The document discusses organizational change in schools and describes them as open systems. It identifies key characteristics of open systems including importing energy, throughput, output, feedback loops, and homeostasis. Sources of pressure for organizational change in schools are also listed such as government intervention, societal values, and technological advances. Methods for reducing resistance to change include participation, communication, support from leadership, rewards, planning, and coercion. Approaches to change at the individual level involve job enrichment, laboratory training, and behavior modification. Group-based approaches include role analysis, intergroup problem solving, process consultation, survey feedback, and strategic planning.

1. Organizational
Change
Reporter:

2. Schools as Open System
Input
Organizational
Change
Topic:
Process
Output

3. Characteristics shared by all open system:
1. Importation of Energy
2. The Throughput
3. The Output
4. Cycle of Events
5. Negative entropy
Organizational
Change
Topic:
6. Feedback
7. Dynamic Homeostasis
8. Differentiation
9. Equifinality

4. Organizational
Change
Topic:
Pressures for
Organizationa
l Change
Government
Intervention
in Schools
Society’s
Values
Technological Change
and Knowledge
Explosion
Processes and
People

5. RESISTANCE TO CHANGE
1. Interference with Need fulfillment
2. Fear of the Unknown
3. Threats to Power and Influence
4. Knowledge and Skill Obsolescence
5. Organizational Structure
6. Limited Resources
7. Collective Bargaining Agreements
Organizational
Change
Causes
Topic:

6. REDUCING RESISTANCE TO
Organizational
Change
Topic:
CHANGE
1. Participation
One of the best methods for reducing
resistance to change is to involve those who
will be affected by the change to participate in
planning design, and the implementation.

7. REDUCING RESISTANCE TO
Organizational
Change
Topic:
CHANGE
2. Communication
Another method for reducing resistance to
change involves communicating and
explaining to employees the nature of and
need for the change.

8. REDUCING RESISTANCE TO
Organizational
Change
Topic:
CHANGE
3. Support
Effective implementation of a change
requires support from top-level
administrators such as the superintendent
of school and his cabinet.

9. REDUCING RESISTANCE TO
Organizational
Change
Topic:
CHANGE
4. Rewards
When change imminent, most people say,
”What’s in it for me?” Subordinates are less likely
to resist changes that will benefit them directly.

10. REDUCING RESISTANCE TO
Organizational
Change
Topic:
CHANGE
5. Planning
Prospective changes should be well planned
in advance. Change inevitably leads to
subordinate anxiety about new expectations
and fear of the unknown.

11. REDUCING RESISTANCE TO
Organizational
Change
Topic:
CHANGE
6. Coercion
When other methods have failed, coercion can
be used as a last resort. Some changes require
immediate implementation. And top top-level
administrators may have considerable power.

12. REDUCING RESISTANCE TO
Organizational
Change
Topic:
CHANGE
1. Participation
2. Communication
3. Support
4. Rewards
5. Planning
6. Coercion

13. INDIVIDUAL APPROACHES TO
Organizational
Change
Topic:
CHANGE
* Job Enrichment
Job enrichment focuses in achieving organizational change by
making jobs more meaningful, interesting, and challenging
The five characteristics that are essential to job enrichment are:
1. Skill variety
2. Task Identity
3. Task Significance
4. Autonomy
5. Job Feedback

14. INDIVIDUAL APPROACHES TO
Organizational
Change
Topic:
CHANGE
* Laboratory Training
Goals of Laboratory Training
1. To increase understanding, insight, and self awareness
about one’s own behavior and its impact on others, including
the ways in which others interpret one’s behavior

15. INDIVIDUAL APPROACHES TO
Organizational
Change
Topic:
CHANGE
2. To increase understanding and sensitivity about the
behavior of others, including better interpretation of both
verbal and nonverbal cues, which increases awareness and
understanding of what the other person is thinking and feeling.
3. To improve understanding and awareness of group and
intergroup processes, both those that facilitate and those that
inhibit group functioning.

