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8/6/2019 Wht is Organisational Change 07
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Learning Objectives
` Appreciate the Necessity of Managing Change.
` Recognize What Causes Change.
` Identify Targets for Change.
` Plan and Implement Change.` Recognize and Overcome Resistance to Change.
` Lead the Planned Change Process.
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Types of Organizational Change
` Anticipatory changes: planned changes based on expectedsituations.
` Reactive changes: changes made in response to unexpectedsituations.
` Incremental changes: subsystem adjustments required tokeep the organization on course.
` Strategic changes: altering the overall shape or direction ofthe organization.
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Forces of Change
` External Forces` Market Place
` Govt Laws and Regulations
` Technology
`
Labor market` Economic Change
` Internal Forces
` Changes in Organisational
Strategies
` Workforce change
` New Equipment` Employee Attitude
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Unfr z
Chang
RefreezeT
hree
Phases o
f
Three
Phases o
fPlanned 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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WhyDo Employees Resist Change?
` Surprise` Unannounced significant changes threaten employees sense of balance
in the workplace.
` Inertia` Employees have a desire to maintain a safe, secure, and predictable status
quo.` Misunderstanding and lack of skills
` Without introductory or remedial training, change may be perceivednegatively.
` Poor Timing
` Other events can conspire to create resentment about a particularchange.
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contd..
` Emotional Side Effects` Forced acceptance of change can create a sense of powerlessness, anger,
and passive resistance to change.
` Lack of Trust` Promises of improvement mean nothing if employees do not trust
management.` Fear of Failure
` Employees are intimidated by change and doubt their abilities to meetnew challenges.
` Personality Conflicts
` Managers who are disliked by their managers are poor conduits forchange.
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contd
` Threat to Job Status/Security` Employees worry that any change may threaten their job or
security.
` Breakup of Work Group
` Changes can tear apart established on-the-job socialrelationships.
` Competing Commitments
` Change can disrupt employees in their pursuit of other goals.
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Overcoming Resistance to Change
` Education and Communication.
` Participation and Involvement.
` Facilitation and Support.
` Negotiation and Agreement.` Manipulation and Co-optation.
` Coercion.
` Promote Positive Attitudes Toward Change.
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Steps in the Planned Change Process
Recogni e the need
for change
Diagnose andplan change
Manage the
transition
Measure results
Maintain change
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Making Change Happen
` Two Approaches to Organization Change
` Organization Development (OD)
` Formal top-down approach
` Grassroots Change
` An unofficial and informal bottom-up approach
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Planned Change Through
Organization Development (OD)
` Organization development (OD)` Planned change programs intended to help people and
organizations function more effectively.
` Applying behavioral science principles, methods, and theories to
create and cope with change.
` OD creates fundamental change in the organization, as opposed to
fixing a problem or improving a procedure.
` OD programs generally are facilitated by hired consultants,
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Unofficial and Informal Grassroots Change
` Grassroots Change` Change that is spontaneous, informal, experimental, and driven
from within.
` Tempered Radicals
`
People who quietly try to change the dominant organizationalculture in line with their convictions.
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Targets for Organizational Change
StrategyDevelopnew visions, missions,
strategic plans.
Structure
Add a newdepartment ordivision, or consolidate
two existing ones.
People Replace aperson or changeknowledge, skills,
attitudes, or behaviors.
Technologyupgradea data processing
system.
Management
Encourageparticipation by thoseinvolved in solution of
problems.
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Autocratic leadership, also known as authoritarianleadership, is a leadership style characterized by
individual control over all decisions and little input
from group members. Autocratic leaders typically
make choices based on their own ideas and
judgments and rarely accept advice from followers.
Autocratic leadership involves absolute, authoritarian
control over a group.
Autocratic leadership,
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Some of the primary characteristics of autocratic
leadership include:
` Little or no input from group members.
` Leaders make the decisions.` Group leaders dictate all the work methods and
processes.
` Group members are rarely trusted with decisions
or important tasks.
Characteristics of Autocratic Leadership