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MGT 30525 - ORGANIZATIONAL BEHAVIOR
Dr. K. A. S. P. Kaluarachchi
Senior Lecturer
Department of Management and Organization Studies
Faculty of Management and Finance
University of Colombo
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At the end of this lesson, you will be able to:

Define the concept of organizational change

Identify types of organizational changes

Identify resistances to organizational change and how to
manage them

Illustrate and describe an approach to organizational
change
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Organizational change refers to any alteration of:
people
structure, or
technology in an organization
It is making things different
Someone who acts as a catalyst and assumes the
responsibility for managing the change process is
recognized as the change agent
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(1) Changing structure – includes any alteration in
structural variables such as reporting relationships,
coordination
mechanisms,
employee
empowerment, or job redesign
(2) Changing technology – encompasses
modifications in the way work is performed or the
methods and equipments used
(3) Changing people – refers to changes in attitudes,
expectations, perceptions, and behavior of
individuals or groups (OD)
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Types of Organizational Change…
Organizational Development (OD) is the term used to describe change
methods that focus on people and the nature and quality of interpersonal work
relationships
A technique for assessing
attitudes and perceptions,
identifying discrepancies in
these, and resolving he
differences by using survey
information in feedback
groups
A method of changing behavior through
unstructured group interaction
Sensitivity
training
Survey
feedback
An outside
consultant helps the
manager understand
how interpersonal
processes affect the
way work
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More effective
interpersonal
work
relationships
Process
consultation
Team
building
Inter-group
development
- Popular OD techniques -
Activities that help
members learn how each
member thinks and
works
Changing the attitudes,
stereotypes, and perceptions hat
work groups have about each
other
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Resistances to Organizational Change
Individual Sources
Organizational Sources
Habits – when confronted with change, the
tendency to respond our accustomed ways
becomes a source of resistance
Structure – formalized regulations which have
been stabilized act as counterbalance to sustain
change
Security – people assume change threatens their
feeling of safety
Dependence – interdependence among
subsystems hinder the actions of change
Economic reasons – people are concerned that
they won’t be able to perform the new task when
pay is considered to evaluate performance
Group norms – even if individuals want to change
their behavior, group norms may act as a
constraint
Fear for the unknown – change substitutes
ambiguity and uncertainty for the unknown
Threat to expertise – changes in organizational
patterns may threaten the expertise of specialized
groups
Selective perception – people hear what they
want to hear and they ignore information that
challenges the world they have created
Threat to power – change can threaten longestablished power relationship within the
organization
Resource limitation – the needed change can be
limited with the available resources
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Education and communication – helps employees see the
logic of OC
Participation – individuals feel difficult to resist a change
decision in which they participated
Building support and commitment – change agents can
offer a range of supportive efforts to reduce resistance
Implementing changes fairly – make sure employees see
the reason for the change, and perceive that the changes
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being implemented consistently and fairly
Manipulation and cooptation – distorting facts to make
them appear more attractive. Cooptation is a form of both
manipulation an participation
Selecting people – selecting people who score high on
accepting and facilitating the change process
Coercion – the application of direct threats or force on the
resisters
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Lewin’s Three-Step Model
Unfreezing
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Movement
Refreezing
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Unfreezing - the status quo; changing to overcome the
pressures of both individual resistance and group conformity
Movement – to a desired end state; a change process that
transforms the organization from status quo to the desired
state
Refreezing – the new change to make it permanent;
stabilizing a change intervention by balancing driving and
resisting forces
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Thank you very much!
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