Organizational change occurs when business strategies or major sections of an organization are altered.
It is defined as a change that has significant effects on the way work is performed in an organization.
Bringing change in organization is not an easy task but it becomes necessary to change with the changing world. Here all the factors are mentioned which force organization to change, empolyee and group resistance and how this change is planned, implemented and managed.
This document discusses organizational change and its key aspects. It defines organizational change as alternations that occur in a company's overall work environment. Change can result from both external forces like market changes as well as internal forces such as human resource issues. Change happens at various levels from individual to group to the entire organization. There are different types of change including strategic, structural, process-oriented and people-oriented. Successful change management involves three stages - unfreezing the current situation, transitioning to the new change, and refreezing the change to make it permanent. Resistance to change is natural but can be reduced through effective communication and involvement of employees in the change process.
Burke litwin change model - Organizational Change and Development - Manu Mel...manumelwin
The Burke-Litwin change model revolves around defining and establishing a cause-and-effect relationship between 12 organizational dimensions that are key to organizational change.
Let’s take a look at how this change model can make the process easier.
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.
Organizational change and its approachesAamir chouhan
This document discusses various approaches to organizational change, including:
1. Planned change which involves proactive and intentional activities aimed at improving an organization's ability to adapt. Change agents help manage planned change activities.
2. Resistance to change which can take overt or implicit forms. Sources of resistance include individual habits/fears and organizational inertia.
3. Tactics for overcoming resistance including education, participation, building support, and fair implementation of change.
4. Models of the change process including Lewin's three steps of unfreezing, movement, and refreezing as well as Kotter's eight steps for successful transformation.
This document discusses organizational change and the forces that drive it. It defines organizational change as a process where a company optimizes its performance to reach its ideal state. Forces for change include the workforce, technology, economic shocks, competition, and world politics. The concept of "active inertia" describes an organization's tendency to continue established patterns of behavior even when the environment changes. Examples are provided of companies that were victims of active inertia. Resistance to change within organizations can come from individual habits/fears or organizational sources like limited focus on change, group inertia, or threats to power structures. Approaches to managing organizational change discussed include Lewin's three-step model of unfreezing, moving, and refreezing, as
This document discusses team interventions and effective teams. It defines intervention as entering a system of relationships to help groups or persons. It distinguishes between work groups and teams, noting that teams have greater interdependence and interaction. The document outlines steps for team interventions, including identifying at-risk members, holding intervention team meetings, beginning interventions, and requesting further testing if needed. It also lists characteristics of effective teams and components like positive culture and recognition.
Bringing change in organization is not an easy task but it becomes necessary to change with the changing world. Here all the factors are mentioned which force organization to change, empolyee and group resistance and how this change is planned, implemented and managed.
This document discusses organizational change and its key aspects. It defines organizational change as alternations that occur in a company's overall work environment. Change can result from both external forces like market changes as well as internal forces such as human resource issues. Change happens at various levels from individual to group to the entire organization. There are different types of change including strategic, structural, process-oriented and people-oriented. Successful change management involves three stages - unfreezing the current situation, transitioning to the new change, and refreezing the change to make it permanent. Resistance to change is natural but can be reduced through effective communication and involvement of employees in the change process.
Burke litwin change model - Organizational Change and Development - Manu Mel...manumelwin
The Burke-Litwin change model revolves around defining and establishing a cause-and-effect relationship between 12 organizational dimensions that are key to organizational change.
Let’s take a look at how this change model can make the process easier.
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.
Organizational change and its approachesAamir chouhan
This document discusses various approaches to organizational change, including:
1. Planned change which involves proactive and intentional activities aimed at improving an organization's ability to adapt. Change agents help manage planned change activities.
2. Resistance to change which can take overt or implicit forms. Sources of resistance include individual habits/fears and organizational inertia.
3. Tactics for overcoming resistance including education, participation, building support, and fair implementation of change.
4. Models of the change process including Lewin's three steps of unfreezing, movement, and refreezing as well as Kotter's eight steps for successful transformation.
This document discusses organizational change and the forces that drive it. It defines organizational change as a process where a company optimizes its performance to reach its ideal state. Forces for change include the workforce, technology, economic shocks, competition, and world politics. The concept of "active inertia" describes an organization's tendency to continue established patterns of behavior even when the environment changes. Examples are provided of companies that were victims of active inertia. Resistance to change within organizations can come from individual habits/fears or organizational sources like limited focus on change, group inertia, or threats to power structures. Approaches to managing organizational change discussed include Lewin's three-step model of unfreezing, moving, and refreezing, as
This document discusses team interventions and effective teams. It defines intervention as entering a system of relationships to help groups or persons. It distinguishes between work groups and teams, noting that teams have greater interdependence and interaction. The document outlines steps for team interventions, including identifying at-risk members, holding intervention team meetings, beginning interventions, and requesting further testing if needed. It also lists characteristics of effective teams and components like positive culture and recognition.
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.
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
This document discusses organizational change, including causes of change, types of changes, models of managing organizational change, and views on organizational change. It covers two main causes of change: internal factors and external factors. There are two types of changes: planned changes that are proactive and deliberate, and unplanned changes that are difficult to anticipate. Several models of managing organizational change are described, including Kotter's 8-step model, Schneider and Beatty's critical success factors model, and Robbins' 3-step model. The role of administration in organizational change is also discussed.
This document discusses planned organizational change. It notes that planned change aims to prepare an organization to adapt to significant changes in goals and direction. Planned change attempts to impact technology, tasks, structure, and people within an organization. The process of planned change involves identifying the need for change, determining what elements need to change, planning how to implement the change, assessing forces that may drive or restrain the change, and taking action through the stages of unfreezing old behaviors, changing to new behaviors, and refreezing the changes. Managing organizational change is a complex process that requires considerable planning to be successful.
Organizational development (OD) interventions are planned actions intended to increase an organization's effectiveness by disrupting the status quo. To be effective, interventions must fit the organization's needs, be based on causal knowledge, and transfer change management skills. The success of interventions depends on factors like readiness for change, cultural context, and the capabilities of the change agent. Common approaches to change include structural, technical, and behavioral strategies, which often need to be integrated. Stream analysis is a useful planning tool that provides a graphical view of planned changes over time. Major OD techniques target the individual, team, intergroup, and total organizational levels.
This document provides an overview of organizational change. It discusses the concept of organizational change, forces for change, levels of change, types of change, steps in managing change, and resistance to change. It also outlines methods for successfully implementing change and making changes permanent, such as using group forces, leadership, shared rewards, and showing concern for employees. The overall document serves to introduce the topic of organizational change.
