Organizational Change and Development

1
Organizational Changeand Development

• Chapter 16

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Forces for Change
3
Change Agents

• Persons in organizations responsible for managing
  change activities
• Can be managers or nonmanagers, current
  employees, newly hired employees or outside
  consultants
• Who do you think makes the best change agents?

4
Lewin

• Unfreezing can be achieved by
• Increase driving forces that direct behavior away
  from the status quo
• Decrease restraining forces that hinder movement
  from the existing equilibrium
• Combine the two above approaches

5
White-Water Rapids Simile

• Stability and predictability dont exist
• No occasional and temporary disruptions in the
  status quo, happens all the time
• Face constant change, bordering on chaos
• What industries still operate in the calm waters
  environment?

6
Resistance to Change

• Habit
• Security
• Structural Inertia
• Limited Focus of Change

7
Overcoming Resistance to Change

• Education and Communication
• Participation
• Building Support and Commitment
• Selecting People who Accept Change
• Coercion

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Organizational Development

• Organizational Development - Includes a
  collection of planned-change interventions built
  on humanistic-democratic values that seek to
  improve organizational effectiveness and employee
  well-being.
• The OD paradigm values
• Human and organizational growth
• Collaborative and participative processes
• A spirit of inquiry. 

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OD Interventions

• Sensitivity Training
• Survey Feedback
• Process Consultation
• Intergroup Development
• Appreciative Inquiry

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Terminology

• Continuous Improvement Process recognizes that
  good isnt good enough and performance should be
  improved upon constant reduction in variability
• Process Reengineering How you would do things
  if you could start over from scratch

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Stress

• Dynamic condition in which an individual is
  confronted with an opportunity, constraint, or
  demand related to what he desires and for which
  the outcome is perceived to be both uncertain and
  important
• Managing Stress
• Organizational Employee Selection,
  Organizational Communication, Goal-setting
  Programs, Job Redesign
• Personal Counseling, Time Management, Physical
  Activity

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Stress Cont.

• Challenge stress, - Associated with challenges in
  the work environment (such as having lots of
  projects, assignments, and responsibilities),
• Hindrance stress, - Keeps you from reaching your
  goals (red tape, office politics, confusion over
  job responsibilities).
• Stress is often associated with demands and
  resources

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Creating a Learning Organization

• An organization that has developed the continuous
  capacity to adapt and change
• Single-loop learning when errors are detected,
  the correction process relies on past routines
  and present policies
• Double-loop learning when an error is detected,
  its corrected in ways that involve the
  modification of the organizations objectives,
  policies and standard routines

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Learning Organizations

• Remedy for three inherent problems in
  organizations
• Fragmentation
• Competition
• Reactiveness
• How to make a firm a learning organization
• Establish a strategy
• Redesign the organizations structure
• Reshape the organizations culture

15
Managing Change Its Culture Bound

• Cultures influence answers to
• Do people believe change is possible?
• If its possible, how long will it take to bring
  about?
• Is resistance to change greater in some cultures
  than in others?
• Does culture influence how change efforts will be
  implemented?
• Do successful idea champions do things
  differently in different cultures?

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Implications for Managers

• The need for change encompasses almost all the
  concepts within OB
• The business world is turbulent, requiring
  organizations and their members to undergo
  dynamic change if they are to perform at
  competitive levels
• Managers must continually act as change agents