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Organizational Design, Diagnosis, and Development

Organizational Design, Diagnosis, and Development. Session 10 The Organizational Change Process. Objectives. Delineate why it is important for organizations to change Explain the forces that motivate organizational change

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Organizational Design, Diagnosis, and Development

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  1. Organizational Design, Diagnosis, and Development Session 10 The Organizational Change Process

  2. Objectives • Delineate why it is important for organizations to change • Explain the forces that motivate organizational change • Explain the factors that make individuals resistant to change and who organizations can overcome resistance. • Describe the basic change process and issues that require attention when undergoing change

  3. The Need for Change in Organizations • Change as a survival tactic -- if the organization does not keep pace the changing technology, consumer demands, and effective business processes, they will lose their competitive edge.

  4. The Learning Organization • Organizations that acquiring and applying knowledge to help cope with and adapt to change. • Knowledge acquisition • Information distribution • Information interpretation • Organizational memorization

  5. Planned Change • Changes in products or services • Changes in size or structure • Changes in administrative structures • Changes in technology

  6. Unplanned Change • Government regulation • Economic competition • Performance Gaps

  7. Areas of Organizational Change • Goals and strategies • Technology • Job design • Structure • Processes • People

  8. Individual Barriers to Change • Economic fears • Fear of the unknown • Fear of social disruptions • Effort • Fear of loss of power and autonomy • Commitment to the old position

  9. Organizational Barriers to Change • Structural inertia • Work group norms • Threat to existing balance of power • History of change efforts gone wrong • Boards of Directors

  10. Overcoming Resistance to Change • Informing about pressures for change • Pointing out discrepancies between current state and desired one • Convey positive expectations for change

  11. The Lewinian Model Unfreezing (Facing the Problem) Moving (Creating a New State) Status Quo Refreezing (Maintaining the Change New State

  12. Action Research Model Feedback Action Problem Identification Data Gathering After Action Consultation Joint Diagnosis Data Gathering Joint Action Planning

  13. Contemporary Action Model Choose Positive Subjects Develop a Vision Develop Action Plans Choose Positive Stories Evaluate Examine Data and Develop Possible Plans

  14. Techniques for Encouraging Change • Create the vision • Get a foot in the door • Understand the politics of the situation • Get the resisters to participate • Educate

  15. Backwards & Forwards • Summing up - We considered the importance of change and environmental forces that push for change. The change process, the forces that resist change and ways to overcome resistance to change were reviewed. • Looking ahead - Next time we explore the process of planned change in the organization: organizational development

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