Organizational change refers to modifications in an organization's structure, processes, or products that impact how work is performed. Changes can involve the organization's structure, operations, workforce size, working hours/practices, roles, or scope of roles. Forces driving organizational change include both external factors like technological changes or globalization, as well as internal factors like changes in management or work climate issues. There are two types of changes - planned changes resulting from deliberate decisions, and unplanned changes imposed on the organization. Resistance to change can come from both individuals, due to fears about jobs or status, and from the organization itself due to issues like resource constraints or threats to expertise. Managing resistance involves tactics like education, participation, empathy,
This document discusses strategies for implementing organizational changes. It defines change management as transitioning individuals, teams, and organizations from their current state to a desired future state. Changes can occur at the individual, group, and organizational levels. Resistance to change comes from both individual sources like fear of the unknown and organizational sources like power relationships being threatened. Some tactics for overcoming resistance include education, participation, building support, and implementing change fairly. Models for managing change include Lewin's three step model and Kotter's eight step model.
Organizational Change
Forces for Change
Case Study – General Motors
Planned vs Unplanned Change
Case Study – Coca Cola
Resistance to Change
Dealing with Resistance
Case Study – Uber
Approaches to Change Management
Case Study – Merger of ING Vysa and Kotak Mahindra Bank
This document summarizes several theories of planned organizational change. It describes Lewin's three-stage change model of unfreezing, movement, and refreezing. It also outlines Kurt Lewin's change model in more detail. Additionally, it discusses the action research model which views change as a cyclical process using research to guide actions. Finally, it introduces the positive model which focuses on an organization's strengths rather than deficits and uses appreciative inquiry.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
The document discusses several foundations and theories of organizational development, including:
1) Planned change theories like Lewin's 3-stage model of unfreezing, changing, and refreezing as well as Burke-Litwin models of first and second order change.
2) Systems theory which views organizations as open systems that take in inputs, transform them, and produce outputs.
3) Participation and empowerment strategies that involve enabling and engaging employees in the change process.
4) Normative-reeducative strategies that aim to change organizational culture through education rather than coercion.
Action research - OD process - Organizational Change and Development - Manu...manumelwin
Dual purpose of action research:
Making action more effective.
Building a body of scientific knowledge around that action.
Action refers to: Programs and interventions designed to solve problems and improve conditions.
The action research model focuses on planned organizational change as a cyclical process with several main steps:
1) Entry and problem identification where a client senses problems that could be addressed with an OD practitioner.
2) Contracting where the practitioner and client assess each other and their expectations and resources for change.
3) Diagnosis where the practitioner gathers data to determine the underlying causes of problems.
4) Feedback of diagnostic findings to the client to identify organizational strengths and weaknesses.
5) Joint planning of actions for change based on the diagnosis and resources. Evaluation of results then feeds back into the process to guide further action.
This slide is an overview of the concept of organizational change. The Change needs, Change Forces, Change Methods, Resistance to Change with an example.
This document provides an overview of organizational development and interventions. It defines organizational development as a deliberately planned effort to increase an organization's relevance and viability. The key aspects covered include:
- The meaning, definitions, objectives, assumptions, values and process of organizational development.
- Common organizational development interventions like team building, coaching, large group interventions and leadership development.
- The assumptions underlying organizational interventions, which include viewing groups as the basic building blocks and aiming to reduce inappropriate competition between parts of an organization.
- The effectiveness of organizational development in providing opportunities for employees and organizations to reach their full potential and treating people with dignity and respect.
Organizational diagnosis is a process to identify gaps between a company's current and desired performance in order to help it achieve its goals. The process involves gathering data through methods like interviews, observations, and questionnaires, analyzing the information, and providing feedback to identify strengths, opportunities, and problems. It is important to have clear expectations and roles defined between the client and consultant to facilitate open communication and ensure useful data is collected. Various techniques can be used in analysis, such as force field analysis, which balances the forces for and against decisions to help strengthen supportive forces and reduce opposition.
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.
The document discusses organizational change and describes:
1) Organizational change is the process by which organizations move from their present state to a desired future state to increase effectiveness. It occurs in response to internal and external forces.
2) Change can affect people, structure, technology and other elements of an organization. It also impacts the speed and significance of change within an organization.
3) Resistance to change stems from individual, group, and organizational factors like threats to power, habits, and economic impacts. Minimizing resistance involves communication, training, employee involvement, and other strategies.
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.
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
This document discusses organizational change, including causes of change, types of changes, models of managing organizational change, and views on organizational change. It covers two main causes of change: internal factors and external factors. There are two types of changes: planned changes that are proactive and deliberate, and unplanned changes that are difficult to anticipate. Several models of managing organizational change are described, including Kotter's 8-step model, Schneider and Beatty's critical success factors model, and Robbins' 3-step model. The role of administration in organizational change is also discussed.
This document discusses planned organizational change. It notes that planned change aims to prepare an organization to adapt to significant changes in goals and direction. Planned change attempts to impact technology, tasks, structure, and people within an organization. The process of planned change involves identifying the need for change, determining what elements need to change, planning how to implement the change, assessing forces that may drive or restrain the change, and taking action through the stages of unfreezing old behaviors, changing to new behaviors, and refreezing the changes. Managing organizational change is a complex process that requires considerable planning to be successful.
Organizational development (OD) interventions are planned actions intended to increase an organization's effectiveness by disrupting the status quo. To be effective, interventions must fit the organization's needs, be based on causal knowledge, and transfer change management skills. The success of interventions depends on factors like readiness for change, cultural context, and the capabilities of the change agent. Common approaches to change include structural, technical, and behavioral strategies, which often need to be integrated. Stream analysis is a useful planning tool that provides a graphical view of planned changes over time. Major OD techniques target the individual, team, intergroup, and total organizational levels.
This document provides an overview of organizational change. It discusses the concept of organizational change, forces for change, levels of change, types of change, steps in managing change, and resistance to change. It also outlines methods for successfully implementing change and making changes permanent, such as using group forces, leadership, shared rewards, and showing concern for employees. The overall document serves to introduce the topic of organizational change.
Organizational change refers to modifications in an organization's structure, processes, or products that impact how work is performed. Changes can involve the organization's structure, operations, workforce size, working hours/practices, roles, or scope of roles. Forces driving organizational change include both external factors like technological changes or globalization, as well as internal factors like changes in management or work climate issues. There are two types of changes - planned changes resulting from deliberate decisions, and unplanned changes imposed on the organization. Resistance to change can come from both individuals, due to fears about jobs or status, and from the organization itself due to issues like resource constraints or threats to expertise. Managing resistance involves tactics like education, participation, empathy,
This document discusses strategies for implementing organizational changes. It defines change management as transitioning individuals, teams, and organizations from their current state to a desired future state. Changes can occur at the individual, group, and organizational levels. Resistance to change comes from both individual sources like fear of the unknown and organizational sources like power relationships being threatened. Some tactics for overcoming resistance include education, participation, building support, and implementing change fairly. Models for managing change include Lewin's three step model and Kotter's eight step model.
