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Organizational Design, Diagnosis, and Development

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Organizational Design, Diagnosis, and Development Session 10 The Organizational Change Process Objectives Delineate why it is important for organizations to change ... – PowerPoint PPT presentation

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Title: Organizational Design, Diagnosis, and Development


1
Organizational Design, Diagnosis, and Development
  • Session 10
  • The Organizational Change Process

2
Objectives
  • Delineate why it is important for organizations
    to change
  • Explain the forces that motivate organizational
    change
  • Explain the factors that make individuals
    resistant to change and who organizations can
    overcome resistance.
  • Describe the basic change process and issues that
    require attention when undergoing change

3
The Need for Change in Organizations
  • Change as a survival tactic -- if the
    organization does not keep pace the changing
    technology, consumer demands, and effective
    business processes, they will lose their
    competitive edge.

4
The Learning Organization
  • Organizations that acquiring and applying
    knowledge to help cope with and adapt to change.
  • Knowledge acquisition
  • Information distribution
  • Information interpretation
  • Organizational memorization

5
Planned Change
  • Changes in products or services
  • Changes in size or structure
  • Changes in administrative structures
  • Changes in technology

6
Unplanned Change
  • Government regulation
  • Economic competition
  • Performance Gaps

7
Areas of Organizational Change
  • Goals and strategies
  • Technology
  • Job design
  • Structure
  • Processes
  • People

8
Individual Barriers to Change
  • Economic fears
  • Fear of the unknown
  • Fear of social disruptions
  • Effort
  • Fear of loss of power and autonomy
  • Commitment to the old position

9
Organizational Barriers to Change
  • Structural inertia
  • Work group norms
  • Threat to existing balance of power
  • History of change efforts gone wrong
  • Boards of Directors

10
Overcoming Resistance to Change
  • Informing about pressures for change
  • Pointing out discrepancies between current state
    and desired one
  • Convey positive expectations for change

11
The Lewinian Model
Unfreezing (Facing the Problem)
Moving (Creating a New State)
Status Quo
Refreezing (Maintaining the Change
New State
12
Action Research Model
Feedback
Action
Problem Identification
Data Gathering After Action
Consultation
Joint Diagnosis
Data Gathering
Joint Action Planning
13
Contemporary Action Model
Choose Positive Subjects
Develop a Vision
Develop Action Plans
Choose Positive Stories
Evaluate
Examine Data and Develop Possible Plans
14
Techniques for Encouraging Change
  • Create the vision
  • Get a foot in the door
  • Understand the politics of the situation
  • Get the resisters to participate
  • Educate

15
Backwards Forwards
  • Summing up - We considered the importance of
    change and environmental forces that push for
    change. The change process, the forces that
    resist change and ways to overcome resistance to
    change were reviewed.
  • Looking ahead - Next time we explore the process
    of planned change in the organization
    organizational development
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