Organizational Development and Change

Nepal Academy Of Tourism And Hotel Management

Representative Sachin Panthee Anisha Nagarkoti Deepika Ranabhat Binita koirala

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ContentIntroduction about ODCStart Point of ODImportance in Hospitality IndustryResistance to change

Sources Of resistance to changeTactics for overcoming resistance to change

Theory (Model)Lawins 3 step change modelKotter 8 step change model

Outcome

Change

Change is a structured approach to shifting/transitioning individuals, teams, and organizations from a current state to a desired future state.

It is an organizational process aimed at helping employees to accept and embrace changes in their current business environment.

In project management, change management refers to a project management process where changes to a project are formally introduced and approved.

CONTD…

Kotter  defines change management as the utilization of basic structures and tools to control any organizational change effort. Change management's goal is to minimize the change impacts on workers and avoid distractions.

First order change

Change (making moderate adjustments)

Second order change

(reinvent, reengineer, rewrite)

Organizational Development

Organization development is a system-wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organization's effectiveness.

OD Values◦ Respect for people◦ Trust and support◦ Power equalization◦ Confrontation◦ Participation

Poor morale

Unclear goals

Poor quality

Poor t

eam pe

rform

ance

Intergroup conflictOrganization

Poorly designed tasks

Inappropriate leadership style

Interpersonal conflicts

Low productivity

Poor alignment to organization’s strategy

Start Point

Inappropriate o

rganizatio

n structu

re

ImportanceHigher employee turnover.Keep up to date.Product innovation.Growth.Work process.Address problem.New income stream.Quality service.Higher efficiency.

Resistance to Change

Resistance to change appears to be a natural and positive reaction to change.

Forms of Resistance to Change:

-Overt and Immediate• Voicing complaints, engaging in job actions

-Implicit and Deferred• Loss of employee loyalty and motivation,

increased errors or mistakes, increased absenteeism

• Deferred resistance clouds the link between source and reaction

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Sources of Resistance to Change

17-10

Tactics for Overcoming Resistance to Change

Education and Communication◦ Show those effected the logic behind the change

Participation◦ Participation in the decision process lessens resistance

Building Support and Commitment◦ Counseling, therapy, or new-skills training

Implementing Change Fairly◦ Be consistent and procedurally fair

Manipulation and Cooptation◦ “Spinning” the message to gain cooperation

Selecting people who accept change◦ Hire people who enjoy change in the first place

Coercion◦ Direct threats and force

17-11

Models and Theory Lewin’s Three-Step Change Model

UnfreezingChange efforts to overcome the pressures of both

individual resistance and group conformity by increasing the driving force and decreasing the restraining force

MovingMoving from the status quo to the desired end state

RefreezingStabilizing a change intervention by balancing

driving and restraining forces 17-12

Unfreeze Move Refreeze

Kotter's Eight Step Change Model

 1. Increase urgency - inspire people to move, make

objectives real and relevant. 2. Build the guiding team - get the right people in place with

the right emotional commitment, and the right mix of skills and levels.

 3. 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.

 4. 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.

 

Contd..

 5. Empower action - Remove obstacles, enable constructive

feedback and lots of support from leaders - reward and recognise progress and achievements.

 6. 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.

 7. Don't let up - Foster and encourage determination and

persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones.

 8. Make change stick - Reinforce the value of successful

change via recruitment, promotion, and new change leaders. Weave change into culture.

 

Effective management of ODC in practice result in

Institutional Transformation.Leveraged innovation and technological development.

Enhanced organization and technological development.

Felt pride among all stakeholder.Motivated worker.Efficiency of worker is enhanced.