Ch Apte R Sixtee N: Orga Nizatio N C Ha Nge An D Deve Lopm Ent

CH APTE R SIXTEE N

ORGA NIZATIO N C HA NGE AN D DEVE LOPM ENT

UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S

1

FORCE S F OR CH ANGE      

Nature of workforce Technology Economic shocks Competition Social trends World politics

UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S

2

MANAGING PLANNED





CH AN GE

Change- making things different Planned change- change activities that are intentional and goal oriented

UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S

3

GO ALS O F PLANNED CH ANGE 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. 

UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S

4

WHO IS RE SPONSIB LE FOR MA NAG ING CHA NGE A CTIVITE S? Change agents- persons who act as catalysts and assume the responsibility for managing change.

UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S

5

CH ARACTE RIS TICS OF SUCCE SS FUL CH ANGE AGENTS HELP SCORE S- Ha ve loc k & Sh askin 1. Homophily 6. Capacity 2. Empathy 7. Openness 3. Linkage 8. Reward 4. Proximity 9. Energy 5. Structuring 10. Synergy

UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S

6

WH AT C AN CH ANGE AGENTS CH ANGE ? 2. 3. 4. 5.

Structure Technology Physical setting People

UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S

7

INDIVI DUAL RES ISTANCE TO CHANGE     

Habit Security Economic factors Fear of unknown Selective information processing

UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S

8

ORGANIZ ATIONAL RESIS TANCE TO CH ANGE      

Structural inertia Limited focus of change Group inertia Threat to expertise Threat to established power relationship Threat to established resources allocation

UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S

9

TACTICS TO O VERCO ME RE SISTANCE TO CH ANGE 1. 2. 3. 4. 5. 6.

Education and communication Participation Facilitation and support Negotiation Manipulation and cooptation Coercion

UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S 10

APPRO ACH ES TO MANAGI NG ORGANIZ ATIONAL CH ANGE 1. 2. 3.

1. K URT LEW INS M OD EL Unfreezing- the statusquo Movement- to a new state Refreezing- the new change to make it permanent Invol ve s: * Driving forces * Restraining forces

UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S 11

APPRO ACH ES TO MANAGI NG ORGANIZ ATIONAL CH ANGE 2. AC TION RE SEARC H 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. Invol ve s five step s: Diagnosis, Analysis, Feedback, Action and Evaluation UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S 12

ORGANIZ ATI ONAL DEVEL OPMEN T (OD ) Frenc h & Bell A collection of planned change interventions, built on humanisticdemocratic values, that seek to improve organizational effectiveness and employee well-being.

UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S 13

UNDERLYI NG VALUES I N OD EF FORTS     

Respect for people Trust and support Power equalisation Confrontation participation

UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S 14

OD INTE RV ENTION S (TE CH NIQ UES) FOR BRIN GING A BOU T CHA NGE 1. Sens it ivi ty train ing (T Groups) 2.

3.

Training groups that seek to change behaviour through unstructured group interaction. Surve y feed ba ck. The use of questionnaire to identify discrepancies among member perceptions: discussion follows and remedies are suggested. Pr ocess consu lt at ion 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.

UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S 15

OD INTE RVENTIONS (Co ntd. )

4.

Te am buil di ng

Utilises high interaction among team members to increase trust and openness. 5. In ter gro up De ve lo pme nt Efforts to change the attitudes, stereotypes and perceptions that groups have of one another.

UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S 16

CO NCLUSIO N

OD is a subject by itself offered as an elective for students specialising in HR.

UGC/TRIEA/UNOM/DOMS/PTS

OB/L16/S 17