Change As An Organization Process

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<ul><li><p>DCE 5632<br />Organizational Change &amp; Development</p><p>Title:</p><p>Change As An Organization Process</p><p>Instructor:</p><p>Dr Khairuddin B. Idris</p><p>Group Member:</p><p>Zulhilmi Sham B. Mohd Noor GS27893</p><p>Nurul Aishah Bt. Musa GS28101</p><p>Shaaheda Bt. Mat AriffGS27780</p></li><li><p>Definition of Change</p><p>Change is the continuous adoption of corporate</p><p>strategies and structures to changing external</p><p>conditions.(Colin, 1990)</p></li><li><p>Types Of Change</p>Organizational Development : This is the more gradual and evolutionary approach to change. It bases on the assumption that it is possible to align corporate objectives with the individual employees objectives.Reengineering : This is known as corporate transformation or business transformation. </li><li><p>Theories of Planned Change</p>Lewins Change Model</li><li><p>1) Unfreezing</p><p>- Reducing those forces maintaining the organizations </p><p> behavior at its current level.</p><p>- Focus is to create the motivation to change.</p><p>- Process of psychological disconfirmation. </p><p>- Involve creating ways to reduce barriers to change.</p><p>2) Movement</p><p>- Shifts the behavior of the organization, department or individuals </p><p> to a new level.</p><p>- Involves intervening in the system to develop new behaviors, </p><p> values &amp; attitudes through changes in organizational structure &amp; </p><p> processes.</p><p>3) Refreezing</p><p>- Change is stabilized by helping employees integrate the changed </p><p> behaviors or attitude into their normal ways of doing things.</p><p>- Giving employees the chance to exhibit new behaviors, which are </p><p> then reinforced.</p></li><li>Action Research Model</li><li>Focuses on planned change as a cyclical process in which initial research about the organization provides information to guide subsequent action.Objective : <p>- help organizations implement planned change &amp; develop more general knowledge that can be applied to other settings</p>Trends in the application of action research include movement from smaller subunits of organizations to total systems &amp; communities. </li><li>Positive Model</li><li>Focuses on what the organization is doing right.Has been applied to planned change primarily through a process called appreciative inquiry (AI).AI encourages a positive orientation to how change is conceived &amp; managed.</li><li><p>Resistance to change</p>People and Organizations resist changes from both internal and external sources and planned and unplanned changeManagers reactionSee resistance as a problemTreat it coercivelyAdded resistanceSee resistance as a signalPeople need more information, or better treatmentGather insights from people</li><li><p><br />Sources of Resistance to Change</p><p>Individual Resistance</p><p>* Perception</p><p>* Personality</p><p>* Habit</p><p>* Threats to power</p><p> and influence</p><p>* Fear of the unknown</p><p>* Economic reasons</p><p>Organizational Resistance</p><p>* Organization design</p><p>* Organizational culture</p><p>* Resource limitations</p><p>* Fixed investments</p><p>* Interorganizational</p><p> agreements</p><p>Resistance to Change</p></li><li><p><br />Employee Readiness for Change</p><p>Source: Adapted from Zeira, Y., and Avedisian, J. Organizational planned change: Assessing the</p><p>chances for success. Organizational Dynamics, Spring 1989, 37.</p><p>Perceived Personal Risk from Change</p><p>Level of Dissatisfaction</p><p>with the Current </p><p>Situation</p><p>Low</p><p>Low</p><p>High</p><p>High</p><p>High readiness</p><p>for change</p><p>Moderate to</p><p> indeterminant</p><p>readiness for change</p><p>Low readiness</p><p>for change</p><p>Moderate to</p><p> indeterminant</p><p>readiness for change</p></li><li><p>Forces for</p><p>Change</p><p>Resistance to Change</p><p>Direct Costs</p><p>Fear of the Unknown</p><p>Breaking Routines</p><p>Incongruent Systems</p><p>Incongruent Team Dynamics</p></li><li><p>Minimizing</p><p>Resistance</p><p>to Change</p><p>Communication</p><p>Training</p><p>Employee</p><p>Involvement</p><p>Stress</p><p>Management</p><p>Negotiation</p><p>Coercion</p><p>Minimizing Resistance to Change</p><p>Source: Adapted with permission from Cummings, J.G., and Worley, C.G. Organization Development</p><p>and Change, 6th ed. Cincinnati: South-Western, 1997, 154.</p></li><li><p>Change Management Activities</p></li><li>1) Motivating Change<p># Creating Readiness for Change</p><p>- sensitive the organization to pressure for change.</p><p>- identify gaps between actual and desired states.</p><p>- convey credible positive expectations for change.