Change in the organization behaviour for mBA students

Change in the organization behaviour

1. What is Change? Change  refers to any alteration that occurs in the total work environment. Generally, people are accustomed to a well-established way of life and any variation in or deviation from that life may be called a change. Change in some way is a necessary aspect of human life. Change is the law of nature. It is an event that occurs when something passes from one state or phase to another.

2. What is Organizational Change? Organizational change  refers to a modification or transformation of the organization’s structure, processes, or goods. Organizational change is the process in which an organization changes its structure, strategies, operational methods, technologies, or  organizational culture  to affect change within the organization and the effects of these changes on the organization.  Organizational change  can be continuous or occur for distinct periods of time.

3. Definition of Organizational Change Organizational change  is the process by which organizations move from their present state to some desired future state to increase their effectiveness. The goal is to find improved ways of using resources and capabilities in order to increase an organization’s ability to create value. Getuplearn

4. Process of Organizational Change

5. Problem Recognition In the problem recognition stage, management acknowledges that a problem exists in the organization. The data-gathering processes in the organization highlight the problems in the organization, which affect its productivity and thus make the management aware that a problem exists. Identifying Causes of Problems In this stage, management must find out the root cause of those problems that are identified in the problem recognition stage.

6. Implementing Change After holding discussions with employees and analyzing the feedback gathered through questionnaires, the management will be able to identify the underlying causes of organizational problems. The management must then design a change plan to improve the situation and solve the problems . Generating Motivation for Change Management should constantly make employees realize the shortcomings in the existing system Three strategies to motivate employees to embrace changes: Employees should be given a role to play in the change process. Employees who successfully adopt the designed behavior should be rewarded

7. Managing Transition State The change process disturbs the condition or state of affairs that currently exists in the organization. For example, when an organization adopts an informal culture, job profiles and reporting relationships change, and the old rules and procedures are no longer applicable. Supporting Change To implement change successfully, management must obtain the support and co-operation of various employee groups. This can be achieved through  negotiation , cooperation, and compromise. Failure to obtain the support of employee groups may result in strong resistance to the change program

8. Evaluating Change After its implementation, the change must be evaluated to check whether the new system has been able to solve the problems identified in the old system and whether the desired future state has been attained.

9. Level/Types of Organizational Change

10. 1. Individual Level Change Individual level changes may take place due to changes in job assignment, transfer of an employee to a different location, or the changes in the maturity level of a person which occurs over a passage of time. The general opinion is that change in the individual will not have significant implications for the organization.

11. 2. Group Level Change The groups in the organization can be  formal groups  or informal groups. Formal groups can always resist change for example; trade unions can very strongly resist the changes proposed by the management. Informal groups can pose a major barrier to change because of the inherent strength they contain.

12. 3. Organizational Level Change Organizational change involves major programs that affect both individuals and groups. Decisions regarding such changes are made by the senior management. These changes occur over long periods of time and require considerable planning for implementation. A few different types of organization-level changes are: Strategic change, Structural change, Process oriented change, People oriented change, Transformational change, Incremental change, Developmental change, Remedial change, Process and system change, Merger and acquisition change ,

13. Strategic Change. Strategic change is the change in the very basic objectives or mission of the organization. A simple objective may have to be changed to multiple objectives. For example, a lot of Indian companies are being modified to accommodate various aspects of global culture brought in by multinational or transnational corporations

14. Structural Change Organizational structure   is the pattern of relationships among various positions and among various position holders. Structural change involves changing the internal structure of the organization. This change may be in the whole set of relationships, work assignments, and authority structure. Change in organizational structure is required because old relationships and interactions no longer remain valid and useful in the changed circumstances.

15. Process-Oriented Change These changes relate to recent technological developments, information processing , and  automation . This will involve replacing or retraining personnel, heavy capital equipment  investment , and operational changes. All this will affect the  organizational culture   and as a result the behavior pattern of the individuals.

16. People Oriented Change People-oriented changes are directed towards performance improvement, group cohesion, dedication, and loyalty to the organization as well as developing a sense of self-actualization among members.

17. Forces for Change in organization Organizational change is the transformation or adjustment to the way an organization functions. Organizations adjust to small changes all the time, possibly looking to improve productivity, responding to a new regulation, hiring a new employee, or something similar. But on top of these little adjustments we make at work all the time, there are larger pressures that loom over us, like competition, technology, or customer demands. Those larger pressures sometimes require larger responses.

18. What forces create these changes?

19. O rganizational development

20. Basic characteristics of OD Planned change Comprehensive Change Emphasis upon Workgroups. Collaborative Management Organization Culture Action Research

21. OD Interventions The varied outcomes of OD interventions can include financial performance, employee engagement, customer satisfaction, and general change management because OD interventions aim to increase organizational effectiveness. Meaning of OD Interventions Rober Zawacki “OD interventions are actions and events that help a company perform better and work more efficiently.” French & Bell “ An OD intervention refers to a variety of planned activities that clients and consultants undertake throughout the program.”

22. OD Interventions involves Human process Interventions Sensitivity or T -group training Sensitivity Training in India Team Building Grid training- steps in grid OD- training, Team Development, Inter-group development, Organizational Goal setting, Stabilization. Quality of work life programmes Human resource management interventions

23. OD Strategy: Five Phases Entry-  the initial contact between consultant and client. They present, explore, and identify the problem, opportunities, or situation facing an organization. The goal is to create a contract or project plan that establishes mutual expectations about project scope. There should be initial agreements on the use of resources. Diagnosis (assessment)-  the fact-finding phase. This is a collaborative data gathering process between organizational stakeholders and the consultant. During this phase, we gather, analyze, and review relevant information about the problem. Feedback-  the return of analyzed information to the client or client system. OD professionals will explore the information for understanding, clarity, and accuracy, and review preliminary agreements about scope and resource requirements. This phase typically creates an action plan that outlines the future change solutions and establish indicators.

24. 4. Solution-  the design, development, and implementation of the steps meant to correct the problems and enhance organizational performance. Solutions may include a communication plan, a role-and-responsibility matrix, or a training curriculum. Also common are implementation plans, risk management plan, an evaluation plan, or a change management plan. 5. Evaluation-  the continuous process of collecting formative and summative data. The data helps determine whether an initiative is meeting the intended goals and achieving defined success indicators. Outputs generally include an evaluation report with recommendations for continuous improvement.

25. What Are Some Organization Development Initiatives?