Organisational change & developemnt

Organizational Change &

Development

• “Progress is impossible without change” – Ireland born Fabian.

• “Those who do not change their minds can not change anything” – George Bernard Shaw.

• Change is an inevitable all the time.

• Making things different.

• Every organization or a corporate , in Lincoln’s language may be described as an “of the people by the people for the people.” i.e. , it is an institutions of those who own it (shareholders) , by those who run it ( HR) and for those who support it ( the customers).

• The workforce that propels the organization towards commercial prosperity.

• The same human capita that would also steer the organization to economic safety, whenever the inevitable waves of change happen to rock the very business keel of the organization.

Why Change?

The customers demands and preferences are never static in developing economies and the shifts in the consumption patterns trigger waves in the market, which ,in turn , jerk the business entities in to new perspectives and attitude compelling them to consider an organizational change.

Organizational change manifest in the following manner

• Change in the style of management. • Change in the marketing approach and operational

functions.• Production of new products and reorientation of services • Reorientation of HR policies. • Hunt for new skills. • Attempts to inculcate in the workforce, new perspectives

of many business functions. • Change in the approach to placements , promotions and

training . • Change in the physical infrastructure and change in

business diplomacies and business rules.

Forces of Organizational Change

External Factors

Internal Factors

Changing

Customer needs

preferences

Political Factors

Eco

nom

ic

Fac

tors

Technological Changes Government Policies

Globalization &Increased competition

Organizational structure &design

Technological Changes

Managerial &Administrative processes

Individual & group

expectations System Dynamics

Features of Planned Changed

• It is deliberate ,systematic and intentionally undertaken.

• Its takes place in all organizations at varying speeds and degrees of importance.

• It takes place in all parts of an organization.

• Planned change may focus on organization's technology , products ,markets , processes , people etc.

• It can have positive as well as negative impacts.

• Planned changes are costly ,time consuming , and difficult bring about .

Goal of Managing Planned Change

• Its seeks to improve the ability of the organization to adapt to changes in its environment.

• It seeks to change employee behavior.

Change Agents

• Change agent can be managers or non mangers , employees of the organization or outside consultants.

• Persons who act as catalysts and assume the responsibility for managing change activities.

Resistance to Change

Individual Resistance

• Habit

• Security

• Economic Factors

• Fear of Unknown

• Selective Information Processing

Organizational Resistance

• Structural inertia

• Limited Focus of Change

• Group Inertia

• Threat to Expertise

• Threat to established Power Relationships

• Threats Established resources Allocations

Overcoming Resistance to Change

• Education and Communication • Participation • Facilitation and Support • Negotiation • Manipulation & Cooptation (participations)• Coercion ( threats of transfer , loss of promotions ,

negative performance evaluations, and a poor letter of recommendation .)

Lewin’s Three Step Process to Changing Behaviour

UNFREEZING

Resistance to change lessened, need for change created(Equilibrium disturbed)

MOVING

From old behaviourto the new(Changes)

REFREEZING

Change made permanent

• Unfreezing : change efforts to overcome the pressure of both individual resistance and group conformity.

• Refreezing : stability a change intervention by balancing driving and restraining forces.

• Driving Forces : Forces that direct behaviour away from the status quo.

• Restraining Forces : Forces that hinder movement from the existing equilibrium.

Restraining &Driving Forces

Driving Force

Restraining Forces

Organizational Development (OD)

• A collection of planned change interventions , built on humanistic –democratic values , that seeks to improve organizational effectiveness and employee well-being.

Organization Development (OD)

‘Organization development (OD) is a long term effort, led and supported by top management, to improve an organization’s visioning, empowerment, learning, and problem-solving processes, through an ongoing, collaborative management of the organization culture - with special emphasis on the culture of intact work teams and other team configurations - utilizing the consultant-facilitator role and the theory and technology of applied behavioral science, including action research.’

The OD Paradigm Values and Organizational growth and Collaborative and participative processes and a

spirit of inquiry.

The following values in most OD effort.

• Respect for people

• Trust and support

• Power equalization

• Confrontation

• Participation

OD Techniques or interventions

• Sensitivity Training (laboratory training , encounter groups , T-groups)

• Survey Feedback

• Process Consultation

• Team Building

• Intergroup Development

• Appreciative Inquiry

Thank You !!