Organizational change involves moving an organization from its current state to a desired future state to increase effectiveness. It can be driven by internal forces like the workforce or management structure, or external forces like technology, markets, or politics. There are different approaches to managing organizational change, such as communication, training, employee involvement, and addressing resistance to change. Successful change management requires planning and implementing strategies at multiple levels of the organization over time.
The document provides an overview of organizational change and development. It discusses different types of organizational change including planned and unplanned change. It describes Kurt Lewin's three-stage model of change - unfreezing, moving, and refreezing. Examples are provided of Starbucks and Nokia undergoing major organizational changes by transitioning their business models. Change management and its key aspects like change agents are defined. Models of organizational development and different intervention strategies for change including human process-based, technostructural, sociotechnical systems, and organizational transformation approaches are outlined.
This document discusses organizational change and managing resistance to change. It provides an overview of different types of organizational changes, models of change management, sources of resistance to change, and approaches for addressing resistance. Specifically, it distinguishes between first and second order changes, describes Lewin's three-step change model and Kotter's eight steps for leading change. It also outlines forces for and responses to change, and interventions for bringing about change like structural, task-technology and people-focused approaches.
Nokia has continually adapted to changes in its environment over 150 years, originally starting as a pulp and paper mill and transitioning to rubber, cable wiring, and computer monitors before becoming a world leader in cellular telephones in the 1980s. Forces for organizational change include technology, economic conditions, competition, social and demographic trends, and politics. Planned change aims to improve an organization's ability to adapt and change individual and group behaviors, and is managed through change agents. Resistance to change can take overt or implicit forms and is addressed through communication, participation, support, and other tactics.
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.
This document discusses organizational transformation and change. It defines three types of change: developmental, transitional, and transformational. Transformational change requires shifting assumptions and can impact culture, processes, jobs, skills, and policies. Introducing change is difficult and failures can cause projects to fail. Organizations typically go through stages of denial, resistance, exploration, and renewal when implementing change. The document also discusses Greiner's organizational lifecycle model and the importance of clear communication throughout the change process. It provides Digital Chocolate as a case study, outlining drivers of change and interventions like training and goal setting.
The document discusses developing systems to involve stakeholders in strategic change planning. It outlines developing stakeholder engagement strategies that include brainstorming, focus groups, interviews, reviewing existing data and timelines. It also discusses evaluating stakeholder engagement systems by establishing effort levels, preferred engagement forms and frequencies. Proactive engagement allows issues to be addressed within high trust frameworks, unlike reactive engagement during problems or crises. Good stakeholder programs have timely information disclosure, understand stakeholder perspectives, and evaluate engagement effectiveness.
This document discusses organizational change and innovation. It outlines two types of change - reactive and proactive change. It also discusses forces of change inside and outside an organization, including demographic trends, market changes, technology, and social/political pressures. Areas where change is often needed include changing people, technology, structure, and strategy. The document then outlines models for organizational development, types of innovation (product, process, incremental, and radical), characteristics of innovation, fostering innovation, and leading organizational change using Lewin's change model and eight steps.
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.
The document provides an overview of organizational change and development. It discusses different types of organizational change including planned and unplanned change. It describes Kurt Lewin's three-stage model of change - unfreezing, moving, and refreezing. Examples are provided of Starbucks and Nokia undergoing major organizational changes by transitioning their business models. Change management and its key aspects like change agents are defined. Models of organizational development and different intervention strategies for change including human process-based, technostructural, sociotechnical systems, and organizational transformation approaches are outlined.
This document discusses organizational change and managing resistance to change. It provides an overview of different types of organizational changes, models of change management, sources of resistance to change, and approaches for addressing resistance. Specifically, it distinguishes between first and second order changes, describes Lewin's three-step change model and Kotter's eight steps for leading change. It also outlines forces for and responses to change, and interventions for bringing about change like structural, task-technology and people-focused approaches.
Nokia has continually adapted to changes in its environment over 150 years, originally starting as a pulp and paper mill and transitioning to rubber, cable wiring, and computer monitors before becoming a world leader in cellular telephones in the 1980s. Forces for organizational change include technology, economic conditions, competition, social and demographic trends, and politics. Planned change aims to improve an organization's ability to adapt and change individual and group behaviors, and is managed through change agents. Resistance to change can take overt or implicit forms and is addressed through communication, participation, support, and other tactics.
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.
This document discusses organizational transformation and change. It defines three types of change: developmental, transitional, and transformational. Transformational change requires shifting assumptions and can impact culture, processes, jobs, skills, and policies. Introducing change is difficult and failures can cause projects to fail. Organizations typically go through stages of denial, resistance, exploration, and renewal when implementing change. The document also discusses Greiner's organizational lifecycle model and the importance of clear communication throughout the change process. It provides Digital Chocolate as a case study, outlining drivers of change and interventions like training and goal setting.
The document discusses developing systems to involve stakeholders in strategic change planning. It outlines developing stakeholder engagement strategies that include brainstorming, focus groups, interviews, reviewing existing data and timelines. It also discusses evaluating stakeholder engagement systems by establishing effort levels, preferred engagement forms and frequencies. Proactive engagement allows issues to be addressed within high trust frameworks, unlike reactive engagement during problems or crises. Good stakeholder programs have timely information disclosure, understand stakeholder perspectives, and evaluate engagement effectiveness.
