organizational development, change, culture & climate
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Organizational Development, Change, Culture & Climate PART OF ORGANIZATIONAL BEHAVIOURTRANSCRIPT
Presentation Topic:-
Organizational Development, Change, Culture and Climate
Presented by:-- Vikas Kamble
ORGANIZATIONAL BEHAVIOUR
Definition
Organizational behaviour is a field of study that investigates ,the impact that individual, group, and structure have on behaviour within the organization, for the purpose of applying such knowledge toward organization’s effectiveness
Organization Development
Definition
Organization Development is a strategy or an effort, which is planned and manage from the top ,to bring about planned organizational changes for increasing organizational effectiveness
Characteristics of OD
Planned Organization changePlanned InterventionTop management commitmentSocial Philosophy as a Norm of change
Steps in ODDiagnosis & identification of the
problemDeveloping of strategyImplementing the programReviewing the progress of the
programmed
Case :
Goals of ODPersonInterpersonTeamsOrganization
OrganizationaL Change
Nature of ChangeHistory & PoliticsManagement and OrganizationPeople
KEY ISSUES OF THE MANNER IN WHICH THE CHANGE WILL BE DETERMINED
Change AgentChange InterventionChange Target
Levels of ChangeIndividual-Level ChangeGroup-Level ChangeOrganization-Level Changes
Importance of Change
Components of Change
Components of
Change
PeopleSystems
ManagementProcesses
Forces for Change in Organizations
External Forces
I. GlobalizationII. Workforce DiversityIII. Technological ChangesIV. Managing Ethical BehaviourV. Others
Internal Forces
I. Change in Work ClimateII. Falling EffectivenessIII. CrisisIV. Organizational SilenceV. Differing Employee Expectations
The Change ProcessBecoming aware of
the pressure for change
Recognizing the need for change
Diagnosing the problem
Planning the change
Implementing the change
Managing resistance
Following up on the change
1. Becoming aware of the pressure for change:- Outside the organization, technological
innovations act as powerful triggers for change. Within the firm, conflicts arise, employees retire or resign, and pressures mount as the organization outgrows its old ways of doing things.
2. Recognizing the need for change:- Managers should also recognize the need for
change.
3. Diagnosing the problem:- For diagnosing the problem, various models are
available
1. Interviews
2. Questionnaires
3. Observations
4. Secondary data/Unobtrusive measures
4. Planning the change:- A firm that purpose revolutionary change adopts
a top down change strategy. . Generally, a top down strategy calls for intervention at the high level of the organization.
Evolutionary change depends on a bottom up change strategy. Firms opting for bottom up strategy prepare the organization for change by involving managers and employees at all level in discussing the need for change and diagnosing the problems facing the organization.
5. Implementing the change:- At this stage resistance to change surfaces. There
are several ways of manifesting resistance. Hostility or aggression is the immediate reaction of an individual and group level change.
6. Managing resistance:- There are six approaches to manage the resistance-
1. Education and communication
2. Participation and involvement
3. Facilitation and support
4. Negotiation and agreement
5. Manipulation and cooperation
7. Follow up on the change:- The final step in the change process is to
evaluate the effects of the change and to institute procedural modifications that will ensure that the change continues to be implemented.
Resistance to change
There are many sources of resistance to change in organizations. The forces which resist changes are discussed here.
1.Organizational level resistance to change
2.Sub unit level resistance to change
3.Group level obstacle to change
4.Individual level resistance to change
Overcoming resistance to change
1.Education and communication
2.Participation
3.Building support and commitment
4.Implementing changes fairly
5.Manipulation and co-optation
6.Selecting people who accept change
ORGANISATIONAL CULTURE
Organization Culture
Introduction
An organization culture mean that complex whole which includes knowledge, belief, art, morals, law, customs and other capabilities and habits acquired by man in society.
CharacteristicsIndividual InitiativeRisk ToleranceDirectionManagement SupportControlReward System
Levels of CultureNational CultureBusiness CultureAuthoritarian and Participative
CultureStrong, Weak and Unhealthy
Cultures
How is Culture Created ?
Culture Formation
around critical Incidents
Organazational Ethics
Organizational structure
Identification with the Leaders
Organizational Culture
How to sustain Culture ?
Philosophy of the
Organisation Founders
Selection Criteria
Socialization
Top Managemen
t
Organisation Culture
Organisational Climate:
Definition: The perceived attributes of an
organization and its sub-systems as reflected in the way an organization deals with its members, groups and issues.
Different relevant Motives required to create a Climate of an Organisation:
Achievement –industrial and business organisations
Influence -scientfic organisations
Control -bureaucracyExtension -community service orgDependancy-traditional /one man orgAffliation -clubs
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