Organizational Change
Forces for Change
Case Study – General Motors
Planned vs Unplanned Change
Case Study – Coca Cola
Resistance to Change
Dealing with Resistance
Case Study – Uber
Approaches to Change Management
Case Study – Merger of ING Vysa and Kotak Mahindra Bank
This document summarizes several theories of planned organizational change. It describes Lewin's three-stage change model of unfreezing, movement, and refreezing. It also outlines Kurt Lewin's change model in more detail. Additionally, it discusses the action research model which views change as a cyclical process using research to guide actions. Finally, it introduces the positive model which focuses on an organization's strengths rather than deficits and uses appreciative inquiry.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
The document discusses several foundations and theories of organizational development, including:
1) Planned change theories like Lewin's 3-stage model of unfreezing, changing, and refreezing as well as Burke-Litwin models of first and second order change.
2) Systems theory which views organizations as open systems that take in inputs, transform them, and produce outputs.
3) Participation and empowerment strategies that involve enabling and engaging employees in the change process.
4) Normative-reeducative strategies that aim to change organizational culture through education rather than coercion.
Action research - OD process - Organizational Change and Development - Manu...manumelwin
Dual purpose of action research:
Making action more effective.
Building a body of scientific knowledge around that action.
Action refers to: Programs and interventions designed to solve problems and improve conditions.
The action research model focuses on planned organizational change as a cyclical process with several main steps:
1) Entry and problem identification where a client senses problems that could be addressed with an OD practitioner.
2) Contracting where the practitioner and client assess each other and their expectations and resources for change.
3) Diagnosis where the practitioner gathers data to determine the underlying causes of problems.
4) Feedback of diagnostic findings to the client to identify organizational strengths and weaknesses.
5) Joint planning of actions for change based on the diagnosis and resources. Evaluation of results then feeds back into the process to guide further action.
This slide is an overview of the concept of organizational change. The Change needs, Change Forces, Change Methods, Resistance to Change with an example.
This document provides an overview of organizational development and interventions. It defines organizational development as a deliberately planned effort to increase an organization's relevance and viability. The key aspects covered include:
- The meaning, definitions, objectives, assumptions, values and process of organizational development.
- Common organizational development interventions like team building, coaching, large group interventions and leadership development.
- The assumptions underlying organizational interventions, which include viewing groups as the basic building blocks and aiming to reduce inappropriate competition between parts of an organization.
- The effectiveness of organizational development in providing opportunities for employees and organizations to reach their full potential and treating people with dignity and respect.
Organizational diagnosis is a process to identify gaps between a company's current and desired performance in order to help it achieve its goals. The process involves gathering data through methods like interviews, observations, and questionnaires, analyzing the information, and providing feedback to identify strengths, opportunities, and problems. It is important to have clear expectations and roles defined between the client and consultant to facilitate open communication and ensure useful data is collected. Various techniques can be used in analysis, such as force field analysis, which balances the forces for and against decisions to help strengthen supportive forces and reduce opposition.
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.
The document discusses organizational change and describes:
1) Organizational change is the process by which organizations move from their present state to a desired future state to increase effectiveness. It occurs in response to internal and external forces.
2) Change can affect people, structure, technology and other elements of an organization. It also impacts the speed and significance of change within an organization.
3) Resistance to change stems from individual, group, and organizational factors like threats to power, habits, and economic impacts. Minimizing resistance involves communication, training, employee involvement, and other strategies.
Organizational Change and Development - Module 2 - MG University - Manu Melwi...manumelwin
Organizational development –Concept and evolution-nature and characteristics.
First order and second order Change.
Foundations of Organizational Development.
Conceptual frame work of OD –Action Research Model-Positive Model-John Kotter’s eight-stage process Model.
Parallel learning structures.
Process of organizational development – Organizational Diagnosis .
The document discusses organizational change and the factors that drive organizations to change. It covers:
1) Organizations need to continuously adapt and change to survive due to external pressures from factors like the economy, technology, legislation, and internal pressures like new strategies or leadership.
2) There are different types of organizational change including radical/frame-breaking changes that make major overhauls versus gradual/incremental changes. Planned changes are designed in advance while reactive changes respond to circumstances.
3) The change process involves recognizing a need for change, initiating ideas to address it, and implementing and monitoring the changes. Resistance to change can be overcome through various means.
Organizational Change and Development - Module 3 - MG University - Manu Melwi...manumelwin
Human Process Interventions-T-group, process consultation, third party interventions, team building; organizational confrontation meeting, coaching and mentoring, role focused interventions.
HRM Interventions- Performance Management & HRD.
Organizational change can be planned or unplanned and is driven by forces like competition, technology, and economic shifts. Resistance to change is common and stems from selective information processing, fear of the unknown, and habit. Overcoming resistance involves education, communication, participation, and sometimes coercion. Stress arises from uncertainty and demands that exceed resources and constraints. Individual variables like coping skills moderate the stress response, which can impact health, behavior, and performance. Both individual and organizational strategies like relaxation, social support, and job redesign can help manage stress.
The document discusses organizational change management. It defines OCM as managing changes to an organization's culture, policies, processes and employee roles in response to business needs and technology changes. Effective OCM requires assessing needs, clear communication, coaching employees through change, and training. John Kotter's influential 8-step model for successful change management is described, including establishing urgency, building teams, communicating vision, empowering employees and creating short-term wins. The roles and responsibilities of change managers are also outlined.
Nokia has continually adapted to changes in its environment over 150 years, beginning as a pulp and paper mill and eventually becoming a world leader in cellular telephones. A survey found that international expansion, restructuring, and employment reductions were common organizational changes occurring in the late 1980s and early 1990s across several countries. The process of organizational change involves three steps: unfreezing the current state, changing to a new state, and refreezing the changes into the new organizational system.
This document summarizes a presentation on organizational development and leadership effectiveness given by Adrian James A. Briones and Catherine S. Villanueva. It covers the following key points:
1. The presentation discusses reasons for organizational change including remaining competitive and responding to crises. It also covers types of organizational change like evolutionary and revolutionary change.
2. Models of organizational change are presented including Lewin's three-stage model of unfreezing, movement, and refreezing as well as Kotter's eight-step model. Managing resistance to change through various approaches is also covered.
3. For organizations to adapt to constant change, renewal is needed. This involves analyzing the organization, anticipating changing patterns
Organizational change is inevitable as organizations must change and adapt to remain effective over time. Change impacts organizations at the individual, group, and organizational levels and can involve aspects like management structures, employee roles, and business operations. Resistance to change is common and stems from things like fear of the unknown, disruption of habits and routines, and threats to power or resources. Overcoming resistance requires understanding its sources at both the individual level like security concerns or selective information processing, and organizational level like structural inertia or threats to expertise. Effective strategies include education, communication, participation, support and addressing concerns through negotiation or other means.
This chapter discusses organizational change and stress management. It identifies common forces that drive organizational change, such as changes in technology, competition, and social/political trends. The chapter outlines different approaches to managing change, including Lewin's three-step model of unfreezing, moving, and refreezing. It also discusses sources of resistance to change and tactics for overcoming resistance, such as participation and communication. Additionally, the chapter defines stress and its potential sources, and examines individual and organizational approaches for managing stress.