This document discusses organizational change and innovation. It outlines two types of change - reactive and proactive change. It also discusses forces of change inside and outside an organization, including demographic trends, market changes, technology, and social/political pressures. Areas where change is often needed include changing people, technology, structure, and strategy. The document then outlines models for organizational development, types of innovation (product, process, incremental, and radical), characteristics of innovation, fostering innovation, and leading organizational change using Lewin's change model and eight steps.
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.
The document discusses various frameworks for managing organizational change effectively. It describes the 5-P model of change which involves identifying the purpose, priorities, people, processes, and proof involved in change initiatives. It also outlines the seven levels of change management which progress from effectiveness to doing impossible things. Critical success factors are discussed as measurable parameters for judging the success of change management efforts. The importance of introducing a total quality management culture is also mentioned.
Organization change involves moving from the present state to a desired future state to increase efficiency. It is a process, not an event, and is necessary for companies to avoid becoming immobilized. There are various forces that can drive organizational change, both internal forces like changes in employee expectations or a crisis, and external forces like globalization, technology changes, or increased competition. Different models and approaches can be used to manage organizational change, such as total quality management (TQM) which takes a continuous improvement approach, or business process reengineering which aims for dramatic improvements through radical redesign. Key steps in the change process include recognizing the need for change, diagnosing problems, planning and implementing the change, and following up on the change.
The document discusses organizational change and transformation, comparing the approaches taken by Xerox and ABB/ASEA. It addresses several aspects of change including the organizational context, nature of change, categories of change, forces driving change, barriers to change, and models for managing change as a planned process or in a turbulent "white water" environment. The key forces and levels of change are identified for each company, noting Xerox transitioned through quality and business process reforms while ABB/ASEA transformed from a domestic to multinational firm under new leadership.
This document discusses organization transformation. Organization transformation refers to activities like reengineering, redesigning, and redefining business systems. It can occur in response to or in anticipation of major changes in the environment or technology. There are three main types of interventions for organization transformation: culture change, self-designing organizations, and organization learning with knowledge management. Transformational change is characterized as being systemic, revolutionary, demanding a new organizing paradigm, and requiring continuous learning. It is driven by senior executives and management and occurs in response to disruptions.
Organisational change, Innovation and Transformation communicationStephen Tindi
This document discusses innovation, change, and transformation in organizations. It defines each concept and explores the overlaps between them. Innovation involves new ideas that add value, change can be positive or negative, and transformation is holistic and creates something entirely new. Effective communication is key to successfully implementing innovation and managing change and transformation, which involve overcoming resistance and uncertainty. Models of the change process and strategies for communication during change are also examined.
Leadership, Business Process Improvement, & Process Mapping!Ben Wann
Learn the leadership, communication, and process mapping skills to accelarate your career.
When was the last time that someone wanted to pay you more for doing the same thing? Never.
The problem with being someone who maintains the status quo is that you aren't delivering value to your organization. If you want to earn more and grow faster, you need to find ways to identify problems and then lead teams to implement solutions.
This course will transform your role and teach you how to identify opportunities, understand them fully, work together with your team to create solutions, and then implement them.
This course will teach you how to deliver value to your organization so that your company will be thrilled to pay you even more.
Business Process Improvement (BPI) is a critical skill that is always in demand.
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
This document provides a case study final report analyzing key organizational changes within the Australian department store David Jones. It discusses three main change initiatives - a management restructure, technological investments, and expanding their physical presence. For each change, the report examines the issues behind it, strategies and processes adopted, and consequences. It concludes with recommendations to help David Jones better implement changes and differentiate itself from competitors.
1. The phases of organizational development (OD) include recognition of the need for change, diagnosis of problems, planning for change, intervention in the system, and evaluation and feedback.
2. During the diagnosis phase, the real problem is defined and examined by identifying the problem, what must change to resolve it, and the expected objectives of the change.
3. The planning phase involves transforming the diagnosis into an action plan with overall goals and the best approach and timeline for achieving them.
Building and sustaining total quality organizationsLizzette Danan
This document discusses key concepts for building and sustaining a total quality organization. It identifies the top obstacles to total quality as lack of motivation, time, and strategic planning. It provides guidance for senior leaders, middle management, and employees to drive cultural change and continuous improvement. It also outlines common mistakes made in quality initiatives, such as treating quality as a program rather than a philosophy, not obtaining short-term results, and not addressing structural barriers to change.
I often use this presentation to introduce/re-introduce change management concepts to leaders prior to starting a new organizational development initiative.
Change Management for e‐Governance Projects
Department of Administrative Reforms & Public Grievances
Ministry of Personnel, Public Grievances and Pensions
Government of India
The document provides a summary of responses from an online discussion about one-page organizational development frameworks. Several models and frameworks are described in 1-3 sentences each, including Galbraith's Star Model, Burke-Litwin Model, Find the Wind Model, and Sharif Mansur's OD Framework diagram. Chris Forando provides a longer reflection on integrated OD approaches and the importance of understanding human psychology. Attachments include Daniel Stewart's description of Kohl's OD purpose and scope of services, and Sharif Mansur's diagram depicting the relationships between various elements of an OD framework.
Organizational design is a methodology to identify and address dysfunctional aspects of an organization's structure, workflows, and systems. When done effectively, it leads to improved results through a more aligned and efficient organization. However, redesign efforts often fail due to common mistakes such as lacking clear goals, structuring around individuals rather than strategy, and causing unnecessary disruption. Other failures include bypassing assessment of the current state, breaking confidentiality, and not establishing formal change management. To succeed, organizational redesign must be driven by strategy, minimize disruption, and implement clear communications.
