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Organizational change
Lecture 12
Organizational change
• Substantive modification in some part of the
organization;
• It may include any aspect in the organization:
- Work schedules;
- Bases for departmentalization;
- Span of management;
- Organizational design;
- Staff.
Forces for change
• External forces;
• Internal forces. Internal forces
include strategy, structure, staff,
goals,technical equipment.
Types of change
• There are two main types of a change:
- Planned change. It is designed and
implemented in an orderly and timely
fashion in anticipation of future events;
- Reactive change. It is a respond to
circumstances as they develop.
- Technological changes;
- Behavioral changes;
- Innovations.
Managing change process
• Managing change means forecasts the
change, implementing it in the organization
and involving people in it.
• According to Kurt Lewin, there are three
stages in change process:
- Unfreezing;
- Implementing;
- Reinforcing.
Stages in change process
• Unfreezing means that people who
will be affected by change should
understand why change is necessary;
• Implementation is next stage.
• Refreezing involves reinforcing and
supporting the change.
Steps in change process
•
•
•
•
Recognition the need for change;
Establishment of goals for change;
Diagnosis of relevant variables;
Selection of appropriate change
techniques;
• Planning for implementation of the change;
• Actual implementation;
• Evaluation
Managing resistance to
change
• People resist to change for several
reasons:
-uncertainty;
- Threatened self-interests;
- Different perceptions;
- Feelings of loss.
Techniques to overcome
resistance
• Participation. Employees who participate in the
planning and implementation of change better
understand the reasons for change;
• Education and communication;
• Facilitation;
• Negotiations. This technique is suitable for
groups having power in the oranizations;
• Support. It is connected with training of staff to
acquire new skills;
• Manipulation and involvement.
Organization
development
• It is an effort that is planned,
organization wide, and managed from
top, intended to increase
organization’s effectiveness through
planned actions.
Prerequisites for
organization development
• Employees have desire to grow and
develop;
• They have strong need to be
accepted by others;
• The way OD is designed will influence
the way individuals and group behave
in the organization.
OD techniques
• Diagnostic activities. It includes analysis
of current condition or welfare of the
organization;
• Team building; they enhance the
effectiveness and satisfaction of
individuals;
• Survey feedback. Each employee responds
to a questionnaire intended to measure
perceptions and attitudes.
OD techniques
• Education;
• Intergroup activities. They are designed
to promote cooperation;
• Third- party peace making. It is used in
cases of substantial conflict in the
organization;
• Technostructural activities. They include
the design of organization, the technology.
OD techniques
• Process consultation. In this case OD
consultant is observing the groups to understand
their communication pattern, decision making and
leadership processes and gives feedback.
• Life and career planning. Employees
formulate their personal goals and evaluate
strategies for integrating goals with goals in the
organization;
• Coaching and counseling; it helps people to
develop better sense of how others see them.