This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products. Changes can include alterations to structure, operations, roles, or working conditions/environment. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed unexpectedly. The document outlines factors that drive change, both internal like personnel or climate issues, and external like technology or regulations. It also describes the process of change, roles of change agents, skills needed by agents, and sources of resistance to change at both individual and organizational levels. Managing resistance involves communication, participation, support, and other strategies.
concept of change, nature of organisational change, factors responsible for organisational change, causes for resistance to change, management of change, process of planned change, guiding principles of change
Concept of Organization change, Types of organization change, Organizational development, features of organizational development, Forces for change in organization, Process of change, change agent, Role of change agent, Skills of change agent, Resistance to change,
concept of change, nature of organisational change, factors responsible for organisational change, causes for resistance to change, management of change, process of planned change, guiding principles of change
Concept of Organization change, Types of organization change, Organizational development, features of organizational development, Forces for change in organization, Process of change, change agent, Role of change agent, Skills of change agent, Resistance to change,
Managers, at one point or another, will have to make changes in some, if not all aspects of their workplace. These changes refer to organizational change, which is any alteration of people, structure, or technology. Most often, changes are initiated and coordinated by a manager within the organization. However, the change agent could be a non-manager – for example – a change specialist from the HR department or even an outside consultant whose expertise is in change implementation.
“A process through which something becomes different.” This is the dictionary definition. Organisational change refers to the alteration in technology, structure, method, people, or their behaviour. Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization. Here we need to note that change in organizational culture is different from change in an organization. A new method or style or new rule is implemented here.
Lesson 11. Change and Resistance.ppt lesson.pptAliceNjoroge6
Change in an organization refers to the process of modifying existing methods, strategies, or structures to adapt to internal or external influences. It’s a necessary aspect of organizational growth and survival, as it allows for adaptation to market shifts, technological advancements, and evolving customer needs. Change can be incremental or transformational, ranging from minor procedural adjustments to major strategic overhauls.
Leadership and change management to succeed in process improvementKailiford
This workshop was dedicated to the driving forces of behavioural change and leadership; to maximise skills required to deliver on process improvement and culture change initiatives.
Managers, at one point or another, will have to make changes in some, if not all aspects of their workplace. These changes refer to organizational change, which is any alteration of people, structure, or technology. Most often, changes are initiated and coordinated by a manager within the organization. However, the change agent could be a non-manager – for example – a change specialist from the HR department or even an outside consultant whose expertise is in change implementation.
“A process through which something becomes different.” This is the dictionary definition. Organisational change refers to the alteration in technology, structure, method, people, or their behaviour. Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization. Here we need to note that change in organizational culture is different from change in an organization. A new method or style or new rule is implemented here.
Lesson 11. Change and Resistance.ppt lesson.pptAliceNjoroge6
Change in an organization refers to the process of modifying existing methods, strategies, or structures to adapt to internal or external influences. It’s a necessary aspect of organizational growth and survival, as it allows for adaptation to market shifts, technological advancements, and evolving customer needs. Change can be incremental or transformational, ranging from minor procedural adjustments to major strategic overhauls.
Leadership and change management to succeed in process improvementKailiford
This workshop was dedicated to the driving forces of behavioural change and leadership; to maximise skills required to deliver on process improvement and culture change initiatives.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2. refers to a modification or
transformation of the
organization’s structure,
processes or goods.
ORGANIZATIONAL
CHANGE
3. is defined as change that has
an impact on the way work
is performed and has
significant effects on staff.
ORGANIZATIONAL
CHANGE
4. ORGANIZATION CHANGES
CAN BE:
•In the structure of an
organization
•In the structure of an
organizational operation
and size of a workforce
•In working hours or
practices
5. • In the way roles are carried out
• In the scope of a role that
in a change in the
results
working
terms
situation, structure,
and conditions or
environment.
ORGANIZATION CHANGES
CAN BE:
9. Organizational
Development
OD is a planned approach
to improve
organizational
employee and
effectiveness by
conscious interventions in those
processes and structures that
have an immediate bearing on
the human aspect of the
organization.
10. Features of Organizational
Development
1.OD is an educational strategy that attempts to
bring about a planned change.
2.OD related to real organizational problems
instead of hypothetical cases.
3.OD related uses sensitivity training methods
and lay emphasis on the experiment of based
training.
11. Features of Organizational
Development
4.Its change agents are almost external
consultants outside of the organization.
5. The external change agents and
internal organizations executives
establish collaborative
relationship
trust, influence
a
that involves
and
mutual
jointly
determined goals.
12. 2 FORCES FOR CHANGE
IN ORGANIZATION:
1. External Forces
2. Internal Forces
14. Internal Forces
• Changes in managerial personnel
• Declining effectiveness
• Changes in work climate
• Deficiencies in existing system
• Crisis
• Employee expectation
15. PROCESS OF CHANGE
UNFREEZING CHANGE REFREEZING
Reducing
forces for
status quo.
Developing
new attitudes,
values &
behavior.
Reinforcing
new attitudes,
values &
behavior
16. CHANGE AGENT
•is anyone who has the skill and
power to stimulate, facilitate, and
coordinate the change effort.
•change agents may be either
external or internal.
17. ROLES OF CHANGE AGENT
1. Consulting
As a consultant, the manager places
employees in touch with data from outside
the organization or helping organization
members to generate data from within the
organization. The overall purpose is to
help employees find solutions to problems
through analysis of valid data.