This document discusses strategic change management. It defines change as making an essential difference that can result in a loss of identity or substitution. Change management provides a structured approach to implementing new methods and processes in an organized way to prepare stakeholders for transformation. Environmental factors outside an organization like markets, technology, politics, economics and culture can trigger the need for change. The document outlines different types of organizational change and levels of change. It also discusses factors for successful change management like leadership and communication, as well as factors for failure like misunderstandings and low tolerance for change.
This document provides an overview and agenda for a presentation on change management in project environments. The presentation covers topics such as the relationship between project and change management, how change impacts individuals and organizations, communications and stakeholder engagement strategies, approaches to change management practice, and frameworks for managing change like those developed by Lewin and Kotter. The goal is to help participants understand change management and how to enable successful change.
The chapter discusses organization development intervention strategies and techniques. It identifies three basic approaches to organization change as structural, technical, and behavioral. It also outlines major OD intervention techniques at the individual, team, intergroup, and total organizational levels. Key concepts covered include behavioral change strategies, OD strategies that integrate multiple change approaches, and the use of stream analysis in planning change interventions over time.
Conditions for failure in OD effort - OD process - Organizational Change an...manumelwin
A continued discrpancy between top management statements of values and styles and their actual work behaviour.
A big program of activities without any solid base of change goals.
Overdependence on outside help: With the incresing complexity of organizations and of the demands of the environment, it is easy to let consultants or specialists `solve the problem.’
Organization development is a planned process to improve organizational effectiveness. It involves diagnosing problems, collecting data, planning and implementing interventions, then evaluating results. The process follows an action research model of problem identification, data collection, diagnosis, planning, implementation, and feedback. Key steps include assessing issues through interviews and surveys, analyzing organizational structures and processes, planning changes, implementing interventions, and evaluating outcomes to determine if further action is needed. The goal is to enhance an organization's ability to change and the satisfaction and development of its employees.
The concept of change management in today’s business worldAlexander Decker
This document discusses change management in today's business world. It provides an overview of Lewin's three-stage change model of unfreezing, moving, and refreezing. It also discusses other models of planned organizational change like the action research model. The key aspects of successful change management highlighted include gaining employee commitment, addressing resistance to change, and institutionalizing changes.
Org change for bbm i isem bangalore university (1)Triyogi Triyogi
Organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It is a constant process rather than a single event. The document discusses different approaches to organizational change including total quality management (TQM) and business process reengineering (BPR). It also discusses forces that drive change, both internal such as declining effectiveness, and external such as new technology or competition. Resistance to change is also examined at the individual, group, and organizational levels. Finally, different strategies for minimizing resistance are outlined, including communication, training, employee involvement, and negotiation.
All you need to know about Implementing and Managing Change - "The People Fac...George Vorster
Overview of the change management process, dealing with the reasons organisations change, what organisations change, the change process, and the people factor.
The document discusses various frameworks for managing organizational change effectively. It describes the 5-P model of change which involves identifying the purpose, priorities, people, processes, and proof involved in change initiatives. It also outlines the seven levels of change management which progress from effectiveness to doing impossible things. Critical success factors are discussed as measurable parameters for judging the success of change management efforts. The importance of introducing a total quality management culture is also mentioned.
Organization change involves moving from the present state to a desired future state to increase efficiency. It is a process, not an event, and is necessary for companies to avoid becoming immobilized. There are various forces that can drive organizational change, both internal forces like changes in employee expectations or a crisis, and external forces like globalization, technology changes, or increased competition. Different models and approaches can be used to manage organizational change, such as total quality management (TQM) which takes a continuous improvement approach, or business process reengineering which aims for dramatic improvements through radical redesign. Key steps in the change process include recognizing the need for change, diagnosing problems, planning and implementing the change, and following up on the change.
The document discusses organizational change and transformation, comparing the approaches taken by Xerox and ABB/ASEA. It addresses several aspects of change including the organizational context, nature of change, categories of change, forces driving change, barriers to change, and models for managing change as a planned process or in a turbulent "white water" environment. The key forces and levels of change are identified for each company, noting Xerox transitioned through quality and business process reforms while ABB/ASEA transformed from a domestic to multinational firm under new leadership.
This document discusses organization transformation. Organization transformation refers to activities like reengineering, redesigning, and redefining business systems. It can occur in response to or in anticipation of major changes in the environment or technology. There are three main types of interventions for organization transformation: culture change, self-designing organizations, and organization learning with knowledge management. Transformational change is characterized as being systemic, revolutionary, demanding a new organizing paradigm, and requiring continuous learning. It is driven by senior executives and management and occurs in response to disruptions.
Organisational change, Innovation and Transformation communicationStephen Tindi
This document discusses innovation, change, and transformation in organizations. It defines each concept and explores the overlaps between them. Innovation involves new ideas that add value, change can be positive or negative, and transformation is holistic and creates something entirely new. Effective communication is key to successfully implementing innovation and managing change and transformation, which involve overcoming resistance and uncertainty. Models of the change process and strategies for communication during change are also examined.
Leadership, Business Process Improvement, & Process Mapping!Ben Wann
Learn the leadership, communication, and process mapping skills to accelarate your career.
When was the last time that someone wanted to pay you more for doing the same thing? Never.
