A Ph. D. class report presented to Atty. Mick Engracia, Ph. D, in November 17, 2018 at Ateneo de Zamboanga University.

1. Change in Organizations
(Nature & Types of Planned
Change)
Organizational Models
(Organizational Development
Change Theories & Models)
Performance Task: Force
Field Analysis
Presented by: NUR DANIAL &
ADZMAR AMING
Professor: Atty. MARYCEL
ENGRACIA, Ph. D.
Ateneo de Zamboanga
University
Graduate School
School of Education
DEV M 708
ORGANIZTIONAL
DEVELOPMENT: Change
Management

2. OUTLINE
 Definition of Organizational Change
 Nature of Planned Change
 Types of Organizational Change
 Developmental
 Transitional
 Transformational
 Organizational Models
 Line Organization Model
 Functional Model
 Line-Staff Model
 Project-Based Model
 Matrix Model
 Theories/Models of Developmental Change
 Leiwn’s Change Model
 Action Research Model
 The Positive Model
 Burke-Litwin Change Model
 Porras & Robertson Change Model
OD: MANAGEMENT OF
CHANGE

3. DEFINITION OF
ORGANIZTIONAL CHANGE
 Organizational Change looks both at the process
in which a company or any organization changes
its operational methods, technologies,
organizational structure, whole structure, or
strategies, as well as what effects these changes
have on it. Organizational change usually
happens in response to – or as a result of –
external or internal pressures.
 It is all about reviewing and modifying structures –
specifically management structures – and
business processes.

4. DEFINITION OF
ORGANIZTIONAL CHANGE
 Small commercial enterprises need to adapt to
survive against larger competitors. They also need
to learn to thrive in that environment. Large
rivals need to adapt rapidly when a smaller,
innovative competitor comes onto the scene.
 To avoid falling behind, or to remain a step ahead
of its rivals, a business must seek out ways to
operate more efficiently. It must also strive to
operate more cost effectively.

5. NATURE OF PLANNED
CHANGE
 Organization development is directed at bringing about
planned change to increase an organization’s
effectiveness and capability to change itself.
 Organizations can use planned change to solve
problems, to learn from experience, to reframe shared
perceptions, to adapt to external environmental
changes, to improve performance, and to influence
future changes.

6. TYPES OF ORGANIZATIONAL
CHANGE
 Developmental Change
 Transitional Change
 Transformational Change

7. DEVELOPMENTAL CHANGE
 Developmental Change improves on previously
established processes and procedures and does not
necessarily have to be of a large-scale (Marshak, 1993)
 While not necessarily being an extensive change, they
are the most frequent type of organizational change.
 Developmental Changes are typically incremental and
non-disruptive, they have a lower level of resistance
within an organization (Marshak, 1993)

8. TRANSITIONAL CHANGE
 Frequently, businesses know that they need to make a
change in order to remain competitive in their
marketplace (Marshak, 1993).
 Transitional changes are larger than developmental
changes and may be disruptive (Allen, et al., 2007)

9. TRANSFORMATIONAL
CHANGE
 This kind of change brought about when businesses
pursue entirely different products or markets,
experience radical changes in technology, or new
leadership ushers in overhauls to the structure and
company culture (Marshak, 1993).
 The company may embark on a new mission, vision, or
introduction of new values utilizing a transformational
change process.

10. ORGANIZATIONAL
MODELS
 The term organizational model is another
way to describe the organizational
structure. Structures can be simple or
complex. In reviewing five common
organizational models, it is apparent that
structures range from very simple to very
complex.

11. TYPES OF ORGANIZATIONAL
MODEL
 Line Organizational Model
 Functional Organizational Model
 Line-Staff Model
 Project-Based Model
 Matrix Model

12. LINE ORGANIZATIONAL
MODEL
 is a very simple hierarchal structure that could have the
CEO over the Operations Director and the
Administrative Director.
 Those two are lateral equivalents, meaning they don't
respond to each other but have the same level of
influence in the company's structure.
 Under each would be designated area managers each
with their own team.
 It's very clear that one person is on top with a flow of
delegation and management going down. This tends to
be a more rigid operational model.

13. FUNCTIONAL MODEL
 looks similar to the Line model except instead of
subordinates only reporting to the manager
directly above them, they report to two or more
managers.
 This model is designed to help keep all pertinent
parties engaged with the right information by
getting all of the information from subordinate
employees.
 It also prevents over-specialization of any one job
to keep the company nimble in changing times.

14. LINE-STAFF MODEL
 is a structure that functions the same way that the Line
model does except each managerial level has an
added dynamic of its own staff.
 So directors report to the CEO but may do so via the
CEO's personal staff.
 Directors may share a staff that are not the subordinate
teams in the structure but instead support the
administrative needs of the Directors.

15. PROJECT-BASED MODEL
 become much more dynamic compared to the three
varieties of line models defined above. When any
company is highly project-oriented, it usually
designates teams of similar job functions to provide
each team with specialty resources.
 The resources become immediately available rather
than accessible outside of the team in a different
department.
 For example, an internet technology company
developing several new software packages might have
a team for each new package that includes its own set
of coders, developers, designers, analysts and testers.

16. MATRIX MODEL
 is the most dynamic operational model and quite
effective for companies that are simultaneously
running multiply product launches, marketing
campaigns and development.
 Managers oversee the role of their department
leads within a team while keeping a pulse on all
the teams progress. This allows for managers to
combine resources that individual teams might not
see in their own microcosm of the project.

