ORGANIZATIONAL

CHANGE

CONTENTS
CONTENTS
Change and
organizational change
Characteristics of O.C
Forces for change
Types of changes
Change agents
Resistance to change
Individual resistance
Organizational resistance
Tactics to overcome
resistance to change
Main approaches
Lewins Model
Organizational Development

Chapter
Chapter Learning
Learning Objectives
Objectives

Identify

forces that act as stimulants to change.

Contrast

planned and unplanned change.

List

the forces for resistance to change.

Overcoming
Main

resistance to change.

approaches to managing organizational change.

Change is a
phenomenon that
pushes us out of our
comfort zone.

ORGANIZATIONAL
ORGANIZATIONAL CHANGE
CHANGE
Process by which organization move
from their present state to some desired
future state to increase effectiveness.

https://www.youtube.com/watch?v=0jvCTFIvjG4

CHARACTERISTICS
CHARACTERISTICS OF
OF O.C
O.C
Change happens for the pressure of both
internal and external forces in
organization.
Change in any part of organization effect
the whole organization.
Change may effect people, structure and
other element of organization.
Rate of speed and degree of significance
to the organization.
Reactive or proactive

FORCES
FORCES FOR
FOR CHANGE
CHANGE
Forces for change can be internal and external, which
effects organization.
Internal Factors

External Factors

Changes in the
managerial
positions
Deficiency in
Existing
organization
Nature of the
work force
To avoid
developing inertia
Compensation
and benefits

New Technologies
Market
Competition
Social Changes
Political and Legal
Changes
Economic Shocks

TYPES
TYPES OF
OF CHANGES
CHANGES
PLANNED CHANGE:
Change resulting from a deliberate decision to alter the
organization. These activities are intentional and goal oriented.
UNPLANNED CHANGES :
Imposed on the organization and often unforeseen

CHANGE
CHANGE AGENTS
AGENTS
Person who act as catalysts and the responsibility for
managing change activities.
Change Agents could be existing managers, non-managers,
employees or outside consultants.

RESISTANCE
RESISTANCE TO
TO CHANGE
CHANGE
Effort to block new ways of doing things.
Forms of resistance to change:
Overt and Immediate
voicing complaints, work slowdown or strike threat.
Implicit and Deferred
loss of loyalty or motivation, increased errors or abseentism.
There are two sources of resistance to change:
Individual Resistance
Organizational Resistance

INDIVIDUAL
INDIVIDUAL RESISTANCE
RESISTANCE
Individual sources reside in basic human characteristics
such as perception, personalities and needs.
Individual sources are:
Fear of uncertainty
Fear of loss
Economic factors
Security
Peer Pressure
Status Quo
Selective information processing

ORGANIZATIONAL
ORGANIZATIONAL RESISTANCE
RESISTANCE
Organizations, by their very nature are conservative. They
actively resist change:
Reason of organizational resistance:
Structural Inertia
Threat to power
Limited focus of change
Group Inertia
Threat to expertise
https://www.youtube.com/watch?v=VNc4EC4_BrI

TACTICS
TACTICS TO
TO OVERCOMING
OVERCOMING
RESISTANCE
RESISTANCE TO
TO CHANGE
CHANGE
Education and Communication
Participation
Building support and commitments
Implementing change fairly
Develop positive relationship
Selecting people who accept change

MAIN
MAIN APPROACHES
APPROACHES TO
TO MANAGE
MANAGE
ORGANIZATIONAL
ORGANIZATIONAL CHANGE
CHANGE
Lewins Three Step Change Model
Organizational Development

LEWINS
LEWINS THREE
THREE STEP
STEP MODEL
MODEL
Kurt Lewin developed a
change model
Involving three steps:
Unfreezing
change
Refreezing
The model represents a
very simple and practical
model for understanding the
change process.

ORGANIZATIONAL
ORGANIZATIONAL DEVELOPMENT
DEVELOPMENT
Organizational Development (OD)
"an effort (1) planned, (2) organization-wide, (3) managed from
the top, to (4) increase organization effectiveness and health
through (5) planned interventions in the organization's
'processes', using behavioural-science knowledge. - Beckhard

OD Values

Respect for people

Trust and support
Power equalization
Confrontation
Participation

Six
Six OD
OD Techniques
Techniques
1. Sensitivity Training
Training groups (T-groups) seek to change behavior
through unstructured group interaction
Provides increased awareness of others and self
Increases empathy with others, listening skills,
openness, and tolerance for others.
2. Survey Feedback Approach
The use of questionnaires to identify discrepancies
among member perceptions; a discussion follows and
remedies are suggested

Six
Six OD
OD Techniques
Techniques (Contd..)
(Contd..)
3. Process Consultation (PC)
A consultant gives a client insights into what is going
on around the client, within the client, and between the
client and other people; identifies processes that need
improvement.
4. Team Building
High interaction among team members to increase trust and
openness

5. Intergroup Development
OD efforts to change the attitudes, stereotypes, and
perceptions that groups have of each other

6. Appreciative Inquiry
Instead of looking for problems to fix, appreciative inquiry
seeks to identify the unique qualities and special strengths of
an organization, which employees can then build on to
improve performance. This process comprises of four steps:

Discovery: Recalling the strengths of the organization

Dreaming: Speculation on the future of the organization
Design: Finding a common vision
Destiny: Deciding how to fulfill the dream

THANK
THANK YOU
YOU