Organizational change can face resistance from both individuals and the organization itself. Sources of individual resistance include habits, fear of the unknown, and threats to established power relationships, while organizational resistance stems from structural inertia and threats to expertise or resources. To minimize resistance, organizations should focus on clear communication, training, employee involvement, and stress management. Successfully implementing change also requires pilot programs, top management support, diffusion strategies, and evaluating results to stabilize changes.
1) Power is the ability to influence others and events, and comes from both formal positions and personal qualities. There are six main types of power: legitimate, reward, coercive, expert, information, and personal power.
2) Leaders can gain compliance through coercive power but commitment comes from referent and expert power that inspire enthusiasm.
3) Political skill involves social astuteness, interpersonal influence, networking, and expressing sincerity to protect one's influence and inspire confidence in others.
Employee engagement refers to an employee's commitment and involvement in their organization. There are three categories of employee engagement: engaged employees who perform at high levels and drive innovation, not engaged employees who focus on tasks rather than goals, and actively disengaged employees who sow negativity. Leaders can improve engagement through connecting with employees, providing career opportunities, communicating clearly, setting expectations, recognizing contributions, allowing input and control, fostering collaboration, maintaining credibility, and building confidence.
This document discusses various topics related to managing organizations, including authority, delegation, empowerment, and decision-making. It begins by defining authority, responsibility, and accountability. It then discusses delegation, noting that it involves assigning tasks, authority, and decision-making powers to lower levels. Empowerment provides greater autonomy and self-control over work. Decision-making involves defining problems, setting objectives, generating alternatives, evaluating options, and implementing decisions. The document provides details on each of these topics.
This document discusses organizational change and change agents. It defines organizational change as modifications to a company's structure, processes, or products that impact work and have significant effects on employees. Change agents can be internal or external individuals who help organizations transform by focusing on effectiveness, improvement, and development. The document also examines resistance to change, which can occur due to dislike of uncertainty or impacts to interests, and lists some common symptoms of resistance.
Power refers to the ability to influence others and achieve intended results or decisions. There are different types of power sources including formal power derived from one's position or role, and personal power stemming from expertise or respect. When power is exercised, people may respond with resistance, obedience, compliance, conformity, or commitment. Effective power tactics can include rational persuasion using logical arguments, inspiration appealing to values, or consultation involving the other party in decision making.
The document discusses the importance of empowering frontline employees and consumers. It argues that employees need "superpowers" like automation, accessibility, and autonomy to adapt to changing business needs. To activate employees and internal processes, companies should stimulate employees' consumer minds by having them directly engage with customers, learn about customer experiences, and try new approaches. Regular activities promoting happiness, engagement, repetition and openness can help employees live consumer lives and speed up internal operations.
This is a helpful guide for Small Businesses to help understand the importance of an Human Resources. Most small companies cannot afford to have a person on staff that is formally trained in Employment Law. HR Professionals are highly trained and skilled and because of that they command high levels of compensation. Most small companies cannot afford to pay an HR Professional, so generally the Company Owner or Office Manager will try to fill that role. Large companies have a full staff of Employment Law Professionals on staff to put procedures in place to lessen the potential of Employment Law Claims.
Learn more at: www.HRforHire.com
Job Skills Webinar (Session 3) - Problem Solving, Understanding the Big Pictu...Illinois workNet
To succeed in the workplace, it is important to possess certain skills. You can gain those skills through experience and training. Often, employers provide you with additional technical training. However, it is up to you to demonstrate that you have soft skills, such as a good work ethic and a great attitude.
This session from September 23, 2015 covered Problem Solving, Understanding the Big Picture, and Work Ethic.
Forces for change - Organizational Change and Development - Manu Melwin Joymanumelwin
Given a choice, most organizations prefer stability to change because the more predictable and routine activities are, the higher the level of efficiency that can be obtained. Thus, the status quo is preferred in many cases.
But organizations are not static; they are continuously changing in response to a variety of forces coming from both inside and outside. For leaders, the challenge is to anticipate and direct change processes so that the performance is improved.
This document discusses principles and practices of organizational change and management. It covers topics such as triggers of change, making change happen, dealing with resistance to change, and the relationship between change and innovation. The key learning outcomes are explained including understanding human responses to change, overcoming resistance, and distinguishing between types of innovations. Change management approaches like organization development are also summarized.
Change problem ; Features of organizational change; Importance of change ; Reasons / factors leading to organizational change ; Change process ; Kurt Lewin's Model of change process ; Bringing organizational change; Rolf Smith's seven levels of change model
This document discusses organizational change and provides examples of successful change implementation at Wipro and Tata. It defines organizational change as planning and implementing change in a way to minimize resistance and costs while maximizing effectiveness. Forces for change include environmental factors like politics, economics, and customer needs as well as internal factors like profitability and employee expectations. Change can be evolutionary or revolutionary. Successful change requires establishing urgency, forming guiding coalitions, communicating vision, empowering employees, generating wins, consolidating gains, and institutionalizing changes. Wipro shifted to consulting services through innovation while Tata introduced a performance management system to reward top performers and reduce hierarchy through its business excellence model.
This document discusses organizational change and learning. It begins by stating that change aligns an organization's people, resources and culture with a shift in direction, and is often initiated by critical events like globalization, new leadership, mergers or poor performance. The rest of the document outlines the process of organizational change, factors that drive change, types of change, how to overcome resistance to change, and keys to cultural change. It provides an 8-step framework for managing change that includes establishing urgency, building support, creating a vision, communicating, empowering action, achieving wins, sustaining change, and changing culture.
Organizational behavior faces many challenges and opportunities in today's rapidly changing business environment. Some of the key challenges include improving employees' skills to adapt to technological and structural changes, improving quality and productivity to meet customer needs, managing a diverse workforce, responding to globalization, empowering employees, coping with temporary changes, and stimulating innovation. Fostering skills development, quality management, diversity, and innovation are important for organizations to achieve their goals and compete successfully.
- Organizational change is any alteration of an organization's people, structure, or technology. The "calm waters" view sees change as occasional disruptions that can be planned using Lewin's three-step model, while the "whitewater rapids" view sees change as ongoing and continual.
- Forces for change can come from external factors like the marketplace, regulations, or the economy, or internally from changes to strategy, workforce, or employee attitudes. Managers and consultants can act as change agents to initiate and manage change.
- Planned changes are often implemented through organization development, which focuses on constructively changing attitudes and values so the organization can adapt to new directions through participation.
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.
- Organizational change is any alteration of an organization's people, structure, or technology. The "calm waters" view sees change as occasional disruptions that can be planned using Lewin's three-step model, while the "whitewater rapids" view sees change as ongoing and continual.
- Forces for change can come from external factors like the marketplace, government regulations, technology changes, or the economy, or internally from changes to strategy, workforce, jobs, or employee attitudes. Managers and consultants can act as change agents to initiate and manage change.
