CHAPTER SIXTEEN

ORGANIZATION CHANGE
AND DEVELOPMENT

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 FORCES FOR CHANGE

 Nature of workforce
 Technology
 Economic shocks
 Competition
 Social trends
 World politics

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 MANAGING PLANNED
CHANGE

 Change- making things different

 Planned change- change activities

that are intentional and goal
oriented

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GOALS OF PLANNED CHANGE

 It seeks to improve the ability of

organizations to adopt to changes in the
environment.
 It seeks to change employee behaviour

@ First order change- linear and

continuous change.
@ Second order change- change that is
multi dimensional, multilevel,
discontinuous and radical.

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 WHO IS RESPONSIBLE FOR
MANAGING CHANGE
ACTIVITES?

Change agents- persons who act

as catalysts and assume the
responsibility for managing
change.

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 CHARACTERISTICS OF
SUCCESSFUL CHANGE
AGENTS
HELP SCORES- Havelock &
Shaskin
1. Homophily 6. Capacity
2. Empathy 7. Openness
3. Linkage 8. Reward
4. Proximity 9. Energy
5. Structuring 10. Synergy
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 WHAT CAN CHANGE AGENTS
CHANGE?

1. Structure
2. Technology
3. Physical setting
4. People

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 INDIVIDUAL RESISTANCE TO
CHANGE

 Habit
 Security
 Economic factors
 Fear of unknown
 Selective information processing

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 ORGANIZATIONAL
RESISTANCE TO CHANGE
 Structural inertia
 Limited focus of change
 Group inertia
 Threat to expertise
 Threat to established power
relationship
 Threat to established resources
allocation
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 TACTICS TO OVERCOME
RESISTANCE TO CHANGE
1. Education and communication
2. Participation
3. Facilitation and support
4. Negotiation
5. Manipulation and cooptation
6. Coercion

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 APPROACHES TO MANAGING
ORGANIZATIONAL CHANGE
1. KURT LEWINS MODEL
1. Unfreezing- the statusquo
2. Movement- to a new state
3. Refreezing- the new change to make it
permanent
Involves:
* Driving forces
* Restraining forces

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 APPROACHES TO MANAGING
ORGANIZATIONAL CHANGE
2. ACTION RESEARCH
Refers to a change process based on
the systematic collection of data and
then selection of a change action
based on what the analysed data
indicated.
Involves five steps:
Diagnosis, Analysis, Feedback, Action
and Evaluation
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 ORGANIZATIONAL
DEVELOPMENT (OD)
French & Bell
A collection of planned change
interventions, built on humanistic-
democratic values, that seek to
improve organizational
effectiveness and employee well-
being.

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 UNDERLYING VALUES IN OD
EFFORTS

 Respect for people

 Trust and support
 Power equalisation
 Confrontation
 participation

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 OD INTERVENTIONS
(TECHNIQUES) FOR BRINGING
ABOUT CHANGE
1. Sensitivity training (T Groups)
Training groups that seek to change behaviour through
unstructured group interaction.
2. Survey feed back.
The use of questionnaire to identify discrepancies among
member perceptions: discussion follows and remedies are
suggested.
3. Process consultation
Consultant gives a client insights into what is going on
around the client, within the client, between client and
other people; identifies processes that need improvement.

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 OD INTERVENTIONS (Contd.)

4. Team building
Utilises high interaction among team members
to increase trust and openness.

5. Intergroup Development
Efforts to change the attitudes, stereotypes
and perceptions that groups have of one
another.

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 CONCLUSION

OD is a subject by itself offered as

an elective for students
specialising in HR.

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