The problem with being someone who maintains the status quo is that you aren't delivering value to your organization. If you want to earn more and grow faster, you need to find ways to identify problems and then lead teams to implement solutions.
This course will transform your role and teach you how to identify opportunities, understand them fully, work together with your team to create solutions, and then implement them.
This course will teach you how to deliver value to your organization so that your company will be thrilled to pay you even more.
Business Process Improvement (BPI) is a critical skill that is always in demand.
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
This document provides a case study final report analyzing key organizational changes within the Australian department store David Jones. It discusses three main change initiatives - a management restructure, technological investments, and expanding their physical presence. For each change, the report examines the issues behind it, strategies and processes adopted, and consequences. It concludes with recommendations to help David Jones better implement changes and differentiate itself from competitors.
1. The phases of organizational development (OD) include recognition of the need for change, diagnosis of problems, planning for change, intervention in the system, and evaluation and feedback.
2. During the diagnosis phase, the real problem is defined and examined by identifying the problem, what must change to resolve it, and the expected objectives of the change.
3. The planning phase involves transforming the diagnosis into an action plan with overall goals and the best approach and timeline for achieving them.
Building and sustaining total quality organizationsLizzette Danan
This document discusses key concepts for building and sustaining a total quality organization. It identifies the top obstacles to total quality as lack of motivation, time, and strategic planning. It provides guidance for senior leaders, middle management, and employees to drive cultural change and continuous improvement. It also outlines common mistakes made in quality initiatives, such as treating quality as a program rather than a philosophy, not obtaining short-term results, and not addressing structural barriers to change.
I often use this presentation to introduce/re-introduce change management concepts to leaders prior to starting a new organizational development initiative.
Change Management for e‐Governance Projects
Department of Administrative Reforms & Public Grievances
Ministry of Personnel, Public Grievances and Pensions
Government of India
The document provides a summary of responses from an online discussion about one-page organizational development frameworks. Several models and frameworks are described in 1-3 sentences each, including Galbraith's Star Model, Burke-Litwin Model, Find the Wind Model, and Sharif Mansur's OD Framework diagram. Chris Forando provides a longer reflection on integrated OD approaches and the importance of understanding human psychology. Attachments include Daniel Stewart's description of Kohl's OD purpose and scope of services, and Sharif Mansur's diagram depicting the relationships between various elements of an OD framework.
Organizational design is a methodology to identify and address dysfunctional aspects of an organization's structure, workflows, and systems. When done effectively, it leads to improved results through a more aligned and efficient organization. However, redesign efforts often fail due to common mistakes such as lacking clear goals, structuring around individuals rather than strategy, and causing unnecessary disruption. Other failures include bypassing assessment of the current state, breaking confidentiality, and not establishing formal change management. To succeed, organizational redesign must be driven by strategy, minimize disruption, and implement clear communications.
This document discusses strategic change management. It defines change as making an essential difference that can result in a loss of identity or substitution. Change management provides a structured approach to implementing new methods and processes in an organized way to prepare stakeholders for transformation. Environmental factors outside an organization like markets, technology, politics, economics and culture can trigger the need for change. The document outlines different types of organizational change and levels of change. It also discusses factors for successful change management like leadership and communication, as well as factors for failure like misunderstandings and low tolerance for change.
This document provides an overview and agenda for a presentation on change management in project environments. The presentation covers topics such as the relationship between project and change management, how change impacts individuals and organizations, communications and stakeholder engagement strategies, approaches to change management practice, and frameworks for managing change like those developed by Lewin and Kotter. The goal is to help participants understand change management and how to enable successful change.
The chapter discusses organization development intervention strategies and techniques. It identifies three basic approaches to organization change as structural, technical, and behavioral. It also outlines major OD intervention techniques at the individual, team, intergroup, and total organizational levels. Key concepts covered include behavioral change strategies, OD strategies that integrate multiple change approaches, and the use of stream analysis in planning change interventions over time.
Conditions for failure in OD effort - OD process - Organizational Change an...manumelwin
A continued discrpancy between top management statements of values and styles and their actual work behaviour.
A big program of activities without any solid base of change goals.
Overdependence on outside help: With the incresing complexity of organizations and of the demands of the environment, it is easy to let consultants or specialists `solve the problem.’
Organization development is a planned process to improve organizational effectiveness. It involves diagnosing problems, collecting data, planning and implementing interventions, then evaluating results. The process follows an action research model of problem identification, data collection, diagnosis, planning, implementation, and feedback. Key steps include assessing issues through interviews and surveys, analyzing organizational structures and processes, planning changes, implementing interventions, and evaluating outcomes to determine if further action is needed. The goal is to enhance an organization's ability to change and the satisfaction and development of its employees.
The concept of change management in today’s business worldAlexander Decker
This document discusses change management in today's business world. It provides an overview of Lewin's three-stage change model of unfreezing, moving, and refreezing. It also discusses other models of planned organizational change like the action research model. The key aspects of successful change management highlighted include gaining employee commitment, addressing resistance to change, and institutionalizing changes.
Org change for bbm i isem bangalore university (1)Triyogi Triyogi
Organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It is a constant process rather than a single event. The document discusses different approaches to organizational change including total quality management (TQM) and business process reengineering (BPR). It also discusses forces that drive change, both internal such as declining effectiveness, and external such as new technology or competition. Resistance to change is also examined at the individual, group, and organizational levels. Finally, different strategies for minimizing resistance are outlined, including communication, training, employee involvement, and negotiation.
