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Two sides of the same coin?

Organisational Behaviour Presentation

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Page 1: Organisational Behaviour Presentation

Two sides of the same coin?

Page 2: Organisational Behaviour Presentation

OVERVIEW• What is Organisational BehaviourWhat is Organisational Behaviour• Change ManagementChange Management• Change management PrinciplesChange management Principles• John P Kotter's eight steps to

successful change

• Theory

Page 3: Organisational Behaviour Presentation

• 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.

Definition Of OB

Page 4: Organisational Behaviour Presentation

Organizational Organizational BehaviorBehavior

Job Job SatisfactionSatisfaction

Productivity,Productivity,Absenteeism,Absenteeism, and Turnoverand Turnover

TheTheOrganizationOrganization

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Goals ofGoals ofOrganizational BehaviorOrganizational Behavior

Goals ofGoals ofOrganizational BehaviorOrganizational Behavior

PredictionPredictionPredictionPrediction ControlControlControlControlExplanationExplanationExplanationExplanation

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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.   

Page 8: Organisational Behaviour Presentation

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.

Page 9: Organisational Behaviour Presentation

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.

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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.

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Organization’s Culture

Nature of the Change Resistance to Change

Change DynamicsLeadership for Change

When your organization is changing?

Keep these factors in perspective

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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

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Signs of resistance

• Confusion.• Immediate Criticism.• Denial.• Malicious Compliance.• Sabotage.• Easy Agreement.• Deflection (change the subject).• Silence.• In-Your-Face Criticism.

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Tendency to Be Cooperative

Avoiding

Competing

Compromising

Accommodating

Collaborating

Ten

denc

y to

Be

Ass

erti

ve

What do people do when they perceive conflict with others

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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…

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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

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Organization’s Culture

Nature of the Change Resistance to Change

Change DynamicsLeadership for Change

When your organization is changing?

Keep these factors in perspective

Page 18: Organisational Behaviour Presentation

Oblivious to needs, desires,

or efforts

Awareness that things are happening

Interest in the things that are

happening

Decisions about what is

happening

Commitment to aid or resist the changes that are

happening

Action

Passive Information Gathering

Active Information Gathering

You should facilitate stage-to-stage changes, not the overall change

Passive information gatherers are willing to invest less time and energy.

Active information gatherers are willing to invest more time and energy.

Staged Change Model

Page 19: Organisational Behaviour Presentation

AMIABLES

ANALYZERS

EXPRESSIVES

DRIVERS

ASSERTIVENESS WITH PEOPLE

COOPERATIVE

WITH

PEOPLE

Accept that people behave differently

Page 20: Organisational Behaviour Presentation

Organization’s Culture

Nature of the Change Resistance to Change

Change DynamicsLeadership for Change

When your organization is changing?

Keep these factors in perspective

Page 21: Organisational Behaviour Presentation

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 self-confidence and interpersonal skills

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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

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