- Planned changes are implemented through organization development, which facilitates long-term organization-wide changes by constructively changing attitudes and values so the organization
By definition, progress means change. This is not always comfortable. It may challenge our assumptions, and the way we are used to doing and seeing things. It asks us to have faith in
the larger picture, the eventual results, and each other. We need energy to deal with it, and perspective, and sometimes just a sense of humor”.
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
This was prepared for our middle managers to explain management of change. I've put some youtube videos which were important to explain theories: I recommend you to watch those videos as well. Hope that you'll find helpful.
The document discusses various aspects of managing organizational change including analyzing the forces of change both internal and external to an organization, different types of change, diagnosing an organization's readiness for change, the change process, and managing resistance to change at both the individual and organizational level. It provides frameworks for assessing what needs to change within an organization, the impact of changes, and building support for change initiatives to lead to more sustainable transformations.
Change Management for enhanced Productivity draws attention of management to implement of change taking cognisance of the fact that amongst the input of a production or service system , Man / Labour is the most important input. Thus, for any change process it has to be taken as a critical factor.
Change Management and Productivity relationship were looked at, for example an organization that is poised for competitiveness must seek to do better today than yesterday and tomorrow than today which means continual improvement on current process through one form of change process or the other. The different types of Changes were discussed which could be in form systems, structures, organizational development and the various forms of change namely reactive, incremental, radical and proactive. Managing change productively was discussed bringing to fore the importance of bearing in the vision of the leadership. For change to be effective a sense of urgence must be created and communication is key.
Change management is the process of transitioning an organization from its current state to a desired future state in a planned and managed manner. It involves developing a vision for change, strategies for implementing change, and addressing resistance. A change management strategy involves understanding the specifics of the change, identifying impacted groups, establishing a team structure and sponsor coalition, assessing risks and resistance, and developing special tactics. Key elements of a strategy include situational awareness, supporting structures, and strategy analysis. Kotter's eight step model provides a framework for leading change through increasing urgency, building guiding teams, communicating vision, empowering employees and institutionalizing changes.
The document discusses change management, defining it as the organized and systematic application of knowledge, tools, and resources to help organizations achieve their business strategy through change. It notes that organizational change can be driven by factors like technology, business needs, the environment, and social changes. The document also outlines some common reasons for organizational change, the change process, and strategies for managing change effectively within an organization.
This document discusses organizational culture and change. It covers topics like how organizational culture relates to performance and innovation. It defines organizational culture and describes four main culture types: adhocracy, clan, market, and hierarchy. The document also discusses organizational change, factors that influence employees' commitment to change like communication and trust, and how culture and leadership can impact change success. It provides an example case study of a company integrating two teams from different departments and needing to manage organizational change. The company aims to study how leadership, communication, culture, systems, and satisfaction influence employees' commitment to change.
The document discusses change management and organizational change. It defines change management as the process of managing the people side of change to achieve business outcomes. It then outlines the history and evolution of change management from the pre-1990s focus on understanding human change, to the 1990s when it entered business terminology, to the 2000s when it became more formalized. Popular models for managing change are also discussed, including ADKAR, Kotter's 8-step process, and Lewin's three-step model. Resistance to change and overcoming resistance are also summarized.
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2. Prepared By
Kindly restrict the use of slides for personal purpose.
Please seek permission to reproduce the same in public forms and presentations.
Manu Melwin Joy
Assistant Professor
Ilahia School of Management Studies
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com
3. Contents
• Organizational Change: Meaning- Necessity for Change-
Classification of change-factors affecting change.
• Model of Organizational change- Kurt Lewin Three Stage
Model and Force Field Analysis- Systems theory, 7 Stage
models, Burke-Litwin model, Porras and Robbortson.
• Change Agent-Role and Skills of a change Agent.HR Role
as change agent.
• Resistance to Change and minimizing the resistance.
• Impact of change on Human Resources Planning.
• Quality consciousness as an emerging catalyst for
change.
4. Continuous Change at Nokia
• Nokia has continually adapted
to its changing environment.
• The Finnish company began
as a pulp and paper mill in
1865, then moved into rubber,
cable wiring, and computer
monitors.
• In the 1980s, Nokia executives
sensed an emerging market for
wireless communication.
• Today, Nokia is a world leader
in cellular telephones.
5. Organizational Change: An International
Phenomenon
0 10 20 30 40 50 60 70 80
0 10 20 30 40 50 60 70 80
Percentage of Respondents by Country
International
expansion
Reduction in
employment
Mergers,
divestitures,
acquisitions
Major
restructuring
Hungary
Mexico
S. Korea
Germany
United States
Japan
(Source: Kanten, R., 1991.)
6. Organizational Change
• Organizational change
occurs when business
strategies or major
sections of an
organization are altered.
• It is defined as a change
that has significant
effects on the way work
is performed in an
organization.
7. Organizational Change
• Organizational change may
be apparent when there is
a gap between how the
work area is operating and
how it should be operating
to ensure successful future
growth.
• Organizational change may
be a result of the work
area identifying goals that
they want to achieve.
8. Change management
• Change management is a
structured approach to
shifting individuals, teams
and organisations from a
current state to a desired
future state.
• It is an organisational process
aimed at helping employees
to accept and embrace
changes in their current
business environment.
9. Change management
• 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.
10. Speed of Change
Criteria to
Consider
Urgency
Degree of support
Amount and complexity of change
Competitive environment
Knowledge and skills available
Financial and other resources
11. Characteristics of OC
• 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.
13. Planned change
• It is a change resulting from a
deliberate decision to alter
the organization.
• Companies that wish to move
from a traditional hierarchical
structure to one that
facilitates self-managed
teams must use a proactive,
carefully orchestrated
approach.
• Not all changes are planned.
14. Unplanned change
• It is imposed on the organization
and is often unforeseen.
• Changes in government
regulations and changes in the
economy, for example, are often
unplanned.
• Responsiveness to unplanned
change requires tremendous
flexibility and adaptability on the
part of the organizations.
• Managers must be prepared to
handle both planned and
unplanned forms of change in
organizations.
15. Radical Change
• It is a process by which firms
regain competitive advantage
after it has been lost or
threatened significantly.
• The type and extent of change
undertaken depends upon the
firm’s resources and
capabilities; its competitive
environment; and its
leadership.
• Radical change is divergent,
meant to fundamentally
change the firm’s processes,
systems, structures, strategies,
and core values.”
16. Transformational change
• Transformational change
occurs when organizations
incur drastic changes and
must essentially transform
themselves.
• This can occur when an
organization faces different
technologies, significant
changes in supply and
demand, unexpected
losses etc.
17. Change agents
• Change agents are responsible
for managing change
activities.
• They see a future for the
organization, which others
have not identified, and they
are able to motivate, invent
and implement this vision.
• Change agents can be
managers or non-managers,
current or new employees, or
outside consultants.
18. Change agents
• Jim Canterucci defines change
leaders on five levels.
• Although he mainly focuses on
leadership capabilities and
qualifications, his system can
easily be transferred to change
projects with varying
importance.