16. INDIVIDUAL APPROACHES TO
Organizational
Change
Topic:
CHANGE
4. To improve diagnostic skills in interpersonal and
intergroup situations, which is attained by accomplishing the
first three objectives.
5. To increase the ability to transform learning into action,
so that real life interventions will be more successful in
increasing member effectiveness, satisfaction, or output

17. INDIVIDUAL APPROACHES TO
Organizational
Change
Topic:
CHANGE
6. To improve an individual’s ability to analyze
her own interpersonal behavior, as well as to learn
how to help herself and others with whom she
comes in contact to achieve more satisfying,
rewarding, and effective interpersonal
relationships.

18. INDIVIDUAL APPROACHES TO
Organizational
Change
Topic:
CHANGE
* Behavior Modification
Based on social learning approach, the behavior
modification process recognizes the interaction of four
parts: S (stimuli), O (organism or employee), B
(behavior), and C (consequences)

19. INDIVIDUAL APPROACHES TO
Organizational
Change
Topic:
CHANGE
* Contingencies of Reinforcement
1. Positive Reinforcement which involves following a
desired behavior with the application of a pleasant
stimulus, which should increase the probability of the
desired behavior.

20. INDIVIDUAL APPROACHES TO
Organizational
Change
Topic:
CHANGE
2. Negative reinforcement involves the removal
of unpleasant stimulus on the appearance of a
desired behavior, which should increase the
probability of that behavior.

21. INDIVIDUAL APPROACHES TO
Organizational
Change
Topic:
CHANGE
3. Extinction involves removing a reinforcement
that is maintaining some undesired behavior. If the
behavior is not reinforced, it should gradually be
extinguished.

22. INDIVIDUAL APPROACHES TO
Organizational
Change
Topic:
CHANGE
4. Punishment involves following an unwanted behavior
with the application of some unpleasant stimulus. In
theory, this should reduce the probability of the
undesired behavior

23. Organizational
Change
Topic:
Group Approaches to Change
1. Role Analysis
Technique
Step 1: Defining Roles
Step 2: Examining Expectations
Step 3: Summarizing Roles

24. 2. Intergroup Problem Solving
Organizational
Change
Topic:
Step 1: Meeting Jointly
Step 2: Identifying the Problem(s)
Step 3: Sharing Information
Step 4: Analyzing Information
Step 5: Resolving the Problem(s)
Step 6: Following Through

25. 3. Process Consultation
Organizational
Change
Topic:
Communication
Functional Roles of Group Members
Decision making
Group Norms and Growth
Leadership

26. 4. Survey Feedback
Organizational
Change
Topic:
Step 1: Preliminary Planning
Step 2: Data Gathering
Step 3: Leader Preparation
Step 4: Feedback Meetings
Step 5: Action Planning
Step 6: Monitoring and Evaluating

27. 5. Strategic Planning
Strategic planning involves identifying the mission of an
organizations; recognizing internal and external forces that impact
the organization; analyzing those forces to determine the effects
they have on the organization’s ability to accomplish it mission;
developing strategies for dealing with them, including a framework
for improvement and restricting of programs, management,
participation, and evaluation; and instituting action plan to carry
our those strategies and achieve the organization’s mission.
Organizational
Change
Topic:

28. CHANGE is inevitable and never ending. It is up to an
individual or group of individuals how to accept it. In my own point
of view, I must say that I conform to changes. Let us not be
contented in what level or aspect are we at present. Instead let us
push ourselves to be the best. I know changes might affect the life
of each one of us and sometimes we tend to resist. But, if we give it
a try and be optimistic and focus in the positive outcomes, much
better. For the negative effects, let us continue to work on it and
give possible solutions. After all, in an organization, the downfall
of one all the others are affected.
Organizational
Change
Topic:

29. Organizational
Change
Topic: