Organisational Behaviour Presentation
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Organisational Behaviour Presentation as PDF for free.
More details
- Words: 1,017
- Pages: 23
Two sides of the same coin?
OVERVIEW • What is Organisational Behaviour • Change Management • Change management Principles • John P Kotter's eight steps to
successful change • Theory
Definition Of OB • Organizational Behaviour (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
Organizational Behavior Productivity, Absenteeism, and Turnover
Job Satisfaction
The Organization
Goals of Organizational Behavior
Prediction Explanation
Control
Definition • Change management is the process of developing a planned approach to bring a change in an organization. Typically the objective is to maximize the collective benefits for all people involved in the change and minimize the risk of failure of implementing the change. The discipline of change management deals primarily with the human aspect of change, and is therefore related to pure and industrial psychology.
CHANGE MANAGEMENT PRINCIPLES • At all times involve and agree support from people within system (system = environment, processes, culture, relationships, behaviours, etc., whether personal or organisational). • Understand where you/the organisation is at the moment. • Understand where you want to be, when, why, and what the measures will be taking for having got there. • Plan development towards above No.3 in appropriate achievable measurable stages. • Communicate, involve, enable and facilitate involvement from people, as early and openly and as fully as is possible.
John P Kotter's eight steps to successful change • • • •
•
Increase urgency - inspire people to move, make objectives real and relevant. Build the guiding team - get the right people in place with the right emotional commitment, and the right mix of skills and levels. Get the vision right - get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency. Communicate for buy-in - Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people's needs. De-clutter communications - make technology work for you rather than against. Empower action - Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognise progress and achievements.
Continued.. • Create short-term wins - Set aims that are easy to achieve - in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones. • Don't let up - Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones. • Make change stick - Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture.
When your organization is changing? Nature of the Change
Resistance to Change
Organization’s Culture
Leadership for Change
Change Dynamics
Keep these factors in perspective
Why do people resist change? “It has been said that the only people who want to change are babies who have wet diapers.” Rev. Sharon Patterson, Ph.D.
“Resistance isn't an indication that something is wrong with what you are trying to change. It is an indication that something is happening.” James Hunt
Signs of resistance • • • • • • • • •
Confusion. Immediate Criticism. Denial. Malicious Compliance. Sabotage. Easy Agreement. Deflection (change the subject). Silence. In-Your-Face Criticism.
Tendency to Be Assertive
What do people do when they perceive conflict with others Competing
Collaborating
Compromising
Avoiding
Accommodating
Tendency to Be Cooperative
How Intense is the Resistance? • Level 1: Resisting the Idea Itself- a cognitive difference of opinion. – Misinformation, missing data, conflictive data, misunderstandings about tradeoffs… • Level 2: Resistance due to deeper emotional issues – Feelings of being undervalued, taken advantage of, distrust, fear of isolation, lack of incentives, loss of respect, world issues… • Level 3: Deeply Embedded – Historic animosity, basic differences in values, totally different goals…
Guides: Responding to resistance • NO. 1: Maintain clear focus – Keep both long and short view, persevere
• NO. 2: Embrace resistance • NO. 3: Respect those who resist – Respect vs. trust – Listen with interest – Tell the truth
• NO. 4: Relax
– Stay calm to stay engaged – Know their intentions
• NO. 5: Join with the Resistance – Begin together – Change the game – Find themes and possibilities
When your organization is changing? Nature of the Change
Resistance to Change
Organization’s Culture
Leadership for Change
Change Dynamics
Keep these factors in perspective
Staged Change Model Oblivious to needs, desires, or efforts
You should facilitate stage-to-stage changes, not the overall change Passive Information Gathering
Awareness that things are happening
Passive information gatherers are willing to invest less time and energy.
Interest in the things that are happening Decisions about what is happening
Active Information Gathering
Active information gatherers are willing to invest more time and energy.
Commitment to aid or resist the changes that are happening
Action
Accept that people behave differently ANALYZERS
ASSERTIVENESS
AMIABLES
C O O P E R A T I V E W I T H P E O P L E
DRIVERS
WITH PEOPLE
EXPRESSIVES
When your organization is changing? Nature of the Change
Resistance to Change
Organization’s Culture
Leadership for Change
Change Dynamics
Keep these factors in perspective
Attributes of Effective Leaders • Inner drive/energy: necessary to initiate and sustain leadership of change over extended periods of time. • Intellectual capacity: necessary to listen to input from diverse sources and synthesize vision and strategy • Integrity: necessary to synthesize vision and strategy that benefits the organization first and the individual second • Mental/emotion health: necessary for selfconfidence and interpersonal skills
Leadership for Change • Change is hard work. • Leadership begins with values • Intellectual leads physical • Real changes takes real change • Leadership is a team sport • Expect to be surprised
• Today competes with tomorrow • Better is better • Focus on the future • Learning from doing • Grow people • Reflect
OVERVIEW • What is Organisational Behaviour • Change Management • Change management Principles • John P Kotter's eight steps to
successful change • Theory
Definition Of OB • Organizational Behaviour (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
Organizational Behavior Productivity, Absenteeism, and Turnover
Job Satisfaction
The Organization
Goals of Organizational Behavior
Prediction Explanation
Control
Definition • Change management is the process of developing a planned approach to bring a change in an organization. Typically the objective is to maximize the collective benefits for all people involved in the change and minimize the risk of failure of implementing the change. The discipline of change management deals primarily with the human aspect of change, and is therefore related to pure and industrial psychology.