• The leader of an organization-
wide restructuring project will
need different capabilities than
the one who is responsible for
clearly defined project on
departmental level.
19. Change agents
• Level I - Accepts the need
for change, communicates
and defends the need for
change throughout the
organization, creates an
open and receptive
environment.
• à small change initiatives
with clear direction
20. Change agents
• Level II - Defines and
initiates change,
identifies leverage
points for change in
processes and work
habits
• à change projects at
local level
21. Change agents
• Level III - Leads change,
translate the vision of the
organization into the context
of a specific change initiative
and bring this message to the
entire organization, redirects
approaches in the face of new
opportunities
• à transformation of a central
vision into change initiatives
and organization-wide
communication
22. Change agents
• Level IV - Manages complex
change, understands the
cultural dynamics of the
current state of an
organization, creates a strategic
practical course, balancing the
current reality with the need
for rapid adoption of the
desired future reality
• à generates change with a high
degree of transformation
23. Change agents
• Level V - Champions
change, challenges the
status quo by comparing it
to an ideal or a vision of
change, causes crisis in
order to support dramatic
actions and change efforts,
transforms the
organization
• à Ability to revolutionize
organizations
24. Forces for change
• Given a choice, most organizations
prefer stability to change because
the more predictable and routine
activities are, the higher the level
of efficiency that can be obtained.
Thus, the status quo is preferred in
many cases.
• But organizations are not static;
they are continuously changing in
response to a variety of forces
coming from both inside and
outside. For leaders, the challenge
is to anticipate and direct change
processes so that the performance
is improved.
26. 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.
27. External forces
• 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. The State
Bank of India did the same when
it started a zero-balance bank
account program for villagers.
28. 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.
• Some companies react by
instituting layoffs and massive
cost – cutting programs,
whereas others look at the
bigger picture, view the loss as
symptomatic of an underlying
problem, and seek the cause of
the problem.
29. Internal forces
• A crisis situation also may stimulate
change in an organization.
• Strikes or walkouts may lead
management to change the wage
structure.
• The resignation of a key decision-maker
is one crisis that causes the company to
rethink the composition of its
management team and its role in the
organization.
• A much-publicized crisis that led to
change with Exxon was the oil spill
accident with Exxon’s Valdez oil tanker.
The accident brought about many
changes in Exxon’s environmental
policies.
30. Internal forces
• 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.
• This symptom is common in
organizations that have experienced
layoffs.
• Workers who have escaped a layoff
may grieve for those who have lost
their jobs and may find it hard to
continue to be productive.
• They may fear that they will be laid off
as well, and many feel insecure in their
jobs.
31. The Evolution of Starbucks
Exploring Behavior in Action
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
32. Experiencing
Strategic OB
Coca-Cola Is Finding a New Fizz
Neville Isdell Sandy Douglas
Coca-Cola is changing its culture, and
also enhance its product line to better
satisfy the demand of customers.
33. Resistance to Change
Three Factors
Organizational
Resistance
Group
Resistance
Effort to block new ways of
doing things
Individual
Resistance
34. Individual Resistance
• Individual sources of resistance to
change reside in basic human
characteristics such as perceptions,
personalities & needs.
• Reasons of individual resistance:
• Economic Reason –The
economic reason of resistance to
change usually focus on:
• Fear of technological
unemployment.
• Fear of reduced work hours &
consequently less pay.
• Fear of demotion & thus reduced
pay.
35. Individual Resistance
• Fear of Loss- When a change is
impending, some employees may
fear losing their jobs, status
particularly when an advanced
technology is introduced.
• Security – people with a high
need for security are likely to
resist change because it threatens
their feeling of safety.
• Status quo- change may pose
disturbance to the existing
comforts of status quo.
36. Individual Resistance
• Peer Pressure- individual
employees may be prepared to
accept change but refuse to accept it
for the sake of the group.
• Disruption of Interpersonal
Relation- employees may resist
change that threatens to limit
meaningful interpersonal
relationships on the job.
• Social Displacement- Introduction
of change often results in
disturbance of the existing social
relationships. Change may also
result in breaking up of work groups.
37. Group Resistance
• Organizations, by their very nature
are conservative. They actively resist
change. Reason of organizational
resistance
• Resource constraint: resources
are major constraints for many
organizations. The necessary
financial , material & human
resources may not be available to
the organization to make the
needed changes.
38. Group Resistance
• Structural inertia – some
organizational structures have in-
built mechanism for resistance to
change. Eg in bureaucratic
structure where jobs are
narrowly defined & lines of
authority are clearly spelled
out, change would be difficult.
39. 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.
40. Organizational Resistance
• The major reason for organizational
resistance are:-
• Threat to power
• Group inertia
• Organizational structure
• Threat to specialization
• Resource constants
• Sunk costs
41. Communication • Highest priority and first
strategy for change
• Improves urgency to
change
• Reduces uncertainty
(fear of unknown)
• Problems -- time
consuming and costly
Minimizing Resistance to Change
42. 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
Minimizing Resistance to Change
Training
43. Communication • Increases ownership of
change
• Helps saving face and
reducing fear of unknown
• Includes task forces, search
conferences
• Problems -- time-
consuming, potential
conflict
Minimizing Resistance to Change
Training
Employee
Involvement
44. 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
Minimizing Resistance to Change
Training
Employee
Involvement
Stress
Management
45. Communication
• When people clearly lose
something and won’t
otherwise support change
• Influence by exchange--
reduces direct costs
• Problems
–Expensive
–Increases compliance, not
commitment
Minimizing Resistance to Change
Training
Employee
Involvement
Stress
Management
Negotiation
46. Communication
• When all else fails
• Assertive influence
• Firing people -- radical
form of “unlearning”
• Problems
–Reduces trust
–May create more subtle
resistance
Minimizing Resistance to Change
Training
Employee
Involvement
Stress
Management
Negotiation
Coercion
48. Three stage model
• One of the cornerstone models
for understanding organizational
change was developed by Kurt
Lewin back in the 1940s, and still
holds true today.
• His model is known as Unfreeze –
Change – Refreeze, refers to the
three-stage process of change he
describes.
• Kurt Lewin, a physicist as well as
social scientist, explained
organizational change using the
analogy of changing the shape of
a block of ice.
49. Three stage model
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
51. Three stage model
• Unfreezing is the process which
involves finding a method of making it
possible for people to let go of an old
pattern that was counterproductive in
some way.
• Unfreezing is necessary to overcome
the strains of individual resistance and
group conformity.
• 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.
52. Three stage model
• Movement stage involves a process of
change in thoughts, feeling, behavior, or
all three, that is in some way more
liberating or more productive.
• Once team members have opened up
their minds, change can start. The change
process can be dynamic and, if it is to be
effective, it will probably take some time
and involve a transition period.
• In order to gain efficiency, people will
have to take on new tasks and
responsibilities, which entail a learning
curve that will at first slow the
organization down.
• A change process has to be viewed as an
investment, both in terms of time and
the allocation of resources: after the new
organization and processes have been
rolled out.
