6-Organisation, Change and Innovation
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Transcript of 6-Organisation, Change and Innovation
ORGANISATION, CHANGE AND
INNOVATION LECTURE 7
Lecturer: Sara Aslam
Fall 2011
Kinnaird College for Women
THE NATURE OF ORGANIZATION CHANGE
Organizational Change
Any substantive modification to some part of the
organization (e.g., work schedules, machinery, employees).
Forces for Change
External forces in the organization’s general and task
environments that force the organization to alter the way in
which it competes.
Internal forces inside the organization that cause it to
change its structure and strategy; some internal forces are
responses to external pressures.
Principles of Management
Instructor: Sara Aslam
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THE NATURE OF ORGANIZATION CHANGE
(CONT’D)
Planned Change
Change that is designed and implemented in an orderly and
timely fashion in anticipation of future events.
Reactive Change
Change that is a piecemeal (one thing
at a time – bit by bit) response to events
and circumstances as they develop.
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Instructor: Sara Aslam
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MANAGING CHANGE IN ORGANIZATIONS
Steps in the Change Process (The Lewin Model)
Kurt Lewin, a noted organisational theorist suggested three steps
that every change requires.
Unfreezing
Individuals who will be affected by the change should be shown
why the change is necessary.
Implementing change
The change itself is implemented
Refreezing
Involves reinforcing and supporting the change so that it
becomes a permanent part of the system.
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Instructor: Sara Aslam
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MANAGING CHANGE IN ORGANIZATIONS
Steps in the Change Process (Lewin Model)
Unfreeze
Implement Refreeze
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Instructor: Sara Aslam
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STEPS IN THE
CHANGE
PROCESS
A Comprehensive
Approach to Change
Establishment of goals for the change
Recognition of the need for change
Evaluation and follow-up
Diagnosis of relevant variables
Planning for implementation of the change
Selection of appropriate change technique
Actual implementation
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Instructor: Sara Aslam
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UNDERSTANDING RESISTANCE TO CHANGE
People resist change because of:
Uncertainty about the extent and effects of change.
Threats to self-interests, power, and influence.
Different perceptions of change effects and outcomes.
Feelings of loss in disrupted social networks, power,
security, and familiarity with existing procedures.
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Instructor: Sara Aslam
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UNDERSTANDING RESISTANCE TO CHANGE
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Instructor: Sara Aslam
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UNDERSTANDING RESISTANCE TO CHANGE
(CONT’D)
Overcoming Resistance to Change
Encourage active participation in the change process.
Provide education and communication about the
change process.
Facilitate the change process by making only
necessary changes, announcing changes in advance,
and allowing time to adapt to change.
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Instructor: Sara Aslam
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AREAS OF ORGANIZATION CHANGE
•Organization Structure&
Design
•Job design
•Departmentalization
•Reporting relationships
•Authority distribution
•Coordination
•Line-staff structure
•Overall design
•Culture
•Human resource
management
Technology and Operations
•Information technologies
•Equipment
•Work processes
•Work sequences
•Control systems
People
•Abilities and skills
•Performance
•Perceptions
•Expectations
•Attitudes & Values
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