All you need to know about Implementing and Managing Change - "The People Fac...George Vorster
Overview of the change management process, dealing with the reasons organisations change, what organisations change, the change process, and the people factor.
This document discusses organizational change and development. It begins by providing examples of companies like Starbucks and Polaroid that struggled with change. It then outlines several objectives related to describing pressures for change, models of planned change, and approaches to organizational development. The document provides details on topics like the three phases of planned change, sources of resistance to change, and relationship and structural techniques in organizational development. It concludes by posing questions about why organizations need regular change and what managers can do to effectively implement major changes.
1. Change in Organizations2. Planned Change Strategies3. Res.docxblondellchancy
1. Change in Organizations
2. Planned Change Strategies
3. Resistance to Change
4. High Performance Context of OB
5. KEY OF HIGH PERFORMANCE ORGANIZATIONS
6. Creating a High Performance Organization
7. Stages of Group Development
8. Input Foundations of Group Effectiveness
9. Team Building: Improving Team Processes
10. Managing Conflict
OUTLINE
1
Change in Organizations
Unplanned change occurs spontaneously and without a change agent’s direction example: employees strike> action: act quickly to minimize any negative consequences
Planned change is intentional and occurs with a change agent’s direction. Example: new manager approach new technology to rise the org. performance and quality.
1.19 its recognized that they are highly intertwined in the workplace. Changes in any one are likely to require or involve changes in others example:
phases of planned change:
Unfreezing: situation is prepared for change
Example: people who are always on alert of the change process.
Changing: specific actions are taken to create change
Example: people, tasks, structure, or technology of the organization
Refreezing: changes are reinforced and stabilized
Explanation: Designed to maintain the momentum of a change and allows for modifications to be made in the change to increase its success over time.
2
Planned Change Strategies
Force– coercion strategy: uses authority, rewards and punishments to create change.
Rational persuasion strategy: uses facts, special knowledge, and rational argument to create change.
Shared-power strategy: uses participatory methods and emphasizes common values to create change.
3
Resistance to Change
“Its an attitude or behavior that shows unwillingness to make or support a change.”
EIGHT REASONS FOR RESISTING CHANGE:
1. Fear of the unknown
2. Lack of good information
3. Fear for loss of security
4. No reasons to change
5. Fear for loss of power
6. Lack of resources
7. Bad timing
8. Habit
Example: org. planing to change current computers, they may believe that they havebeen doing their jobs just fine and do not need the new computers to improve
things
NEXT HOW TO DEAL WITH RESISTANCE
4
Resistance to Change
5
High Performance Context of OB
1. CHANGING CUSTOMER EXPECTATIONS
Total quality management: is total commitment to high quality results, continuous improvement, and meeting customer needs.
Continuous improvement: is the belief that anything and everything done in the workplace should be continually improved.
Upside-down diagram view.
Customers & clients at the top of organization.
Workers directly affect customers & clients.
Team leaders & mid. managers directly support workers.
Top managers clarify mission &objectives, set strategies, & make resources available.
6
High Performance Context of OB
2. CHANGING WORKFORCE
Generation X workers: “important workforce characteristics”:
impact of workers those born 1965-1977
”high level of skills & abilities for functioning well in challenging jobs &work settings”.
.
The document summarizes a presentation on common factors for managing successful change. It provides an agenda for the event that includes an introduction to the Enabling Change Special Interest Group (SIG), presentations on case studies, and identification of common success factors. Several delegates then share examples of change programs they are involved in from organizational, IT, and process changes. The presenter discusses three of their case studies in more detail. Common factors identified by delegates include having senior leadership support, strong program/project management, stakeholder engagement, communication, and benefits realization. The presentation concludes by highlighting resources available through the SIG.
Organizational development (OD) involves applying social science techniques to plan organizational changes aimed at improving effectiveness and developing individuals, with underlying values including concern for science, democratic principles, and helping relationships. Common OD interventions include relationship techniques like team building and survey feedback, as well as structural techniques like job redesign and management by objectives. The basic OD model involves diagnosing an organization's situation, introducing interventions, monitoring progress through feedback to facilitate planned and continuous improvement.
This document provides an introduction to the field of organizational behavior. It discusses key topics in OB like employee involvement, motivation, leadership, and organizational culture. It explains that OB studies what people do in organizations and how organizations are groups that work interdependently toward a common purpose. Understanding OB can help satisfy needs to understand human behavior, influence it to achieve goals, and improve organizational effectiveness by leveraging human capital. Assessing effectiveness considers perspectives like maintaining a good fit with the external environment, organizational learning processes, high-performance work practices, and satisfying stakeholder needs. Globalization and increasing workforce diversity also impact organizations.
Report in organization maed em managing change.katemargaret
This document discusses managing change in organizations. It outlines several models for leading and managing change, including Lewin's three-step model of unfreezing, moving to a new state, and refreezing. It also discusses reasons for resisting change, such as fear of the unknown. Key aspects of leading change include establishing a sense of urgency, creating a guiding coalition, developing a vision and strategy, and communicating the change vision. Organizational development aims to increase performance through planned interventions and includes phases of diagnosis, change planning, intervention, and evaluation. Creating a learning organization by emphasizing systems thinking, personal mastery, mental models, shared vision, and team learning can help organizations better manage innovation and change.