17. THEORIES/MODELS OF DEVELOPMENTAL
CHANGE
 Conceptions of planned change have tended to focus
on how change can be implemented in organizations
called “theories of changing.”
 These frameworks describe the activities that must take
place to initiate and carry out successful organizational
change.

18. THEORIES/MODELS OF DEVELOPMENTAL
CHANGE
 Lewin’s Change Model (Kurt Lewin)
 Action Research Model (Kurt Lewin)
 The Positive Model
 Burke-Litwin Change Model
 Porras & Robertson Model

19. Lewin’s Change Model
1. Unfreezing—This step usually involves reducing those forces maintaining the
organization’s behavior at its present level.
 It is sometimes accomplished through a process of “psychological
disconfirmation.” By introducing information that shows discrepancies between
behaviors desired by organization members and those behaviors currently
exhibited, members can be motivated to engage in change activities
2. Moving—This step shifts the behavior of the organization, department, or
individual to a new level.
 It involves intervening in the system to develop new behaviors, values, and
attitudes through changes in organizational structures and processes.
3. Refreezing—This step stabilizes the organization at a new state of equilibrium.
 It is frequently accomplished through the use of supporting mechanisms that
reinforce the new organizational state, such as organizational culture, rewards,
and structures.

20. Action Research Model
1. Problem Identification—This stage usually begins when an executive in the
organization or someone with power and influence senses that the organization has
one or more problems that might be solved with the help of an OD practitioner.
2. Consultation with a Behavioral Science Expert—During the initial contact, the
OD practitioner and the client carefully assess each other. The practitioner has his
or her own normative, developmental theory or frame of reference and must be
conscious of those assumptions and values. Sharing them with the client from the
beginning establishes an open and collaborative atmosphere.
3. Data Gathering and Preliminary Diagnosis—This step is usually completed by
the OD practitioner, often in conjunction with organization members.
 It involves gathering appropriate information and analyzing it to determine the
underlying causes of organizational problems.
 It basically utilizes: (a) interviews, (b) process observation, (c) questionnaires,
and (d) organizational performance data

21. Action Research Model
4. Feedback to a Key Client or Group—The feedback step, in which members are
given the information gathered by the OD practitioner, helps them determine the
strengths and weaknesses of the organization or unit under study.
5. Joint Diagnosis of the Problem—A close interrelationship exists among data
gathering, feedback, and diagnosis because the consultant summarizes the basic
data from the client members and presents the data to them for validation and
further diagnosis.
6. Joint Action Planning—the specific action to be taken depends on the culture,
technology, and environment of the organization; the diagnosis of the problem; and
the time and expense of the intervention.
7. Action—This stage involves the actual change from one organizational state to
another.
 It may include installing new methods and procedures, reorganizing structures
and work designs, and reinforcing new behaviors. Such actions typically cannot
be implemented immediately but require a transition period as the organization
moves from the present to a desired future state.

22. Action Research Model
8. Data Gathering After Action—Action research is a
cyclical process, data must also be gathered after the
action has been taken to measure and determine the
effects of the action and to feed the results back to the
organization.
 This, in turn, may lead to rediagnosis and new action.

23. The Positive Model
1. Initiate the Inquiry—It emphasizes member involvement to identify
the organizational issue they have the most energy to address.
2. Inquire into Best Practices—This phase involves gathering
information about the “best of what is” in the organization.
 If the topic is organizational innovation, then members help to
develop an interview protocol that collects stories of new ideas that
were developed and implemented in the organization.
3. Discover the Themes—members examine the stories, both large and
small, to identify a set of themes representing the common dimensions of
people’s experiences.
 No theme is too small to be represented; it is important that all of the
underlying mechanisms that helped to generate and support the
themes be described. The themes represent the basis for moving
from “what is” to “what could be.”

24. The Positive Model
4. Envision a Preferred Future—Members then examine the
identified themes, challenge the status quo, and describe a
compelling future.
 Based on the organization’s successful past, members
collectively visualize the organization’s future and develop
“possibility propositions”—statements that bridge the
organization’s current best practices with ideal possibilities for
future organizing.
5. Design and Deliver Ways to Create the Future—It involves the
design and delivery of ways to create the future.
 It describes the activities and creates the plans necessary to
bring about the vision.
 Members make changes, assess the results, make necessary
adjustments, and so on as they move the organization toward
the vision and sustain “what will be.”

25. BURKE-LITWIN CHANGE
MODEL
1. 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.
2. 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.
3. Leadership—A study of the leadership structure of the
organization should be carried out, which clearly identifies the chief
role models in the organization.
4. 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.

26. BURKE-LITWIN CHANGE MODEL
5. Structure—The study of structure should not be confined to
hierarchical structure; rather it should be a function based structure
focusing on the responsibility , authority, communication, decision making
and control structure that exists between the people of the organization.
6. Systems—Systems include all types of policies and procedures with
regards to both the people and the operations of the organization.
7. 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.
8. 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.

27. BURKE-LITWIN CHANGE
MODOEL
9. Tasks Requirements and Individual Skills/Abilities—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 ho well jobs and employees have been
matched.
10. 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.
11. 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.
12. 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.

28. 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.

29. 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

30. 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.
 Second-Order Change is a multi-dimensional,
multilevel, qualitative, discontinuous, radical
organizational change involving a paradigmatic shift.