1 / 42

Organizational Change in Development Planning & Administration

Learn about the process of organizational change in development planning and administration, including evolutionary and revolutionary change, people dynamics, techniques to deal with resistance, and interventions. Gain insight into group dynamics and different types of work groups.

dsadler
Download Presentation

Organizational Change in Development Planning & Administration

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Development Planning and Administration MPA – 403 Lecture 21 • FACILITATOR • Prof. Dr. Mohammad Majid Mahmood Bagram

  2. Reflections

  3. Organizational Change in Development Planning & Administration

  4. Organizational Change the process by which organizations redesign their structures and cultures to move from their presents state to some desired future state to increase their effectiveness

  5. Categories of Change • Evolutionary Change: Change that is gradual, incremental, and narrowly focused. • Revolutionary Change: Change that is rapid, dramatic, and broadly focused.

  6. Evolutionary Change • Socio-Technical Systems Theory: When managers change task and role relationships, they must recognize the need to gradually adjust the technical and social systems so that group norms and cohesiveness are not disrupted. • Total Quality Management (T.Q.M.): An ongoing and constant effort by all of an organization’s functions to find new ways to improve the quality of the organization’s goods and services.

  7. Revolutionary Change • Reengineering involves the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. • Restructuring involves eliminating departments and downsizing by getting rid of employees to lower operating costs. • Innovation is the successful use of skills and resources to create new technologies or new goods and services so that an organization can change and better respond to the needs of customers.

  8. 1. People feel awkward 2. People first think about what they have to give up 3. People feel alone 4. People can only handle so much change at one time 5. People are at different levels of readiness 6. People often are concerned about resources at the beginning of change PROVIDE INFORMATION EMPHASIZE WHAT WILL BE GAINED BRING PEOPLE TOGETHER INTRODUCE CHANGE INCREMENTALLY ACKNOWLEDGE DIFFERENCES PROVIDE INFORMATION ABOUT RESOURCES People Dynamics of Change

  9. O.D. Techniques to Deal with Resistance to Change • Education and Communication (inform workers about change and how they will be affected) • Participation and Empowerment (involve workers in change) • Facilitation (help employees with change) • Bargaining and Negotiation • Manipulation (change the situation to facilitate change) • Coercion (force workers to accept change)

  10. O.D. Techniques to Promote Change • Counseling: (help people understand how their perception of the situation may not be right) • Sensitivity Training: Group members, aided by a facilitator, learn how others perceive them. • Process Consultation: Facilitator works closely with a manager on the job to help the manager improve his or her interaction with other group members.

  11. O.D. Techniques to Promote Change • Team Building: Facilitator first observes the interactions of group members and then helps them become aware of ways to improve their work interactions. • Organizational Confrontation Meeting: An O.D. technique that brings together all of the managers of an organization to confront the issue of whether the organization is effectively meeting its goals. • Organizational mirroring: Facilitator helps two groups explore their perceptions and relations in order to improve their work interactions

  12. Individual Level Employee assistance programs (EAPs) Career development programs Organizational behavior modification Wellness programs, including stress reduction Sexual harassment avoidance training Organizational Level Total Quality Management Survey feedback (attitude surveys) Action research (employees participate in implementing changes identified as needed by a consultant) Helping an organization learn OD Interventions

  13. What is a Group ? A set of two or more people who interact with each other to achieve certain goals or to meet certain needs.

  14. Group Stages

  15. Work Groups Types

  16. Types of Work Groups • Formal Work Group - A group established by management to help the organization achieve its goals. • Informal Work Group - A group that emerges naturally when individuals perceive that membership in a group will help them achieve their goals or meet their needs.

  17. Types of Formal Work Groups • Command Group - consists of subordinates who report to the same supervisor. • Task Force- consists of people who come together to accomplish a specific goal. • Team - consists of people who work intensely together to achieve a common group goal. • Self-Managed Work Team - consists of people who are jointly responsible for ensuring that the teamaccomplishes its goals and who lead themselves.

  18. Types of Informal Work Groups • Friendship Group - consists of people who enjoy each other’s company and socialize with each other on and off the job. • Interest Group - consists of people who come together because they have a common goal or objective.

  19. Advice to Managers • Make sure members of the groups you manage clearly understand their roles and role relationships. • Make sure rules are clearly written and clearly communicated to newcomers. • Ask members of the groups you manage to let you know of any changes that they think need to be made in existing roles and written rules.

