Key concepts in Organizational Development Organizational Change and Development - Manu Melwin Joy
Organizational Change and Development
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Transcript of Organizational Change and Development
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Organizational ChangeOrganizational 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.
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CHARACTERSTICS OF O.C.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.
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The Evolution of StarbucksThe Evolution of Starbucks
Exploring Behavior in Action
In the beginning they had only just a shop that sold some selected coffee beans.
As Starbucks growing, they realized that the informal techniques were not sufficient and needed to have a more formalized with people and places.
Now Starbucks was the biggest coffee chain network in the world with more than 15000 shops in over 44 countries. And they grown too fast.
They adopting the Italian culture and make some important changes in organization.
Howard Schultz
Dave Olsen
Dawn Pinaud
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Change ForcesChange Forces
INTETRNAL FORCES
Work forceManagerial personnelManagement structureAvoid developing inertia
External Forces
TechnologyMarketing conditionsSocial changesPolitical forces
Change forces
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Internal Pressures for ChangeInternal Pressures for Change
Work force
Managerial personnel
Avoid developing inertia
Management structure
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External Pressures for ChangeExternal Pressures for Change
Technological advances
Marketingconditions
Socialchanges
PoliticalForces
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ManagerialAdvice
Companies’ Responses Companies’ Responses to Pressures for “Green” to Pressures for “Green”
Policies and PracticesPolicies 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.
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Change AgentsChange Agents
• A Persons in organization responsible for managing change activities.
• Can be managers or non managers, current employees, newly hired employees or outside consultants.
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Process of Planned ChangeProcess of Planned Change
Unfreezing RefreezingMoving
• Provide rationale for change
• Create minor levels of guilt/anxiety about not changing
• Create sense of psychological safety concerning change
• Provide information that suspects proposed changes
• Bring about actual shifts in behavior
• Implement new evaluation systems
• Implement new hiring and promotion systems
Kurt Lewin
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ExperiencingStrategic OB
Coca-Cola Is Finding a New FizzCoca-Cola Is Finding a New Fizz
Neville Isdell Sandy Douglas
Coca-Cola is changing its culture, andalso enhance its product line to bettersatisfy the demand of customers.
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Speed of ChangeSpeed of Change
Criteria toConsider
Urgency
Degree of support
Amount and complexity of change
Competitive environment
Knowledge and skills available
Financial and other resources
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Resistance to ChangeResistance to Change
Four Factors
Organizational Organizational ResistanceResistance
Group Group ResistanceResistance
Effort to block new ways of doing things
Individual Individual ResistanceResistance
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Individual ResistanceIndividual Resistance
•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•Extend of change•Psychological factors•Social factors
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Group ResistanceGroup 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.
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Organizational ResistanceOrganizational ResistanceOrganizational 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. Majority of the business firm are also resistance to
changes. The major reason for organizational resistance are:-
•Threat to power•Group inertia•Organizational structure •Threat to specialization•Resource constants•Sunk costs
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CommunicationCommunication • Highest priority and first strategy for change
• Improves urgency to change
• Reduces uncertainty (fear of unknown)
• Problems -- time consuming and costly
Minimizing Resistance to ChangeMinimizing Resistance to Change
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CommunicationCommunication • 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 ChangeMinimizing Resistance to Change
TrainingTraining
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CommunicationCommunication • 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 ChangeMinimizing Resistance to Change
TrainingTraining
Employee Employee InvolvementInvolvement
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CommunicationCommunication • 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 ChangeMinimizing Resistance to Change
TrainingTraining
Employee Employee InvolvementInvolvement
Stress Stress ManagementManagement
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CommunicationCommunication
• 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 ChangeMinimizing Resistance to Change
TrainingTraining
Employee Employee InvolvementInvolvement
Stress Stress ManagementManagement
Negotiation
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CommunicationCommunication
• When all else fails
• Assertive influence
• Firing people -- radical form of “unlearning”
• Problems• Reduces trust• May create more subtle
resistance
Minimizing Resistance to ChangeMinimizing Resistance to Change
TrainingTraining
Employee Employee InvolvementInvolvement
Stress Stress ManagementManagement
Negotiation
Coercion
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Organization Development (OD)Organization Development (OD)
• Planned change
• Long range change
• Problem solving
• Team building
• Feedback
A planned, organization-wide, continuous process designed to
improve communication, problem solving, and learning through the application of behavioral science
knowledge
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Basic Organization Development Basic Organization Development ModelModel
Diagnosis of Diagnosis of SituationSituation
Introduction of Introduction of interventionsinterventions
Progress Progress MonitoringMonitoring
FeedbackFeedback
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Organization Development Organization Development InterventionsInterventions
OrganizationDevelopment
Structural TechniquesRelationship Techniques
T-group Training
Team Building
Survey Feedback
Job Redesign
Management by Objectives
Supplemental Organizational Processes
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Relationship TechniquesRelationship Techniques
T-group TrainingT-group Training
Team BuildingTeam Building
Survey FeedbackSurvey Feedback
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Structural Structural TechniquesTechniquesJob RedesignJob RedesignJob RedesignJob Redesign
Management by Management by Objectives (MBO)Objectives (MBO)Management by Management by Objectives (MBO)Objectives (MBO)
SupplementalSupplementalOrganizationalOrganizational
ProcessesProcesses
SupplementalSupplementalOrganizationalOrganizational
ProcessesProcesses
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