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Organizational Change. Group Members. NAME ROLL NO. Abner 62 Astha 68 Jim 85 Rahul 102 Wendelyn 121. - PowerPoint PPT Presentation
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Group Members NAME ROLL NO.
Abner 62 Astha 68
Jim 85
Rahul 102 Wendelyn 121
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Organizational Change
Organizational change refers to any transformation in the design or functioning
of an organization
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Why is it Important to Adapt to Change? Individuals, teams, or organizations that do
not adapt to change in timely ways are unlikely to survive.
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Adapting to Change
Individuals, teams and organizations that recognize the inevitability of change, learn to adapt to it, and attempt to manage it, will be the most successful.
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Reacting to Change
Unplanned Planned
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Planned Change
Results from deliberate attempts by managers to improve organizational operations
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Unfreeze
Change
RefreezeThree Phases of Three Phases of Planned ChangePlanned Change
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Unfreezing
Help people accept that change is needed because the existing situation is not adequate
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Changing
Involves rearranging of current work norms and relationships to meet new needs
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Refreezing
Reinforces the changes made so that the new ways of behaving become stabilized
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FORCES OF CHANGE
TECHNOLOGY
ECONOMIC SHOCKS
COMPETITION
SOCIAL TRENDS
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CASES
WHEREHOUSE ENTERTAINMENT AND TOWER RECORDS
VISTA
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OVERCOMING RESISTANCE TO CHANGE
EDUCATION AND COMMUNICATION
PARTICIPATION
BUILDING SUPPORT AND COMMITMENT
IMPLEMENTING CHANGES FAIRLY
MANIPULATION AND CORPORATION
SELECTING PEOPLE WHO ACCEPT CHANGE
COERCION
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Approaches to Managing Organizational Change Lewin’s Classic 3-Step Model
Kotter’s Eight-Step Plan
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Unfreezing Movement Refreezing
Change efforts to overcome
the pressures of both individual
resistance and group conformity
Make the
changesStabilizing a
change interventionby balancingdriving and
restraining forces
Lewin’s Classic 3-Step Lewin’s Classic 3-Step ModelModel
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Unfreezing the Status Unfreezing the Status QuoQuo
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Example
Oil company located in western United States
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Kotter’s Eight-Step PlanKotter’s Eight-Step Plan
To implement change :
1) Establish a sense of urgency
2) Form a coalition
3) Create a new vision
4) Communicate the vision
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Kotter’s Eight-Step Plan Kotter’s Eight-Step Plan (contd..)(contd..)
5) Empower others by removing barriers
6) Create and reward small term “wins”
7) Consolidate, reassess, and adjust
8) Reinforce the changes
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Organizational Culture & Organizational Culture & SocializationSocialization
OrganizationalCulture
OrganizationalSocialization
What a newemployee needs
to learn.
The process by whicha new employee
learns the culture.
Organizational culture and organizational socialization
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SocializationSocialization
The process of Socialization continues throughout the person's association with an organization Most intense before and after
boundary transitions
Boundary transitions occur when a new employee crosses the organization's boundary upon joining the organization
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Boundary Boundary TransitionsTransitions Also occurs when a person's
career unfolds and he/she crosses other boundaries within the same or different organization
Employee is most susceptible to organizational influences just before and just after those transitions
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Boundary Transitions Dimensions
Functional: emphasizes on the development and the use of skills in doing a particular task
Hierarchical: moving upward in the organizational hierarchy (promotion)
Inclusionary: emphasizes on the acceptance of values, norms, and required behavior to become part of the “inner circle.”
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Stages of Organizational Stages of Organizational SocializationSocialization
Choice: Anticipatory socialization(“Getting in”)
Entry/encounter(“Breaking in”)
Change: Metamorphosis(“Settling in”)
ExpectationsExpectations
RealityReality
Taking on the roleTaking on the role
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Example Nancy , after her graduation wishes to
work for an organization she has known about her whole life as her father used to work there. Her comfort level is high because she feels familiar with the organization and its goals.These feelings describe Nancy's ANTICIPATORY SOCIALIZATION
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When Nancy is finally hired by the company, she begins the ENCOUNTER process. She learns about the organization and its expectations of her. The people that she interacts with the most in this early stage help her to define the encounter process.
People in the office that help her "to know" the company and its expectations play an important role. The METAMORPHOSIS that occurs here defines Nancy's role in the organization.
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