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Organizational Change

Organizational Change. Group Members. NAME ROLL NO. Abner 62 Astha 68 Jim 85 Rahul 102 Wendelyn 121.

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Organizational Change

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  1. Organizational Change

  2. Group Members NAMEROLL NO. Abner 62 Astha 68 Jim 85 Rahul 102 Wendelyn 121

  3. Organizational Change Organizational change refers to any transformation in the design or functioning of an organization

  4. 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.

  5. 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.

  6. Reacting to Change Unplanned Planned

  7. Planned Change Results from deliberate attempts by managers to improve organizational operations

  8. Unfreeze Change Three Phases of Planned Change Refreeze

  9. Unfreezing Help people accept that change is needed because the existing situation is not adequate

  10. Changing Involves rearranging of current work norms and relationships to meet new needs

  11. Refreezing Reinforces the changes made so that the new ways of behaving become stabilized

  12. FORCES OF CHANGE TECHNOLOGY ECONOMIC SHOCKS COMPETITION SOCIAL TRENDS

  13. CASES WHEREHOUSE ENTERTAINMENT AND TOWER RECORDS VISTA

  14. OVERCOMING RESISTANCE TO CHANGE EDUCATION AND COMMUNICATION PARTICIPATION BUILDING SUPPORT AND COMMITMENT IMPLEMENTING CHANGES FAIRLY MANIPULATION AND CORPORATION SELECTING PEOPLE WHO ACCEPT CHANGE COERCION

  15. Approaches to Managing Organizational Change • Lewin’s Classic 3-Step Model • Kotter’s Eight-Step Plan

  16. Lewin’s Classic 3-Step Model Unfreezing Movement Refreezing Change efforts to overcome the pressures of both individual resistance and group conformity Make the changes Stabilizing a change intervention by balancing driving and restraining forces

  17. Unfreezing the Status Quo Desired State Restraining Forces Status Quo Driving Forces Time

  18. Example Oil company located in western United States

  19. Kotter’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 Unfreezing

  20. Kotter’s Eight-Step Plan (contd..) 5)Empower others by removing barriers 6) Create and reward small term “wins” 7) Consolidate, reassess, and adjust 8) Reinforce the changes Movement Re- freezing

  21. Sources of Resistance to Change INDIVIDUAL SOURCES HABBIT : SECURITY : ECONOMIC FACTORS :

  22. ORGANIZATIONAL SOURCES STRUCTURAL INERTIA : LIMITED FOCUS OF CHANGE : GROUP INERTIA : THREAT TO EXPERTISE :

  23. Organizational Culture & Socialization Organizational culture and organizational socialization OrganizationalCulture OrganizationalSocialization What a newemployee needsto learn. The process by whicha new employeelearns the culture.

  24. Socialization • 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

  25. Boundary Transitions • Also occurswhen 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

  26. 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.”

  27. Stages of Organizational Socialization Choice: Anticipatory socialization(“Getting in”) Expectations Entry/encounter(“Breaking in”) Reality Change: Metamorphosis(“Settling in”) Taking on the role

  28. 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

  29. 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.

  30. THANK YOU

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