the home page layout and sections. It provides instructions for creating catalogue and non-catalogue requisitions, approving requisitions, receiving goods, reviewing previous requisitions, and other reference information. The goal is to help users navigate iProcurement and understand the processes for ordering, approving, and receiving goods and services.
This document discusses leveraging Oracle iProcurement to increase cash flow by extending access to member or partner organizations. It would provide an additional revenue source and savings passed to others through combined spending power. To implement, a separate set of books and operating unit would be created with unlimited approval authority and restricted requisition views. Legal considerations around antitrust rules for consortium buying are also noted.
This document provides guidance on using iProcurement for procurement and non-procurement purchases. It discusses raising requisitions through smart forms or non-catalogue requisitions. Smart forms can be used to order certain goods and services, automatically creating a purchase order. Non-catalogue requisitions require approval from UK SBS procurement to ensure regulatory compliance. It also covers receipting goods, returns, and other iProcurement functions. The document contains step-by-step instructions and notes on navigation, approvals, and best practices for iProcurement.
The document discusses Oracle iProcurement, which aims to centralize purchasing controls while decentralizing purchasing execution through self-service. It allows enabling procurement policy-based purchasing, supporting requests for all goods and services through a single entry point. It provides a productive user interface for requesters with tools to streamline purchasing. It also discusses self-service receiving to improve payment accuracy through three-way matching.
This document provides an overview and instructions for using the iProcurement module in Oracle Financials version 11.5.10. It describes the iProcurement home page and preferences settings. The main sections covered include creating shopping carts, requisitions, and receipts. Details are provided on adding items from online catalogs or manually, saving incomplete requisitions, and charging items to accounts. Methods for splitting costs, adding notes, changing approvers, and finding requisitions are also summarized.
This document provides instructions for staff on using the upgraded version of Oracle E-Business Suite for procurement processes at CDU. It outlines how to log in, navigate to the iProcurement homepage, and raise requisitions. Specific steps covered include searching for item categories and suppliers, adding line items to the shopping cart, attaching documents, and submitting requisitions for approval. It also discusses receiving goods, returning items, and correcting receipt quantities.
This document provides an overview of the physical inventory process in Oracle Inventory, including defining a physical inventory, taking a snapshot of on-hand quantities, generating tags, entering counts, approving adjustments, and posting adjustments. Key steps include defining criteria for the inventory, generating tags to match physical items to the system, entering count quantities, and making approved adjustments to update inventory records. The process integrates with cost management and general ledger modules to update item costs and inventory values.
The document provides instructions on setting up inventory items in an organizational inventory management system. It discusses [1] creating items at the organizational level, [2] assigning stock locators, [3] changing stock locators, and [4] transferring items between subinventories through reservations. Most item attributes will default from a master template, but some like account centers and subinventories need to be manually assigned.
This document provides an overview of kanban replenishments in Oracle Inventory. It describes how kanban uses a pull-based system with cards to trigger replenishment requests when inventory is needed. It outlines the different kanban supply statuses and source types for replenishing inventory, including production, intra-organization transfers, inter-organization transfers, and external suppliers. It also provides details on how to set up kanban planned items, define kanban cards, and establish kanban pull sequences to support the replenishment process.
The document summarizes inventory transaction types in two character codes used by different source modules, including inventory adjustments (IA), inventory issues (II), inventory transfers (IT), inventory receipts (IR), legacy bill of lading receipts and transfers (LR and LT), and transactions from purchase orders and sales orders. It provides details on how each transaction type affects inventory quantities and costs, and which general ledger accounts they impact.
This document provides an overview of forecasting in Oracle Applications. It discusses loading forecast data through manual entry, import, and automatic generation. Focus forecasting generates forecasts by selecting the most accurate of five forecasting models based on historical demand data. Statistical forecasting uses an exponential smoothing function to average historical demand. The document also covers forecast consumption, technical details, reporting, and alerts related to forecasting.