Building a coaching culture for change management 2018Alex Clapson
Building a Coaching Culture for Change Management is the fifth annual research paper on Coaching cultures within organisations. A partnership between the Human Capital Institute (HCI) & the International Coaching Federation (ICF).
Personnel Aspect of Administration - Organizational DevelopmentWilfredoGabataSinoy
Organizational development (OD) aims to improve an organization's effectiveness and the well-being of its employees. The document outlines several key aspects of OD including: the process which involves identifying areas for improvement, investigating problems, creating action plans, implementing changes, and evaluating results; challenges to change such as resistance, conflicting goals, and burnout; and interventions like team building, job enrichment, and diversity training. OD models like Lewin's three stage model of unfreezing, changing, and refreezing as well as Burke-Litwin's model of transactional and transformational change are discussed.
The document discusses organizational change and development. It describes different types of changes like strategic, cultural, structural, and technological changes. It also outlines Kurt Lewin's three step model of change - unfreezing, moving, and refreezing. Lastly, it discusses organizational development techniques like sensitivity training, team building, confrontation meetings, and survey research that are used to implement organizational changes.
This document discusses emerging trends in organizational development (OD). It identifies 5 major macro forces influencing OD: changes in technology, constant change, partnerships and alliances, changes in work structure, and increasing diversity. It then outlines 5 emerging trends in OD: 1) expanding the use of OD, 2) combining hard business competencies with OD, 3) creating whole system change through organizational design and culture change, 4) using OD to facilitate partnerships and alliances, and 5) enhancing continual learning. Each trend is discussed in 1-2 paragraphs highlighting its importance and impact on organizations.
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.
STRATEGIC MANAGEMENT
INSTRUCTIONS: 2-4 PAGES LONG; TYPED – DOUBLE SPACED, 12 PT MAX, 1” MARGINS MAX. PLEASE REMEMBER THAT GOOD GRAMMAR AND SPELLING ARE EXPECTED. ALSO, YOUR ANSWERS SHOULD BE WELL ORGANIZED AND CONTAINS SPECIFICS BASED ON THE CONCEPTS AND ANALYSES WE HAVE STUDIED.
You are the new CEO of a single-entity business that provides financial services to the insurance industry. The previous CEO left the organization “under a cloud” – nothing was ever proved, and he received the “normal” severance package.
Your early perception of the organization indicates there may have been some ethics problems in upper management. It appears no laws were broken, but it may be that some older employees did not receive expected and /or promised raises in pay. It is difficult to know this for sure because the company’s Performance Evaluation system has never been formalized.
The apparent ethics problems at the top have left many employees with an uneasy feeling. It has also resulted in an attitude on the part of many that retribution will be swift if an employee reports an ethics-related problem to management. It has been noticed that absenteeism has increased over the past 9 months. Also, employee turnover appears to be on the rise.
As CEO, what plans will you make and what actions will you take to overcome the apparent problems so a new strategic plan can be successfully implemented? This plan includes the introduction of a major new product. Also include the steps you should take to introduce the new strategic plan to the employees.
1
CHAPTER 12CHAPTER 12
CORPORATE CULTURE
AND LEADERSHIP: KEYS
TO GOOD STRATEGY
EXECUTION
CORPORATE CULTURE
AND LEADERSHIP: KEYS
TO GOOD STRATEGY
EXECUTION
CORE CONCEPT
♦ Corporate culture refers to the shared values,
ingrained attitudes, core beliefs and company
traditions that determine norms of behavior,
accepted work practices, and styles of
operating.
12–2
KEY FEATURES OF A FIRM’S
CORPORATE CULTURE
Strength of peer
pressure to
conform and
observe norms
Actions and
behaviors
encouraged
and rewarded
Traditions and
stories and “how
we do things
around here”
How the firm
treats its
stakeholders
Features of a Corporate Culture
Values, principles,
and ethical
standards
in actual use
Management
practices and
organizational
polices
Atmosphere and
spirit embodied
in the firm’s work
climate
How managers and
employees interact
and relate to one
another
12–3
TRANSFORMING CORE VALUES AND ETHICAL
STANDARDS INTO CULTURAL NORMS
� Recruit and hire applicants with values and
ethics compatible to those of the firm.
� Incorporate the values statement and the code
of ethics into orientation and training programs.
� Have senior executives frequently reiterate and
stress the firm’s values and ethical principles.
� Use values statements and codes of ethics as
benchmarks for the firm’s polices and practices.
12–4
2
TRANSFORMING CORE VALUES AND.
Organization development full note nepal bank preparationRoshan Pant
Organization development is a planned, organization-wide effort led by top management to increase effectiveness and health through interventions. It responds to change by altering beliefs, attitudes, values, and structure using education strategies. The goal is to help organizations adapt to new technologies, markets, and challenges through changes to culture. Organization development uses action research methods like collecting data on problems and taking action based on analysis. It must address actual needs for change identified by the organization and involve them in planning and implementing changes.
Chapter 6 - Managing Change: Innovation and Diversitydpd
The document discusses managing change and diversity in organizations. It identifies different types of change, sources of resistance to change, and ways to overcome resistance. It also discusses diversity, innovation, and organizational development interventions like team building, process consultation, forcefield analysis, and survey feedback that are used to implement change.
OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.
Organisational development b.com vith sem (optional) Bangalore UniversityTriyogi Triyogi
This document provides information about organizational development including:
1. Definitions of organizational development as a systematic process using behavioral science to improve organizational effectiveness.