  20. Leadership - Key Terms • Leadership: The exercise of influence by one member of a group or organization over other members to help the group or organization achieve its goals. • Leader: An individual who is able to influence group or organizational members to help the group or organization achieve its goals. • Leader Effectiveness: The extent to which a leader helps a group or organization to achieve its goals.

  21. Formal and Informal Leaders • Formal Leader: A member of an organization who is given authority to influence other organizational members to achieve organizational goals. • Informal Leader: An organizational member with no formal authority to influence others, but who has special skills or talents to influence others.

  22. Approaches to Understanding Effective Leadership • Trait Approach • Behavior Approach • Fiedler’s Contingency Model • Path-Goal Theory • Vroom and Yetton Model

  23. Early Approaches to Leadership • The trait approach seeks to identify personal characteristics that effective leaders possess. • The behavior approach focuses on the behaviors that effective leaders engage in.

  24. Fiedler’s Contingency Theory • The theory that leader effectiveness is determined by both the personal characteristics of leaders and by the situation in which leaders find themselves. • Sheds light on two important issues: • Why, in a particular situation, some leaders will be effective and other leaders with equally good credentials will be ineffective. • Why a particular leader may be effective in one situation but not in another.

  25. Path-Goal Theory A theory which describes how leaders can motivate their followers to achieve group and organizational goals and the kinds of behaviors leaders can engage in to motivate followers.

  26. Vroom and Yetton Model A model that describes the different styles in which leaders can make decisions. Decision-Making Styles: • Autocratic (A) - The leader makes the decision without input from subordinates. • Consultative (C) - Subordinates have some input, but the leader makes the decision. • Group (G)- The group makes the decision; the leader is just another group member. • Delegated (D)- The leader gives exclusive responsibility to subordinates.

  27. Gender and Leadership Women do tend to have more democratic leadership styles, whereas men tend to be more autocratic.

  28. Advice to Managers • Convey your vision to your subordinates. • Seek outside help, if you are having trouble relating to your subordinates. Signs of trouble include frequent conflicts or disagreements or your subordinates avoiding you, withholding information from you, or acting fearful in your presence. • Tailor your leadership behaviors to the characteristics of your subordinates and to the situation. • Whenever possible, use reward behavior instead of punishing behavior. • Let your subordinates know how important the work they do is for the organization as a whole. • Discuss with your subordinates problems you are facing, and show them how these problems can be solved if everyone works to achieve your vision.

  29. Communication The sharing of information between two or more individuals or groups to reach a common understanding (but not necessarily agreement).

  30. Forms of Communication • Verbal Communication: The sharing of information by means of words, either spoken or written. • Nonverbal Communication: The sharing of information by means of facial expressions, body language, and mode of dress.

  31. Organizational Culture the set of shared values and norms that controls organizational members’ interactions with each other and with suppliers, customers, and other people outside the organization.

  32. Values in an Organization’s Culture

  33. Culture Concepts • Norms are informal rules of conduct that emerge over time to regulate behaviors that are considered important in an organization. • Socialization is the process by which newcomers learn an organization’s values and norms and develop the work behaviors and attitudes necessary to perform their specific organizational roles.

  34. Sources of Values • The founder of the organization and his or her personal values and beliefs have a substantial influence on an organization’s culture and the norms that develop in a company. • Ethical values are the moral values and norms that establish the appropriate way for an organization and its members to deal with each other and with those outside the organization.

  35. Where Does Organizational Culture Comes From ?

  36. Organization Development in Global Settings

  37. Growth of OD in Global Settings • The rapid development of foreign economies • The increasing worldwide availability of resources • The emergence of a global economy

  38. Future Directions in Organization Development

  39. Trends Affecting OD Practice • Environmental Trends • Wealth is becoming more stronger • Economy is more globalized • Workforce Trends • Workforce is becoming older, more diverse, more educated • More innovation and learning oriented

  40. Trends Affecting OD Practice • Technology Trends • Internet growth • E-commerce growth • Rapid technological changes • Organizational Trends • Organizations will become both smaller and larger; more and less decentralized • Virtual, networked based • More cross-cultural • Clearer about values

  41. Thank you for your kind attention! • FACILITATOR • Prof. Dr. Mohammad Majid Mahmood Bagram

More Related