Organizational Development & Change Management chapter-1.ppt

Breifly provide the overview of the course and key concepts

1. INTRODUCTION TO ORGANIZATIONAL
DEVELOPMENT & CHANGE
CHAPTER 1
RESOURCE PERSON:
PROF. DR. SAMIA JAMSHED
HEAD OF DEPARTMENT
RIPHAH SCHOOL OF BUSINESS &  MANAGEMENT
(RSBM)
FACULTY OF MANAGEMENT SCIENCES
RIPHAH INTERNATIONAL UNIVERSITY
LAHORE CAMPUS
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2. COURSE LEARNING OUTCOMES
The course learning outcomes are as follows;
CLO1: Understand theories and models
related to organization development and
change.
CLO2: Analyze alternatives to organizational
problems using appropriate diagnostic tools.
CLO3: Distinguish the structural, behavioral
and strategic interventions used in change
management efforts.
CLO4: Demonstrate effective interpersonal
and communication skills while presenting.
CLO5: Prepare a term paper using
appropriate academic writing style
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3. CHANGE MANAGEMENT
Change:
The process of becoming
different.
Change Management:
A structured approach
enabling individuals, groups
and organizations move
from a current state to a
desired future state.
ORGANIZATIONAL DEVLEOPMENT
A planned, systematic,
ongoing process to
enhance organizational
development and
performance.
Bringing organizational
systems and processes into
line with the current and
future internal and external
environments.
DEFINITIONS OF KEY TERMS

4. LEVELS OF CHANGE MANAGEMENT

5. APPROACH TO MANAGING CHANGE
Change management is the process
by which the changes of a system are
implemented in a controlled manner
by following a pre-defined framework.
Change management is a style of
management that aims to encourage
organizations and individuals to deal
effectively with the changes taking
place in their work.
Change management is a basic skill in
which most leaders and managers
need to be competent.

6. THE NEED FOR
ORGANISATIONAL DEVELOPMENT & CHANGE
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7. THE FRAMEWORK FOR CHANGE:
HEAD, HEART & HANDS
Thinking &
understanding
HEAD
Motivation/
Emotion
HEART
Behavior
HANDS
What do I do
differently?
What’s in it
for me?
Why should I
change?
Change takes place in three arenasChange takes place in three arenas

8. STRATEGY/CHANGE IMPLEMENTATION
FRAMEWORK FOR CHANGE
Arenas of
Stages Change
of Change
Implementation
Thinking &
Understanding
Motivation/
Emotion
Behavior
Coming to
grips with the
change
Working it
through
Maintaining
momentum
Changing
behavior and
developing
competency
and
capability
Breaking the
conventional
mindset and
generating a
picture of the
future
Dealing with
reactions to
loss and
creating the
will to
succeed
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9. CHANGE COMPASS

10. FOUR AXES OF CHANGE COMPASS
Business intelligence (BQ), which drives the
context for change and provides the rationale
for change;
Political intelligence (PQ), which helps leaders
identify the stakeholders in change and how to
influence them appropriately;
Spiritual intelligence (SQ), which provides the
inner drive for change and manifests itself in the
vision and values of an organization going
forward;
Emotional intelligence (EQ), which supports
change in oneself and others by recognizing
reactions to change and creating an
environment where others feel motivated to
follow.

11. Stability
Learning
Acceptance,
Commitment
Looking
Forward
Looking
Back
Comfort and
control
Fear, Anger and
Resistance
Chaos
Enquiry,
Experimentation
and Discovery
A JOURNEY THROUGH CHANGE:

12. MANAGEMENT OF COMPLEX CHANGE
=CHANGE
=CONFUSION
=ANXIETY
=GRADUAL
CHANGE
=FRUSTRA-
TION
=FALSE
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VISION SKILLS RESOURCESINCENTIVES
ACTION
PLAN
SKILLS INCENTIVES
ACTION
PLAN
RESOURCES
INCENTIVES RESOURCESVISION
VISION
VISION
VISION
SKILLS
SKILLS
SKILLS INCENTIVES
INCENTIVES
RESOURCES
RESOURCES
ACTION
PLAN
ACTION
PLAN
ACTION
PLAN

13. Leader’s Action:
Comfort and
control
Fear, Anger
and
Resistance
Enquiry,
Experimentatio
n and Discovery
Learning,
Acceptance &
Commitment
Create a felt
need of
change
Stabilize &
Sustain the
change
Introduc
e the
change
Revise &
finalize the
change plan
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14. ORGANIZATIONAL DEVELOPMENT
OD Values:
1.Respect for people
2.Trust and support
3.Power equalization
4.Confrontation
5.Participation
Organizational Development (OD)
A collection of planned interventions, built on humanistic-
democratic values, that seeks to improve organizational
effectiveness and employee well-being.

15. CREATING A LEARNING ORGANIZATION
Characteristics:Characteristics:
1.1.Holds a shared vision.Holds a shared vision.
2.2.Discards old ways of Discards old ways of
thinking.thinking.
3.3.Views organization as Views organization as
system of relationships.system of relationships.
4.4.Communicates openly.Communicates openly.
5.5.Works together to Works together to
achieve shared vision.achieve shared vision.
Learning Organization
An organization that
has developed the
continuous capacity to
adapt and change.

16. LEARNING ORGANISATIONS
Organisations where the focus is on the acquisition, sharing and
utilisation of knowledge to survive and prosper.
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Continuous learning
Knowledge generation and sharing
Critical systematic thinking
Learning culture
Flexibility and experimentation
Valuing employees
Strategic focus
Organisational renewal