managing organizational changes and development
TRANSCRIPT
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Managing Organizational ChangesManaging Organizational Changes
and Developmentand Development
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Making things differentChange
the movement of an organization from its currentstate to some future and preferred state.
it does not occur spontaneously; it takes placewhen the forces encouraging change becomemore powerful than those resisting change.
OrganizationalChange
change activities that are intentional and goaloriented.
PlannedChange
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Planned Change in terms of
order and magnitude
linear and continuous change
implies no fundamental shifts in assumptionsthat organizational members hold about theworld or how the organization can improve itsfunctioning.
First Order
Change
multidimensional, multilevel, discontinuous,radical change involving reframing ofassumptions about the organization and theworld in which it operates.
Second OrderChange
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Who are the Change Agents?
they are the person whoacts as catalysts andassume the responsibility formanaging activities
they can be managers,employees of theorganization or outsideconsultant
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Forces for ChangeForces for Change
TechnologicalForces
Employees Needsand Values
Social Forces
Business andeconomic forces
Organizationalforces
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Types of ChangeTypes of Change
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Types of Changes According to degree
which they are innovative
involves new equipment, new work procedures, new methods ofprocessing information and other automation.
Technological Changes
involves changes on organizational design and the methods tocoordinate work.
Structural Changes
involves improving employee skills, attitudes, motivation and behavior.
People Oriented Change
concurrent change in organizational technology and structure.
Techno structural Changes
concurrent change in people and technology.
Socio technical Change
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Reasons behind our reactions to changeReasons behind our reactions to change
when we conclude that a proposed change will cause us tolose something of value, we have vested in resisting it. Themore we expect to gain from change the more we support it.
Perception of value
we all fear the unknown, so we are less likely to supportchange if we dont understand it. If we are confused aboutthe implications of change, we usually assume the worst and
react accordingly.
Understanding the change
if our trust in management is low, our first reaction is to ask,what is really going to happen and how it is going to harmme? When we dont trust the initiators of change, virtuallyany change tends to be received negatively. When trust ishigh, we are more likely to support change.
Trust in the initiators
it is clearly logical to expect that those who think change is agood idea will more likely to support it than those who thinkchange is a bad idea.
Agreement with the change
our personal characteristics affect whether we will support orresist change.Personal Feelings
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Resistance to Change
Distracting Demotivating
Insecurity Compromising Timing Indecisiveness
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Developing support for
change
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Organizational DevelopmentOrganizational Development
a collection of planned change interventions, built on
humanistic-democratic values that seeks to improveorganizational effectiveness and employee well-being.
a process for diagnosing organizational problems by lookingfor incongruencies in environment, structures, processes and
people.
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Organizational development starts with the
development of people which could be
achieved through
1. Making employees feel theirimportance, shown through
right just and fair return for thehuman capital investment.
2. Providing a good workingenvironment where the
employees would feel secure,safe and comfortable whileperforming their respective
tasks.
3. Recognizing and satisfyingthe needs of each employee.
4. Improving the employeespersonal conditions in a
workplace where they willconsider work as play, not a
tedious task that exhaust
them.
5. Involving employees inmatters that affect them.
6. Letting employeesexperience freedom to decide
on what they want to do intheir assigned tasks with
provisions to balance.
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Planning and managing the
change process