This document discusses accounting entries for inventory transactions under average costing. It defines key inventory accounts like material, material overhead, and expense. It then provides examples of common inventory transactions and whether the average cost is recalculated for the receiving subinventory. For transactions like receipts, issues, transfers, the average cost is not changed. But for adjustments, completions or scrapping of work in process jobs, the average cost is recalculated based on the associated charges to the job.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
2. Learning Objectives
1. Present two models of the change process
in organisations: the Growth Curve Model
and the unfreezing-changing-refreezing
model .model .
2. Describe why people resist change and
how to manage such resistance.
3. Explain the nature of organisational
development.
3. Managing Change
Types of change in organisations:
Changes in technology
Changes in organisational structureChanges in organisational structure
Coworkers and customers
6. Why People Resist Change
Resistance comes from:
Fear of a unfavourable outcome (e.g., less money,
personal inconvenience, more work)
Disrupted social relationships at work
Not wanting to break with well-established habits
A general fear of the unknown and uncertainty
Fear that an unrecognised weakness in the proposed
change will result in unfavourable outcome.
7. Methods for Dealing with
Resistance to Change
Education and communication
Participation and involvement
Facilitation and support
Negotiation and agreement
8. Three Major Factors that Create
Organisational Change
ManagementManagement
InitiativesInitiatives
Changes inChanges in
TechnologyTechnology
New WorkNew Work
ProcessesProcesses
OrganisationalOrganisational
ChangeChange
9. Downsizing and Restructuring
Primary reason for downsizing:
Reductions in the size of the firm to lower
costs and allow the firm to become more
competitive.competitive.
Dangers in downsizing:
Inability to capitalise on post-restructuring
opportunities due to understaffing.
Loss of critical human assets reduces
organisational learning.
10. The Costs of Downsizing
Massive layoffs can
backfire after taking into
account:
Rehiring costs
Companies that avoid
downsizing say they get:
A fiercely loyal, more
productive workforceRehiring costs
Loss of institutional
memory and trust in
management
Lack of staff when the
economy rebounds
Survivors who are risk
averse, paranoid, and
political
Higher customer
satisfaction
Readiness to snap back
with the economy
A recruiting edge
Workers who aren’t afraid to
innovate, knowing that their
jobs are safe
11. Keys to Successful Restructuring
Integrate downsizing with long-term
strategies.
Identify and protect high-potential employees.Identify and protect high-potential employees.
Decentralise and empower employees.
Eliminate low-value and non-value activities.
Emphasise teamwork and cooperation.
Support and train, then evaluate and reward
performance.
12. Organisational Development
as a Change Strategy
Organisational Development (OD)
Is any strategy, method, or technique
for making organisations more effectivefor making organisations more effective
by bringing about constructive,
planned change.
13. Organisational Development
Interventions
Individual Level
Executive (or business) coaching
Employee assistance programs (EAPs)
Career development programs
Organizational behavior modification
(OB Mod)
Small-Group Level
Team development
Cultural diversity training
Modified work schedules
Creativity training
Intergroup conflict resolution
Job enrichment
Wellness programs (stress reduction)
Bullying/ harassment avoidance training
Intergroup conflict resolution
Quality improvement teams
Self-managing teams
Organisation Level
Survey feedback (attitude surveys)
Action research (employees participate in
implementing changes identified by a consultant)
Implementing organisation learning
Knowledge management
14. Large-Scale Organisational Change
Signs of the need for large-scale change:
Top executives micromanaging instead of delegating
A high turnover rate of employeesA high turnover rate of employees
Ineffective communication in the organisation.
A compensation system that rewards people for
actions unrelated to business success
Loss of established business and failure to acquire
new business
15. Total Quality Management (TQM)
A management system for improving
performance throughout a firm by:
Maximizing customer satisfactionMaximizing customer satisfaction
Making continuous improvements
Relying heavily on employee involvement
16. Total Quality Management (TQM)
TQM is a fundamental change in an
organisation’s culture to one that includes:
A focus on the customerA focus on the customer
An environment of trust and openness
Formation of work teams
Breaking down internal barriers
Sharing power