CHANGE MANAGEMENT PRINCIPLES • At all times involve and agree support from people within system (system = environment, processes, culture, relationships, behaviours, etc., whether personal or organisational). • Understand where you/the organisation is at the moment. • Understand where you want to be, when, why, and what the measures will be taking for having got there. • Plan development towards above No.3 in appropriate achievable measurable stages. • Communicate, involve, enable and facilitate involvement from people, as early and openly and as fully as is possible.
John P Kotter's eight steps to successful change • • • •
•
Increase urgency - inspire people to move, make objectives real and relevant. Build the guiding team - get the right people in place with the right emotional commitment, and the right mix of skills and levels. Get the vision right - get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency. Communicate for buy-in - Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people's needs. De-clutter communications - make technology work for you rather than against. Empower action - Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognise progress and achievements.
Continued.. • Create short-term wins - Set aims that are easy to achieve - in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones. • Don't let up - Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones. • Make change stick - Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture.
When your organization is changing? Nature of the Change
Resistance to Change
Organization’s Culture
Leadership for Change
Change Dynamics
Keep these factors in perspective
Why do people resist change? “It has been said that the only people who want to change are babies who have wet diapers.” Rev. Sharon Patterson, Ph.D.
“Resistance isn't an indication that something is wrong with what you are trying to change. It is an indication that something is happening.” James Hunt
Signs of resistance • • • • • • • • •
Confusion. Immediate Criticism. Denial. Malicious Compliance. Sabotage. Easy Agreement. Deflection (change the subject). Silence. In-Your-Face Criticism.
Tendency to Be Assertive
What do people do when they perceive conflict with others Competing
Collaborating
Compromising
Avoiding
Accommodating
Tendency to Be Cooperative
How Intense is the Resistance? • Level 1: Resisting the Idea Itself- a cognitive difference of opinion. – Misinformation, missing data, conflictive data, misunderstandings about tradeoffs… • Level 2: Resistance due to deeper emotional issues – Feelings of being undervalued, taken advantage of, distrust, fear of isolation, lack of incentives, loss of respect, world issues… • Level 3: Deeply Embedded – Historic animosity, basic differences in values, totally different goals…
Guides: Responding to resistance • NO. 1: Maintain clear focus – Keep both long and short view, persevere
• NO. 2: Embrace resistance • NO. 3: Respect those who resist – Respect vs. trust – Listen with interest – Tell the truth
• NO. 4: Relax
– Stay calm to stay engaged – Know their intentions
• NO. 5: Join with the Resistance – Begin together – Change the game – Find themes and possibilities
When your organization is changing? Nature of the Change
Resistance to Change
Organization’s Culture
Leadership for Change
Change Dynamics
Keep these factors in perspective
Staged Change Model Oblivious to needs, desires, or efforts
You should facilitate stage-to-stage changes, not the overall change Passive Information Gathering
Awareness that things are happening
Passive information gatherers are willing to invest less time and energy.
Interest in the things that are happening Decisions about what is happening
Active Information Gathering
Active information gatherers are willing to invest more time and energy.
Commitment to aid or resist the changes that are happening
Action
Accept that people behave differently ANALYZERS
ASSERTIVENESS
AMIABLES
C O O P E R A T I V E W I T H P E O P L E
DRIVERS
WITH PEOPLE
EXPRESSIVES
When your organization is changing? Nature of the Change
Resistance to Change
Organization’s Culture
Leadership for Change
Change Dynamics
Keep these factors in perspective
Attributes of Effective Leaders • Inner drive/energy: necessary to initiate and sustain leadership of change over extended periods of time. • Intellectual capacity: necessary to listen to input from diverse sources and synthesize vision and strategy • Integrity: necessary to synthesize vision and strategy that benefits the organization first and the individual second • Mental/emotion health: necessary for selfconfidence and interpersonal skills
Leadership for Change • Change is hard work. • Leadership begins with values • Intellectual leads physical • Real changes takes real change • Leadership is a team sport • Expect to be surprised
• Today competes with tomorrow • Better is better • Focus on the future • Learning from doing • Grow people • Reflect
Related Documents
Organisational Behaviour Presentation
June 2020 11
Organisational Behaviour
July 2020 17
Organisational Behaviour
November 2019 23
Organisational Behaviour
June 2020 17
Organisational Behaviour
May 2020 12
Organisational Behaviour
June 2020 12More Documents from ""
Maruti Udyog
June 2020 20
Payment Methods In International Trade
June 2020 12
Religious Tourism
June 2020 24