2. Characteristics of organizational development such as being system-wide and value-based.
3. Models that drive organizational development including the action research model.
4. Goals of organizational development like improving job satisfaction and communication.
5. Stages in organizational development programs including initial diagnosis, data collection, and implementation of interventions.
6. Techniques used in organizational development like sensitivity training, team building, and survey feedback.
Organizational Culture And Its Effects On Team Development...Ashley Lott
Organizational culture develops over time and affects team development and effectiveness. Understanding organizational culture is essential for achieving quality culture and enhancing team output and development. Critical factors that influence organizational culture include purpose, processes, history, goals, objectives, size, and social and economic factors. An organization can adopt methods to achieve an effective and efficient organizational culture by first defining and identifying the existing culture through surveys and interviews with employees.
Organization development (OD) is a planned, organization-wide effort to increase effectiveness and health through interventions in organizational processes using behavioral science knowledge. OD strategies include action research, conflict management, executive development, goal setting, group facilitation, and strategic planning. Action research involves assessing needs for change, contracting roles, diagnosing problems, providing feedback, planning and implementing interventions, evaluating success, and ensuring OD remains ongoing. Organizations undertake OD to improve human resources, adapt to changing workplaces and global markets, and accelerate change. Internal and external consultants can act as change agents. An organization is ready for OD when leadership is committed, employees are involved, purpose is clear, and capacity for change exists. In today's dynamic environment,
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2. 14-2
Organizational Change
Organizational change is the process by which
organization move from their present state to some
desired future state to increase effectiveness.
When an organization system is disturbed by some
internal or external forces change frequently occur or any
alteration which occur in the overall work environment of
an organization.
4. 14-4
CHARACTERSTICS OF O.C.
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.
5. 14-5
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 grew, they realized that the
informal techniques were not sufficient and
needed to have a more formalized approach
with people and places.
Now Starbucks is the biggest coffee chain
network in the world with more than 15000
shops in over 44 countries.
They adopted the Italian culture and made some
important changes in organization.
Howard Schultz
Dave Olsen
Dawn Pinaud
7. 14-7
Internal Pressures for Change
Work force
Managerial
personnel
Avoid developing
inertia
Management
structure
These come from inside the organization
8. 14-8
External Pressures for Change
Technological
advances
Marketing
conditions
Social
changes
Political
Forces
9. 14-9
Managerial
Advice
Companies’ Responses
to Pressures for “Green”
Policies and Practices
Taking as it positive way:
It create a healthy image in customers.
It help in cost cutting.
Energy saving in the office.
Help in reducing carbon in environment.
10. 14-10
Change Agents
• Persons in organization responsible for
managing change activities.
• Can be managers or non managers, current
employees, newly hired employees or outside
consultants.
12. 14-12
Process of Planned Change
Unfreezing RefreezingChanging
• focus of this stage
is to create the
motivation to
change.
• individuals are
encouraged to
replace old
behaviours and
attitudes with
those desired by
management.
• change involves
learning and doing
things differently,
this stage involves
providing employees
with new info., new
behavioural models,
new processes or
procedures, new
technology, or new
ways of getting the
job done.
• goal of this stage is
to support and
reinforce the change
Kurt Lewin
13. 14-13
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.
14. 14-14
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
16. 14-16
•Below are stated some reasons why people resists
changes. Some of these appear to be rational or
emotional. These reasons are:-
•Economic factors
•Habits
•Insecurity
•Lack of communication
•Extent of change
•Psychological factors
•Social factors
17. 14-17
Group Resistance
Most organizational changes
have impact on formal
groups in the organization
the main reason why the
groups resists change is
that they fear that their
cohesiveness or existence is
threatened by it.
18. 14-18
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. The
major reason for organizational resistance are:-
•Threat to power
•Group inertia
•Organizational structure
•Threat to specialization
•Resource constraints
•Sunk costs
19. 14-19
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
20. 14-20
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
21. 14-21
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
22. 14-22
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
23. 14-23
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
24. 14-24
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
25. 14-25
Steps in managing change:
• Develop new goals and objectives
• Select an agenda for change
• Diagnose the problem
• Select methodology
• Develop a plan
• Strategy for implementation of pan
• Implementation of plan
• Receive and evaluate the feedback
26. 14-26
Organization Development (OD)
OD can be defined as a technique for bringing change
in the entire organization.
OD is a general strategy or approach to organizational
change that is employed to analyse and diagnose the
sources of organizational problems and to develop and
implement action plans for their solution
27. 14-27
Managing the OD Process
Three basic of OD programs:
Diagnosis Continuous collection of data
about total system, its
subunits, its processes, and
its culture
Action All activities and interventions
designed to improve the
organization’s functioning
Program
management
All activities designed to
ensure success of the
program
28. 14-28
Diagnosis – The Six-Box Model
Leadership
Purposes
Relationships
Helpful
Mechanisms
Rewards
Structure
Weisbord identifies six
critical areas where
things must go right if
organization is to be
successful. According
to him, the consultant
must attend to both
formal and informal
aspects of each box.
This model is still widely
used by OD practitioners
Marvin Weisbord
29. 14-29
Actions….
Interventions are the actions taken to produce desired changes.