</p><p># Overcoming Resistance to Change</p><p>- provide empathy and support.</p><p>- communicate.</p><p>- involve member in planning and decision making.</p>2) Creating a Vision<p>- Describes the core purpose &amp; values that guide the organization as well as envisioned future toward which change is directed.</p>3) Developing Political Support<p>- organization can be seen ad loosely structure coalitions of individual s and groups having different preferences &amp; interest</p></li><li>4) Managing the Transition<p>- Beckhard &amp; Harris pointed that the transition may be quite different from the current state of the organization &amp; consequently require special management structures &amp; activities.</p>5) Sustaining Momentum<p># Activities to sustain momentum:-</p><p>- provide resources for change.</p><p>- build a support system for change agents.</p><p>- develop a new competencies and skills.</p><p>- reinforce new behaviors.</p><p>- stay the course.</p></li><li><p>Strategies Of Organizational Change</p>Six ways:<p>Individual change strategies</p><p>Techno structural strategies</p><p>Data-base strategies</p><p>Organizational development</p><p>Violent and coercive strategies</p><p>Nonviolent yet direct action strategies</p></li><li><p>Key Element Of Successful Change</p>Committed and active participation of leadershipCulture changeEnergetic involvement of an empowered and educated work forceEffective communication and measurementAligning human resource systems with the goals and objectives of change</li><li><p>Definition of Organizational Development</p>Burkes Definition of OD<p>OD is a planned process of change in an organizations culture through the utilization of behavioral science technology, research and theory.</p> Beckhards Definition of OD<p>OD is an effort (1) planned, (2) organization-wide, and (3) managed from the top, to (4) increase organization effectiveness and health through (5) planned interventions in the organizations processes using behavioral science knowledge.</p>Beers Definition of OD<p> OD is a system-wide process of data collection, diagnosis, action planning, intervention, and evaluation aimed at: (1) enhancing congruence between organizational structure, process, strategy, people, and culture; (2) developing new and creative organizational solutions; and (3) developing the organizations self renewing capacity. </p><p>It occurs through collaboration of organizational members working with change agent using behavioral science theory, research, and technology.</p><p>*</p></li><li><p> Organization Development is.</p><p>a system-wide application and transfer of behavioral science knowledge to the planned development, improvement, and reinforcement of the strategies structure, and process that lead to organization effectiveness. </p></li><li><p>The Organization Development Process</p></li><li><p>Explanation</p>OD process begins when an organization recognizes that a problem exist. (when leadership has a vision of a better way and wants to improve the organization)Once the decision is made to change the situation, the next step is to assess the situation to fully understand it. The type of change desired would determine the nature of the intervention. Interventions could include T &amp; D and team interventions</li><li>Once the intervention is planned, it is implemented.Relevant data that gathered would be determined by the change goals. For example, if the intervention were training and development for individual employees or for work groups, data to be gathered would measure changes in knowledge and competencies.</li><li><p>Why Is OD Process Important</p>It will give impact achievement towards organizational goalsIncreasing trend to maximize an organization's investment in its employeesOrganizations need to "work smarter" and apply creative ideasEmployees expect more from a day's work customers demand continually improving quality</li><li><p>What is Organization Process???</p><p>The systematic way a</p><p>company defines,</p><p>organizes and implements its operations through the stages of the product life cycle</p></li><li><p>Organizational Process Framework</p></li><li>Flow activities are the routines and activities that effect the flow of tangible and intangible resources into, within and out of the organization.Conversion activities are the routines and activities that combine or change the form of input resources.</li><li><p>Step Of Organization Process</p></li><li><p>Conclusion</p><p>Change is one of organization development process. Change is important for company development. Company development is important to ensure company survival.</p></li><li><p>THANK YOU</p></li></ul>