18. ROLES OF CHANGE AGENT
2. Training
•to help organization members derive
implications for action from the present
data and.
•to provide organization members with a
new set of skills—the ability to retrieve,
translate, and use new data to solve future
problems.
19. ROLES OF CHANGE AGENT
3. Research
•Finally, and closely associated with the
previous role, the manager may assume
the role of researcher. As researcher, the
manager may train organization members
in the skills needed for valid evaluation of
the effectiveness of action plans that have
been implemented.
20. TYPES OF CHANGE AGENT
1. Outside Pressure Type
These change agents work to change
systems from outside the organization. They
are not members of the company they are
trying to change and use various pressure
tactics such as mass demonstrations, civil
disobedience, and violence to accomplish their
objectives.
21. TYPES OF CHANGE AGENT
2. People-Change-Technology Type
The focus of activity for this type
of change agent is the individual. The
change agent may be concerned with
employee morale and motivation,
including absenteeism, turnover,
and the quality of work
performed. The methods used
include job enrichment, goal
setting, and behavior modification.
22. TYPES OF CHANGE AGENT
3. Analysis-for-the-Top
Type
changing the organizational structure
so as to improve output and efficiency. The
change agent uses operations research,
systems analysis, policy studies, and other
forms of analytical approaches to change the
organization's structure or technology.
23. TYPES OF CHANGE AGENT
4. Organization-Development Type
focus their attention on internal
processes such as intergroup relations,
communication, and decision making.
Their intervention
called a cultural
strategy is often
change approach,
because they thoroughly analyze the
culture of the targeted organization.
24. SKILLS OF
CHANGE AGENT
• Empathy
This is the skill of understanding
the feelings of another person. Empathy leads
to improved communication and
understanding between the change agent and
organization Members.
25. SKILLS OF
CHANGE AGENT
• Linkage
This refers to the extent to which the
change agent and organization members are
tied together in collaborative activities. The
greater the collaborative involvement (the
tighter the linkage), the more likely the
change agent will be successful.
26. SKILLS OF
CHANGE AGENT
• Proximity
This refers to the physical and
psychological closeness of the change
agent and organization members.
Proximity has relevance to
open door policy and the
of the
during
change
working
visibility
agent
hours.
27. SKILLS OF
CHANGE AGENT
• Structuring
This factor refers to the ability of the
change agent and organization members to
clearly plan and organize their activities
concerning the change effort. A clearly
designed change effort is more likely to be
understood and implemented by the
employees.
28. SKILLS OF
CHANGE AGENT
• Openness
This characteristic refers to the degree
to which the change agent and organization
members are willing to hear, respond to, and
be influenced by one another.
29. SKILLS OF
CHANGE AGENT
• Reward This refers to the nature
and variety of potential positive
outcomes of the change effort
that might accrue to the change
organization
agent and
members. Change efforts
should be designed so that the
employees are rewarded for
changing.
32. Reasons of Individual Resistance
Economic Reason –The economic reason
of resistance to change usually focus on:
• Fear of technological unemployment.
•Fear of demotion & thus reduced pay.
•Fear of reduced work hours & consequently
less pay.
33. 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.
Peer Pressure- individual employees may be
prepared to accept change but refuse to accept it for
the sake of the group.
34. 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.
36. Reasons 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.
37. Structural inertia – some organizational
structures have in-built mechanism for resistance
to change.
Example: in bureaucratic structure where jobs
are narrowly defined & lines of authority are
clearly spelled out, change would be difficult.
Sunk cost - Some organization invest a huge
amount of
organization
capital
wishes
in fixed assets. If an
to introduce change, then
difficulty arise because of the sunk cost
38. Threat to expertise- Change in organizational
pattern may threaten the expertise of specialized
groups. Therefore, specialists usually resist change.
Politics- Organizational changes
may also shift the existing balance of
power in an organization. Individuals
or groups who hold power under the
current arrangement may fear losing
these political advantages.
39. MANAGING RESISTANCE TO
CHANGE
Education & Communication
Communication about impending
change is essential if employees are to
adjust effectively. The details of change
should be provided & its potential
consequences. Educating employees on
new work procedures is often helpful.
40. It is difficult for individuals to resist a
Participation
change decision in which they participated. Prior
to making a change, those opposed can be
brought into the decision process.
Empathy & Support
Active listening is an
an excellent tool for identifying the reasons
behind the resistance. An expression of concerns
about the change can provide important feedback
that managers can use to improve the change
process.
41. Negotiation
resistance to
of value for
another way to deal with
change is to exchange something
reduction in resistance.
Manipulation & Cooptation
refers to covert influence attempts. Twisting
& distorting facts to make them appear more
attractive, withholding undesirable information &
creating false rumors to get employees to accept a
change .
42. Coercion
is the application of direct
threats or force on the resisters.
They essentially force people to
accept a change by explicitly or
implicitly threatening them with
the loss of their jobs, promotion
possibilities & transferring
them.
44. ORGANIZATIONAL CHANGE
Group 2 MPA Camarin
• Concept of Planned Change
Debbie Nell G. Geronimo
• Internal & External Factors of Change
Junior Hilario
• Skills of Change Agent
Cherry Andrea G. Lucero
• Resistance to Change
Alex B. Hermogeno
Nacer Ferreras
