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.
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.
Organisation Development Models is a critical topic in Human Resource Development. Topics such as Basics of OD, Intervention Methods and the role of HR in OD is mentioned in these slides. Have Fun!!!
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.
Organisation Development Models is a critical topic in Human Resource Development. Topics such as Basics of OD, Intervention Methods and the role of HR in OD is mentioned in these slides. Have Fun!!!
Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals.
Organisational Development InterventionsGheethu Joy
This presentation includes notes collected from various sources from internet during my study journey with regard to the topic Organisational Development Interventions
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
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.
Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals.
Organisational Development InterventionsGheethu Joy
This presentation includes notes collected from various sources from internet during my study journey with regard to the topic Organisational Development Interventions
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
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.
Change Management processes typically provides a system of planning, scheduling, implementing, and tracking changes that need to be completed within an organization
“Ensure that standardized methods and techniques are used for efficient and prompt handling of all changes in order to prevent change-related incidents”.
There is no permanent organizational chart for the world… It is of supreme importance to be ready at all times to take advantage of new opportunities and make change in your Organization.
Strategic Human Resource Management Lecture 8RECONNECT
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Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
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A Strategic Approach: GenAI in EducationPeter Windle
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
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The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
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students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
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Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
2. Organizational change is both the process in which an
organization changes its structure, strategies, operational
methods, technologies, or organizational culture to affect
change within the organization and the effects of these
changes on the organization.
Organizational Change
4. • Nature of the Workforce
• Greater diversity
• Technology
• Faster, cheaper, more mobile
• Economic Shocks
• Mortgage meltdown
• Competition
• Global marketplace
• Social Trends
• Baby boom retirements
• World Politics
• Iraq War and the opening of China
Forces for Change
5. • Change
• Making things different
• Planned Change
• Activities that are proactive and purposeful: an intentional, goal-oriented
activity
• Goals of Planned Change
• Improving the ability of the organization to adapt to changes in
its environment
• Changing employee behavior
• Change Agents
• Persons who act as catalysts and assume the responsibility for
managing change activities
Planned Change
6. Resistance to change appears to be a natural and positive state
Forms of Resistance to Change:
• Overt and Immediate
• Voicing complaints, engaging in job actions
• Implicit and Deferred
• Loss of employee loyalty and motivation, increased
errors or mistakes, increased absenteeism
• Deferred resistance clouds the link between source and
reaction
Resistance to Change
7. • Individual
• Habit, security, economic factors, fear of the unknown, and
selective information processing
• Organizational
• Structural inertia, limited focus of change, group inertia, threat to
expertise, threat to established power relationships and resource
allocations
Sources of Resistance to Change
8. • Education and Communication
• Show those affected the logic behind the change
• Participation
• Participation in the decision process lessens resistance
• Building Support and Commitment
• Counseling, therapy, or new-skills training
• Implementing Change Fairly
• Be consistent and procedurally fair
• Manipulation and Cooptation
• “Spinning” the message to gain cooperation
• Selecting people who accept change
• Hire people who enjoy change in the first place
• Coercion
• Direct threats and force
Tactics for Overcoming Resistance to Change
9. • Impetus for change is likely to come from outside change agents,
new employees, or managers outside the main power structure.
• Internal change agents are most threatened by their loss of status in
the organization.
• Long-time power holders tend to implement incremental but not
radical change.
• The outcomes of power struggles in the organization will determine
the speed and quality of change.
The Politics of Change
10. • Unfreezing
• Change efforts to overcome the pressures of both individual
resistance and group conformity
• Movement
• Make the changes
• Refreezing
• Stabilizing a change intervention by balancing driving and
restraining forces
Lewin’s Three-Step Change Model
11. • Driving Forces
• Forces that direct behavior away from the status quo
• Restraining Forces
• Forces that hinder movement from the existing equilibrium
Lewin: Unfreezing the Status Quo
12. • Builds from Lewin’s Model
• To implement change:
1. Establish a sense of urgency
2. Form a coalition
3. Create a new vision
4. Communicate the vision
5. Empower others by removing barriers
6. Create and reward short-term “wins”
7. Consolidate, reassess, and adjust
8. Reinforce the changes
Kotter’s Eight-Step Plan
Unfreezing
Movement
Refreezing
13. A change process based on systematic collection of data and then
selection of a change action based on what the analyzed data
indicates
• Process steps:
1. Diagnosis
2. Analysis
3. Feedback
4. Action
5. Evaluation
• Action research benefits:
• Problem-focused rather than solution-centered
• Heavy employee involvement reduces resistance to change
Action Research
14. • Organizational Development (OD)
• A collection of planned interventions, built on humanistic-democratic
values, that seeks to improve organizational
effectiveness and employee well-being
• OD Values
• Respect for people
• Trust and support
• Power equalization
• Confrontation
• Participation
Organizational Development
15. 1. Sensitivity Training
• Training groups (T-groups) that seek to change behavior through
unstructured group interaction
• Provides increased awareness of others and self
• Increases empathy with others, listening skills, openness, and
tolerance for others
2. Survey Feedback Approach
• The use of questionnaires to identify discrepancies among
member perceptions; discussion follows and remedies are
suggested
3. Process Consultation (PC)
• A consultant gives a client insights into what is going on around
the client, within the client, and between the client and other
people; identifies processes that need improvement.
Six Organizational Development Techniques
16. 4. Team Building
• High interaction among team members to increase trust and
openness
5. Intergroup Development
• OD efforts to change the attitudes, stereotypes, and perceptions
that groups have of each other
6. Appreciative Inquiry
• Seeks to identify the unique qualities and special strengths of an
organization, which can then be built on to improve performance
• Discovery: Recalling the strengths of the organization
• Dreaming: Speculation on the future of the organization
• Design: Finding a common vision
• Destiny: Deciding how to fulfill the dream
Six Organizational Development Techniques
(Continued)
17. 1. Stimulating a Culture of Innovation
• Innovation: a new idea applied to initiating or improving a
product, process, or service
• Sources of Innovation:
• Structural variables: organic structures
• Long-tenured management
• Slack resources
• Inter unit communication
• Idea Champions: Individuals who actively promote the
innovation
Creating a Culture for Change: Innovation
18. 2. Learning Organization
• An organization that has developed the continuous capacity to
adapt and change
• Learning Types
• Single-Loop: errors are corrected using past routines
• Double-Loop: errors are corrected by modifying routines
• Characteristics
• Holds a shared vision
• Discards old ways of thinking
• Views organization as system of relationships
• Communicates openly
• Works together to achieve shared vision
Creating a Culture for Change: Learning
19. • Overcomes traditional organization problems:
• Fragmentation
• Competition
• Reactiveness
• Manage Learning by:
• Establishing a strategy
• Redesigning the organization’s structure
• Flatten structure and increase cross-functional activities
• Reshaping the organization’s culture
• Reward risk-taking and intelligent mistakes
Creating a Learning Organization