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Organisational Change and Development

This document discusses organizational change and development. It defines change as a shift in external situations like new programs or restructurings. Reasons for change include workforce trends, technology, economics, competition, and politics. There are two forms of change - planned change which results from deliberate decisions to alter the organization, and unplanned change which is imposed on an organization unexpectedly. Resistance to change can come from fears of the unknown, loss, or failure as well as disruption of relationships. Organizational development seeks to improve effectiveness and well-being through planned interventions built on democratic values. It aims to develop diagnostic skills, coping capabilities, and an organizational culture of mutuality.

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270 views

Organisational Change and Development

This document discusses organizational change and development. It defines change as a shift in external situations like new programs or restructurings. Reasons for change include workforce trends, technology, economics, competition, and politics. There are two forms of change - planned change which results from deliberate decisions to alter the organization, and unplanned change which is imposed on an organization unexpectedly. Resistance to change can come from fears of the unknown, loss, or failure as well as disruption of relationships. Organizational development seeks to improve effectiveness and well-being through planned interventions built on democratic values. It aims to develop diagnostic skills, coping capabilities, and an organizational culture of mutuality.

Uploaded by

avijeetboparai
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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ORGANISATIONAL CHANGE AND DEVELOPMENT

What is Change?
Change is a shift in the externals of any situation, for example, setting up a new program, restructuring a business, moving to new location, or a promotion.

Reasons for Change


Nature of the workforce Technology Economic shocks Competition Social trends World politics

Forms of Change
Planned Change
Change resulting from a deliberate decision to alter the organization Activities that are intentional and goal oriented

Goals of Planned Change


Improving the ability of the organization to adapt to changes in its environment Changing the behavior of individuals and groups in the organization

Unplanned Change
Change imposed on the organization and often unforeseen

Resistance to Change
Fear of Unknown Fear of Loss Fear of Failure Disruption of Interpersonal Relationship

Personality Conflicts
Politics Cultural Assumptions and Values

Sources of Resistance to Change


Individual Resistance Habit Security Economic Factors Fear of the Unknown Selective Information Processing Organizational Resistance Limited Focus of Change Group Inertia Threat to Expertise Threat to Established Power Relationships Threat to Established Resource Allocations

Overcoming Resistance to Change


Tactics for dealing with resistance to change:
Education and communication Participation

Facilitation and support


Negotiation Manipulation and cooptation Selecting people who accept change

Organizational Development (OD)


Collection of planned interventions, built on humanisticdemocratic values, that seeks to improve organizational effectiveness and employee well-being Planned effort initiated by process specialists to help an organization develop its diagnostic skills, coping capabilities, linkage strategies and a culture of mutuality OD Values
Respect for people Trust and support

Power equalization
Confrontation Participation

Objectives of OD Programme
Individual and group development Development of organization culture and processes by constant interaction between members irrespective of levels of hierarchy Inculcating team spirit Empowerment of social side of employees Focus on value development Employee participation, problem-solving and decision-making at various levels Evaluate present systems and introduction of new systems thereby achieving total system change if required Transformation and achievement of competitive edge of the organization Achieve organization growth by total human inputs by way of research and development, innovations, creativity and exploiting human talent Behavior modification and self managed team as the basic unit of an organization

Important Aspects of OD
Long-term effort Led and supported by top management Visioning processes-viable, coherent and shared picture Learning processes Problem solving processes Ongoing collaborative management of the organizational culture Intact work teams and other configurations Cross- functional teams Consultant- facilitator role

Broad Categories of OD-Techniques


Behavior Focused Sensitivity Training Process Consultation Team Building Inter-group Development Structure Focused Survey Feedback Job Enlargement Job Enrichment Management by Objectives

THANK YOU

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