Four conditions that give rise to the need for OD interventions:
1. The organisation has a problem
(corrective action – to fix it)
2. Organization sees an unrealized opportunity
(enabling action – to seize the opportunity)
3. Features of organization are out of alignment
(alignment action – to get things back ‘in sync’)
4. Yesterday’s vision is no longer good enough
(action for new vision – actions to build necessary
structures, processes and culture to make new vision a
reality)
30. 14-30
Program Management
Motivating Change
Creating a Vision
Developing Political Support
Managing the Transition
Sustaining Momentum
Effective Change
Management
Cummings and Worley identified 5 sets of activities required for effective
change management:
31. 14-31
Program Management Contd..
John P. Kotter
Kotter’s 8-stage process for managing organizational change:
Establishing a sense of urgency
Creating a guiding coalition
Developing a vision and strategy
Communicating the changed vision
Empowering a broad base of people to take action
Generating short term wins
Consolidating gains and producing even more change
Anchoring (institutionalizing) the new approaches into the culture
1
2
3
4
5
6
7
8
HBR,Mar-Apr1995,p.61
32. 14-32
Team development:
• underlying aim of team development is to increase
trust among team members because people work
better together when there is open and honest sharing
about the problems and difficulties that they have with
one another. As such, at the initial level, the attempt
should be to develop such an environment where
such trust can be developed among the team
members
33. 14-33
Grid Organization Development:
• It developed by Blake and Mouton, is a
comprehensive and systematic OD Program. The
Program aims at individuals, groups and the
organization as a whole. It utilizes a considerable
number of instruments, enabling individuals and
groups to assess their own strength and
weaknesses. It also focuses on skills, knowledge
and processes necessary for effectiveness at the
individual, group and inter-group and total
organization levels.
35. 14-35
1.Education and Communication
Where there is a lack of information or
inaccurate information and analysis. One of
the best ways to overcome resistance to
change is to educate people about the
change effort beforehand. Up-front
communication and education helps
employees see the logic in the change
effort. this reduces unfounded and incorrect
rumors concerning the effects of change in
the organization
36. 14-36
2.Participation and
Involvement
Where the initiators do not have all the
information they need to design the change
and where others have considerable power
to resist. When employees are involved in
the change effort they are more likely to
buy into change rather than resist it. This
approach is likely to lower resistance and
those who merely acquiesce to change
37. 14-37
3.Facilitation and Support
Where people are resisting change due to
adjustment problems. Managers can head-off
potential resistance by being supportive of
employees during difficult times. Managerial
support helps employees deal with fear and
anxiety during a transition period. The basis of
resistance to change is likely to be the perception
that there some form of detrimental effect
occasioned by the change in the organization. This
approach is concerned with provision of special
training, counseling, time off work
38. 14-38
4.Negotiation and Agreement
Where someone or some group may lose out
in a change and where that individual or group
has considerable power to resist. Managers
can combat resistance by offering incentives
to employees not to resist change. This can be
done by allowing change resistors to veto
elements of change that are threatening, or
change resistors can be offered incentives to
leave the company through early buyouts or
retirements in order to avoid having to
experience the change effort. This approach
will be appropriate where those resisting
change are in a position of power.
39. 14-39
5.Manipulation and Co-option
Where other tactics will not work or are too expensive.
Kotter and Schlesinger suggest that an effective
manipulation technique is to co-opt with resisters. Co-
option involves the patronizing gesture in bringing a
person into a change management planning group for the
sake of appearances rather than their substantive
contribution. This often involves selecting leaders of the
resisters to participate in the change effort. These leaders
can be given a symbolic role in decision making without
threatening the change effort. Still, if these leaders feel
they are being tricked they are likely to push resistance
even further than if they were never included in the
change effort leadership.
40. 14-40
6.Explicit and Implicit Coercion
• Where speed is essential and to be used only as
last resort. Managers can explicitly or implicitly
force employees into accepting change by
making clear that resisting to change can lead
to losing jobs, firing, transferring or not
promoting employees.
Technological advances - Can lead to incremental or radical changes in how services and products are designed, produced, and delivered. Technology that is inconsistent with existing culture may cause resistance to change among managers and associates.
Introduction and removal of government regulations - Firms in deregulated industries typically must adapt to a more competitive environment. Firms that prosper in a regulated environment may fail in one that is deregulated
Changes in societal values - Changing values influence consumer purchases. Society’s values are evidenced in employee attitudes, behaviors, and expectations. Society’s values are represented in government regulations.
Shifting political dynamics – political pressures – both national and international – can influence organizational operations. The political philosophy of those elected to office, interpretation of legislation, and government policies play a role.
Changes in demographics - May cause alteration of internal practices to ensure fair treatment for people of all races and ages.
Growing international interdependence – Reliance on imports, various treaties, and the impact of struggles and conflicts in other countries.
Technological advances - Can lead to incremental or radical changes in how services and products are designed, produced, and delivered. Technology that is inconsistent with existing culture may cause resistance to change among managers and associates.
Introduction and removal of government regulations - Firms in deregulated industries typically must adapt to a more competitive environment. Firms that prosper in a regulated environment may fail in one that is deregulated
Changes in societal values - Changing values influence consumer purchases. Society’s values are evidenced in employee attitudes, behaviors, and expectations. Society’s values are represented in government regulations.
Shifting political dynamics – political pressures – both national and international – can influence organizational operations. The political philosophy of those elected to office, interpretation of legislation, and government policies play a role.
Changes in demographics - May cause alteration of internal practices to ensure fair treatment for people of all races and ages.
Growing international interdependence – Reliance on imports, various treaties, and the impact of struggles and conflicts in other countries.
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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.
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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.
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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.