53. Three stage model
• 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.
54. Changing People: Some Basic
Steps
Recognizing the
need for change
Attempting to
create a new state
of affairs
Incorporating the changes,
creating and maintaining a
new organizational system
Step 1: Unfreezing
Step 3: Refreezing
Step 2: Changing
55. Case study
• The oil company had three
divisional offices in the West,
located in Seattle, San
Francisco, and Los Angeles.
• The decision was made to
consolidate the divisions in
to a single regional office to
be located in San Francisco.
• The reorganization meant
transferring over 150
employees, eliminating some
duplicate managerial
positions, and instituting a
new hierarchy of command
56. UNFREEZING
• The status quo can be considered to
be an equilibrium state. To move
from this equilibrium to overcome
the pressures of both individual
resistance and group conformity
unfreezing is necessary. It can be
achieved in one of three ways.
• The driving forces, which direct
behavior away from the status quo,
can be increased.
• The restraining forces, which hinder
movement from the existing
equilibrium, can be decreased.
• A third alternative is to combine the
first two approaches.
57. Movement
• The oil company’s management
could expect employee resistance
to the consolidation. To deal with
that resistance, management could
use positive incentive to encourage
employees to accept the change,
such as these;
• Increase in pay can be offered to
those who accept the transfer.
• The company can pay liberal
moving expenses.
• Management might offer low cost
mortgage funds to allow
employees to buy new homes in
San Francisco.
58. Movement
• Employees could be counseled individually.
Each employee’s concerns and
apprehensions could be heard and
specifically clarified.
• Assuming that most of the fears are
unjustified, the counselor could assure the
employees that there was nothing to fear
and then demonstrate, through tangible
evidence, that restraining forces are
unwarranted.
• If resistance is extremely high, management
mat have to resort to both reducing
resistance and increasing the attractiveness
of the alternative if the unfreezing is to be
successful.
• To be effective, change has to happen
quickly. Organizations that build up to
change do less well than those that get to
and through the movement stage quickly.
59. Refreezing
• Once the consolidation change
has been implemented, if it is to
be successful, the new situation
needs to be refrozen so that it
can be sustained over time.
• Unless this last step is taken,
there is a very high chance that
the change will be short lived
and that employees will attempt
to revert to the previous
equilibrium state.
• The objective of refreezing, then,
is to stabilize the new situation
by balancing the driving and
restraining forces.
60. Force Field Analysis
• It provides a framework for
looking at the factors (forces)
that influence a situation,
originally social situations.
• It looks at forces that are either
driving movement toward a goal
(helping forces) or blocking
movement toward a goal
(hindering forces).
• The principle, developed by Kurt
Lewin.
61.
62. Force Field Analysis
• 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.
63. Force Field Analysis
• 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.
64. Force Field Analysis
• 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.
66. KOTTER’S EIGHT STEP MODEL
• 30 years of research by leadership
guru Dr. John Kotter have proven that
70% of all major change efforts in
organizations fail.
• Why do they fail?
• Because organizations often do not take
the holistic approach required to see
the change through.
• However, by following the 8 Step
Process outlined by Professor Kotter,
organizations can avoid failure and
become adept at change. By improving
their ability to change, organizations
can increase their chances of success,
both today and in the future.
67. KOTTER’S EIGHT STEP MODEL
• In “Leading Change” (1996), Dr. John Kotter
outlined an 8-Stage Process to Creating Major
Change:
68. Step 1: Create Urgency
• Develop a sense of urgency around
the need for change. This may help
you spark the initial motivation to
get things moving.
• Open an honest and convincing
dialogue about what's happening
in the marketplace and with your
competition.
• What you can do:
– Identify potential threats, and
develop scenarios showing what
could happen in the future.
– Examine opportunities that should
be, or could be, exploited.
– Start honest discussions, and give
dynamic and convincing reasons to
get people talking and thinking.
69. Step 2: Form a Powerful Coalition
• Bring together a coalition, or
team, of influential people whose
power comes from a variety of
sources, including job title, status,
expertise, and political
importance.
• Once formed, your "change
coalition" needs to work as a
team.
• What you can do:
– Identify the true leaders in your
organization.
– Ask for an emotional commitment
from these key people.
– Work on team building within your
change coalition.
– Check your team for weak areas.
70. Step 3: Create a Vision for Change
• Link ideas and concepts to an
overall vision.
• A clear vision can help everyone
understand why you're asking
them to do something.
• What you can do:
– Determine the values that are
central to the change.
– Develop a short summary (one or
two sentences) that captures what
you "see" as the future of your
organization.
– Create a strategy to execute that
vision.
71. Step 4: Communicate the Vision
• Communicate the vision more
frequently and powerfully, and
embed it within everything that you
do.
• Use the vision daily to make
decisions and solve problems.
When you keep it fresh on
everyone's minds, they'll remember
it and respond to it.
• What you can do:
– Talk often about your change vision.
– Openly and honestly address
peoples' concerns and anxieties.
– Apply your vision to all aspects of
operations – from training to
performance reviews.
– Tie everything back to the vision.
72. Step 5: Remove Obstacles
• Put in place the structure for
change, and continually check for
barriers to it.
• Removing obstacles can
empower the people you need to
execute your vision, and it can
help the change move forward.
• What you can do:
– Identify, or hire, change leaders
whose main roles are to deliver
the change.
– Recognize and reward people for
making change happen.
- Identify people who are resisting
the change.
– Take action to quickly remove
barriers (human or otherwise).
73. Step 6: Create Short-term Wins
• Create short-term targets –
not just one long-term goal.
• Each "win" that you produce
can further motivate the
entire staff.
• What you can do:
– Look for sure-fire projects
that you can implement
without help from any strong
critics of the change.
– Don't choose early targets
that are expensive.
– Reward the people who help
you meet the targets.
74. Step 7: Build on the Change
• Each success provides an
opportunity to build on what
went right and identify what
you can improve.
• What you can do:
– After every win, analyze what
went right and what needs
improving.
– Set goals to continue building
on the momentum you've
achieved.
– Keep ideas fresh by bringing in
new change agents and
leaders for your change
coalition.
75. Step 8: Anchor the Changes in
Corporate Culture
• Make continuous efforts to ensure that the change
is seen in every aspect of your organization.
• It's also important that your company's leaders
continue to support the change. This includes
existing staff and new leaders who are brought in.
• What you can do:
– Talk about progress every chance you get.
- Include the change ideals and values when
hiring and training new staff.
– Create plans to replace key leaders of change
as they move on. This will help ensure that
their legacy is not lost or forgotten.
76. Systems Theory
• Systems Theory was first
introduced by Van
Bertalanffy (1950) and was
introduced into the
organisational setting by
Kataz and Khan (1966).
• Systems theory is an
approach to organisations
which likens the enterprise
to an organism with
interdependent parts, each
with its own specific
function and interrelated
responsibilities.
