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Organizational change

Organizational change. Lecture 12. Organizational change. Substantive modification in some part of the organization; It may include any aspect in the organization: Work schedules; Bases for departmentalization; Span of management; Organizational design; Staff. Forces for change.

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Organizational change

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  1. Organizational change Lecture 12

  2. Organizational change • Substantive modification in some part of the organization; • It may include any aspect in the organization: • Work schedules; • Bases for departmentalization; • Span of management; • Organizational design; • Staff.

  3. Forces for change • External forces; • Internal forces. Internal forces include strategy, structure, staff, goals,technical equipment.

  4. Types of change • There are two main types of a change: • Planned change. It is designed and implemented in an orderly and timely fashion in anticipation of future events; • Reactive change. It is a respond to circumstances as they develop. • Technological changes; • Behavioral changes; • Innovations.

  5. Managing change process • Managing change means forecasts the change, implementing it in the organization and involving people in it. • According to Kurt Lewin, there are three stages in change process: • Unfreezing; • Implementing; • Reinforcing.

  6. Stages in change process • Unfreezing means that people who will be affected by change should understand why change is necessary; • Implementation is next stage. • Refreezing involves reinforcing and supporting the change.

  7. Steps in change process • Recognition the need for change; • Establishment of goals for change; • Diagnosis of relevant variables; • Selection of appropriate change techniques; • Planning for implementation of the change; • Actual implementation; • Evaluation

  8. Managing resistance to change • People resist to change for several reasons: -uncertainty; • Threatened self-interests; • Different perceptions; • Feelings of loss.

  9. Techniques to overcome resistance • Participation. Employees who participate in the planning and implementation of change better understand the reasons for change; • Education and communication; • Facilitation; • Negotiations. This technique is suitable for groups having power in the oranizations; • Support. It is connected with training of staff to acquire new skills; • Manipulation and involvement.

  10. Organization development • It is an effort that is planned, organization wide, and managed from top, intended to increase organization’s effectiveness through planned actions.

  11. Prerequisites for organization development • Employees have desire to grow and develop; • They have strong need to be accepted by others; • The way OD is designed will influence the way individuals and group behave in the organization.

  12. OD techniques • Diagnostic activities. It includes analysis of current condition or welfare of the organization; • Team building; they enhance the effectiveness and satisfaction of individuals; • Survey feedback. Each employee responds to a questionnaire intended to measure perceptions and attitudes.

  13. OD techniques • Education; • Intergroup activities. They are designed to promote cooperation; • Third- party peace making. It is used in cases of substantial conflict in the organization; • Technostructural activities. They include the design of organization, the technology.

  14. OD techniques • Process consultation. In this case OD consultant is observing the groups to understand their communication pattern, decision making and leadership processes and gives feedback. • Life and career planning. Employees formulate their personal goals and evaluate strategies for integrating goals with goals in the organization; • Coaching and counseling; it helps people to develop better sense of how others see them.

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