Professional Documents
Culture Documents
KETKI
PARALKAR. KANCHAN PATEL. PAURINIMA RANE. SHAMIKA RANE. NIKITA SHAH. ANUSHREE SHETTY.
C ONTENT
Introduction to Organizational change. Processes for managing change. People and change. Organizational Development Conflict resolution Fostering innovation
I NTRODUCTION
TO
O RG .C HANGE .
An opportunity or a threat
M ODEL :
M ANAGING
O RGANIZATIONAL C HANGE
Feedback Determinants Org. Initiator F rces initiating changes Change Agent
What is to be changed ?
Change Process
Implementation Tactics
Change
Result
Organizational Effectiveness
D ETERMINANTS
OF
S TRUCTURAL C HANGE
External Forces Competition Laws and regulations. New technologies. Labor market shifts. Internal Forces Strategy modifications.
Business cycles.
Social change.
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O RGANIZATIONAL I NITIATOR
I NTERVENTION S TRATEGIES
Structure
Technology
People
Organizational Process
REFREEZING
Change made permanent
Unfreezing
The driving forces, which direct behavior away from the status quo, can be increased. The restraining forces, which hinder movement from the existing equilibrium, can be decreased. The two approaches can be combined.
M OVING
Making the actual changes to move to the new state of existence. Includes the development of new strategies, structures, systems & responsibilities and the shedding of old ones.
R EFREEZING
Stabilizing, institutionalizing the changes. Making sure the organization doesn't go backwards to the old state. Reinforcement of the changes through symbols, such as changed logos, dress, building design, structures.
Individual resistance
Organizational resistance
I NDIVIDUAL
RESISTANCE
Habit
Economic factor
O RGANIZATIONAL
RESISTANCE
Structural inertia
Organizational resistance
Limited focus of change Group inertia
Threat to expertise
B ARRIERS TO E MPOWERMENT.
O RGANIZATIONAL D EVELOPMENT
An approach to organizational change in which the employees themselves formulate the change thats required and implement it, usually with the aid of a trained consultant.
The volume of change in many organisations is massive The economic scene places demands on managers while they are reluctant to change from tried and tested methods The role of management is changing and new models are needed Change management takes time
Some changes challenge basic assumptions, for example, the role of supervisory staff
The need for control remains - the skill is remaining in control when so much change is going on. More comprehensive strategic pictures are needed which integrate different changes in the organization and alleviate confusion. Organization design and re-design are as important and necessary as product, process or system design and are the responsibility of management and people in organizations, not just specialists.
OD I NTERVENTIONS
Aimed at enabling employees to develop a better understanding of their own and others behaviors for the purpose of improving that behavior such that the organization benefits.
Purpose is to increase participants insight into their own behavior and that of others by encouraging an open expression of feelings in a trainer-guided group.
OD I NTERVENTIONS ( CONT D )
Team Building
The process of improving the effectiveness of a team through action research or other techniques.
Survey Research
The process of collecting data from attitude surveys filled out by employees of an organization, then feeding the data back to workgroups to provide a basis for problem analysis and action planning.
An intervention technique in which employees collect information on existing formal organizational structures and analyze it for the purpose of redesigning and implementing new organizational structures.
S TRATEGIC A PPLICATIONS OF OD
Strategic Intervention
An OD application aimed at effecting a suitable fit among a firms strategy, structure, culture, and external environments.
Role conflicts
Role overload
Role ambiguity
S TIMULATING I NNOVATION
Creativity
Innovation
Process of Innovation
Perception
Incubation Inspiration Innovation
Organic structures
Positively influence innovation through less work specialization, fewer rules and decentralization.
Allow management to purchase innovations, bear the cost of instituting innovations, and absorb failures.
Helps to break down barriers to innovation by facilitating interaction across departmental lines.