77. Systems Theory
• The system may be the
whole organisation, a
division, department or
team; but whether the
whole or a part, it is
important for the OD
practitioner to
understand how the
system operates, and the
relationship the parts of
the organisation have.
78. Systems Theory
• The emphasis in OD is that that
real systems are open to, and
interact with, their
environments, and it is possible
to acquire new properties
through emergence, resulting
in continual evolution.
• Rather than reducing an
organisation to the properties
of its parts or elements,
systems theory focuses on the
arrangement of and relations
between the parts which
connect them into a whole.
79. Systems Theory
• The organization is an open system, which
interacts with the environment and is
continually adapting and improving.
• The organisation influences and is
influenced by the environment in which it
operates
• If an organisation is to be effective it must
pay attention to the external
environment, and take steps to adjust
itself to accommodate the changes in
order to remain relevant
• All part of the organisation are
interconnected and interdependent
• If one part of the system is affected, all
parts are.
• It is not possible to know everything
about the system, but if you look hard
enough there are plenty of clues.
80. Burke-Litwin change model
• The Burke-Litwin change
model revolves around
defining and establishing a
cause-and-effect relationship
between 12 organizational
dimensions that are key to
organizational change.
• Let’s take a look at how this
change model can make the
process easier.
81.
82. Burke-Litwin change model
• External Environment: The key
external factors that have an
impact on the organization must
be identified and their direct and
indirect impact on the
organization should be clearly
established.
• Mission and Strategy: the vision,
mission and the strategy of the
organization, as defined by the
top management should be
examined in terms of the
employees’ point-of-view about
them.
83. Burke-Litwin change model
• Leadership: A study of the
leadership structure of the
organization should be carried
out, which clearly identifies the
chief role models in the
organization.
• Organizational Culture: An
organizational culture study
should seek information on the
explicit as well as the implied
rules, regulations, customs,
principles and values that
influence the organizational
behavior.
84. Burke-Litwin change model
• Structure: The study of
structure should not be
confined to hierarchical
structure; rather it should be a
function based structure
focusing on the responsibiliity ,
authority, communication,
decision making and control
structure that exists between
the people of the organization.
• Systems: Systems includes all
types of policies and procedures
with regards to both the people
and the operations of the
organization.
85. Burke-Litwin change model
• Management Practices: This
would entail a study of how well
the mangers conform to the
organization’s strategy when
dealing with employees and the
resources.
• Work Unit Climate: It is a
collective study of how the
employees think, feel and what
do they expect. The kind of
relationships the employees
share with their team members
and members of other teams is
also an important aspect of
work unit climate.
86. Burke-Litwin change model
• Tasks and Skills: This involves
understanding what a specific job
position demands and the kind of
skills and knowledge that an
employee must have in order to fulfill
the task responsibilities of that job
position. It’s important to see how
well jobs and employees have been
matched.
• Individual Values and Needs: This
dimension seeks to explore the
employee’s opinion about their work
so as to identify the quality factors
that will result in job enrichment and
better job satisfaction.
87. Burke-Litwin change model
• Motivation Level: Identifying the
motivation level of the employees
will make it easier to determine
how willingly they would put in
their efforts to achieve
organizational goals. This would
also involve identifying
motivational triggers.
• Individual and Overall
Performance: This dimension takes
into account the level of
performance, on individual and
organizational levels, in key areas
like productivity, quality, efficiency,
budget and customer satisfaction
etc.
88. Porras & Robertson Model
• Porras & Robertson outline four types of
organizational change based on the category
of change (planned or unplanned) and its
order (first or second).
89. Porras & Robertson Model
• Planned change originates with a
decision made by the organization
itself with the deliberate purpose of
improving its functioning.
• It is also common to engage an
outside resource to help in the
processes of making these
improvements.
• Planned change is typically initiated
to respond to new external
demands imposed upon the
organization.
• Planned change will often affect
many unforeseen segments of the
organization.
90. Porras & Robertson Model
• Unplanned change is change
that originates outside of the
organizational system and to
which the organization must
respond.
• This adaptive response is often
focused on the alteration of
relatively clearly defined and
narrow segments of the
organization.
• It is spontaneous, evolutionary,
fortuitous, or accidental.
91. Porras & Robertson Model
• First-order change, linear and
continuous in nature, involves
alterations in system
characteristics without any
shift in either fundamental
assumptions about key
organizational cause-and-
effect relationships or in the
basic paradigm used by the
system to guide its
functioning.
92. Porras & Robertson Model
• Second-order change is a
multi-dimensional, multi-
level, qualitative,
discontinuous, radical
organizational change
involving a paradigmatic
shift.
94. Impact of change on
Human Resources Planning
• Human resources planning
are a process that identifies
current and future human
resources needs for an
organization to achieve its
goals.
• Human resources planning
should serve as a link
between human resources
management and the overall
strategic plan of an
organization.
95. Impact of change on
Human Resources Planning
• Aging worker
populations in most
western countries and
growing demands for
qualified workers in
developing economies
have underscored the
importance of effective
Human Resources
Planning.
96.
97. Quality consciousness
• The term “quality
consciousness” was first
used n a 1947 keynote
by C.R. Sheaffer to the
first convention of the
American Society for
Quality Control (ASQC),
the predecessor to ASQ.
98. Quality consciousness
• Quality consciousness can be
summed up by the “3 A’s” –
Awareness, Alignment, and
Attention.
• Quality consciousness implies
awareness of yourself and the
environment around you
(including what constitutes
quality and high performance
for people, processes and
products – most importantly,
YOU).
99. Quality consciousness
• It also suggests that you
must achieve alignment of
your consciousness with the
consciousness of the
organization, which will aid
in full activity and
engagement of the senses.
• Your attention must be
selectively focused onto
what you can accomplish in
the present moment
according to that alignment
101. Scenario #1: “Greener Telco”
Scenario #1 refers to Bell
Canada’s Zero Waste
program, which successfully
changed wasteful employee
behaviours by altering the
causes of those behaviours.
Courtesy of Bell Canada
102. Bell Canada’s Change Strategy
Courtesy of Bell Canada
Relied on the MARS model to alter
behaviour:
Motivation -- employee involvement,
respected steering committee
Ability -- taught paper reduction, email,
food disposal
Role perc. -- communicated importance
of reducing waste
Situation -- Created barriers to wasteful
behaviour, eg. removed garbage bins
103. Courtesy of Continental Airlines
Scenario #2: “Go Forward Airline”
Scenario #2 refers to
Continental Airline’s “Go
Forward” change strategy,
which catapulted the
company “from worst to first”
within a couple of years.
104. Continental Airlines’ Change Strategy
Communicate, communicate,
communicate
Introduced 15 performance
measures
Established stretch goals (repainting
planes in 6 months)
Replaced 50 of 61 executives
Rewarded new goals (on-time
arrival, stock price)
Customers as drivers of change
Courtesy of Continental Airlines
Editor's Notes
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.
Coca Cola logo has a soda can fizz sound when it enters. The other graphics follow automatically. Text comes in on mouse clicks.
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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.
“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.