organizational change

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Group Members NAME ROLL NO.

Abner 62 Astha 68

Jim 85

Rahul 102 Wendelyn 121

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Organizational Change

Organizational change refers to any transformation in the design or functioning

of an organization

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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.

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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.

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Reacting to Change

Unplanned Planned

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Planned Change

Results from deliberate attempts by managers to improve organizational operations

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Unfreeze

Change

RefreezeThree Phases of Three Phases of Planned ChangePlanned Change

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Unfreezing

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

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Changing

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

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Refreezing

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

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FORCES OF CHANGE

TECHNOLOGY

ECONOMIC SHOCKS

COMPETITION

SOCIAL TRENDS

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CASES

WHEREHOUSE ENTERTAINMENT AND TOWER RECORDS

VISTA

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OVERCOMING RESISTANCE TO CHANGE

EDUCATION AND COMMUNICATION

PARTICIPATION

BUILDING SUPPORT AND COMMITMENT

IMPLEMENTING CHANGES FAIRLY

MANIPULATION AND CORPORATION

SELECTING PEOPLE WHO ACCEPT CHANGE

COERCION

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Approaches to Managing Organizational Change Lewin’s Classic 3-Step Model

Kotter’s Eight-Step Plan

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Unfreezing Movement Refreezing

Change efforts to overcome

the pressures of both individual

resistance and group conformity

Make the

changesStabilizing a

change interventionby balancingdriving and

restraining forces

Lewin’s Classic 3-Step Lewin’s Classic 3-Step ModelModel

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Unfreezing the Status Unfreezing the Status QuoQuo

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Example

Oil company located in western United States

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Kotter’s Eight-Step PlanKotter’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

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Kotter’s Eight-Step Plan Kotter’s Eight-Step Plan (contd..)(contd..)

5) Empower others by removing barriers

6) Create and reward small term “wins”

7) Consolidate, reassess, and adjust

8) Reinforce the changes

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Organizational Culture & Organizational Culture & SocializationSocialization

OrganizationalCulture

OrganizationalSocialization

What a newemployee needs

to learn.

The process by whicha new employee

learns the culture.

Organizational culture and organizational socialization

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SocializationSocialization

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

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Boundary Boundary TransitionsTransitions Also occurs when 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

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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.”

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Stages of Organizational Stages of Organizational SocializationSocialization

Choice: Anticipatory socialization(“Getting in”)

Entry/encounter(“Breaking in”)

Change: Metamorphosis(“Settling in”)

ExpectationsExpectations

RealityReality

Taking on the roleTaking on the role

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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

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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.

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