Hrm 601 organizational behavior
This presentation is the property of its rightful owner.
Sponsored Links
1 / 25

HRM 601 Organizational Behavior PowerPoint PPT Presentation


  • 43 Views
  • Uploaded on
  • Presentation posted in: General

HRM 601 Organizational Behavior. Session 14 Organizational Change & Development. The Need for Change in Organizations.

Download Presentation

HRM 601 Organizational Behavior

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


Hrm 601 organizational behavior

HRM 601 Organizational Behavior

Session 14

Organizational Change & Development


The need for change in organizations

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.


The learning organization

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


Planned change

Planned Change

  • Changes in products or services

  • Changes in size or structure

  • Changes in administrative structures

  • Changes in technology


Unplanned change

Unplanned Change

  • Government regulation

  • Economic competition

  • Performance Gaps


Areas of organizational change

Areas of Organizational Change

  • Goals and strategies

  • Technology

  • Job design

  • Structure

  • Processes

  • People


The change process

The Change Process

Unfreezing

(Facing the

Problem)

Moving

(Creating a New

State)

Status Quo

Refreezing

(Maintaining the

Change

New State


Individual barriers to change

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


Organizational barriers to change

Organizational Barriers to Change

  • Structural inertia

  • Work group norms

  • Threat to existing balance of power

  • History of change efforts gone wrong

  • Boards of Directors


Overcoming resistance to change

Overcoming Resistance to Change

  • Informing about pressures for change

  • Pointing out discrepancies between current state and desired one

  • Convey positive expectations for change


What is organizational development

What is Organizational Development?

  • It is the application of social science techniques to plan change in organizational settings for the purpose of enhancing organizational effectiveness and the development of individuals.


Underlying values

Underlying Values

  • Concept of people

  • Concern for science

  • Democratic principles

  • The helping relationship


Potential conflicts with od

Potential Conflicts with OD

  • Conflict with profit making

  • Conflict with managerial prerogatives


Organizational level diagnosis

Organizational Level Diagnosis

Transformation

Strategy

Design Factors

Culture

Inputs

General

Environment

Industry

Structure

Outputs

Performance

Productivity

Satisfaction


Group level diagnosis

Group Level Diagnosis

Transformation

Group

Design

Factors

Inputs

Organization

Design

Factors

Culture

Strategy

Outputs

Team

Effectiveness

Productivity,

Satisfaction


Individual level diagnosis

Individual Level Diagnosis

Transformation

Job

Design

Factors

Inputs

Group

Design

Factors

Personal

Characterist-

ics

Outputs

Individual

Effectiveness

Productivity,

Satisfaction


After diagnosis

After Diagnosis

  • Feeding back the information

  • Choosing interventions

  • Managing change

  • Institutionalizing change


Team building

Team Building

  • Improved group processes

  • Communication

  • Goal clarification

  • Role clarification

  • Task orientation


Survey feedback

Survey Feedback

  • Small meetings to feedback survey results

  • Meetings used to formulate change

  • Managers conduct meetings to indicate commitment


Employee involvement

Employee Involvement

  • Quality of worklife

  • Quality circles

  • Total quality management


Re engineering

Re-Engineering

  • Job redesign

  • Teamwork

  • Work performed by most appropriate person

  • Advanced information technologies used


Od effectiveness

OD Effectiveness

  • More impact on organizational than individual outcomes

  • Works better for white collars than blue collars

  • Works better if multiple techniques are used

  • Technological change shows more positive outcomes


Measurement problems

Measurement Problems

  • Difficult to isolate cause of outcomes since OD efforts often involve multiple changes

  • May be the result of Hawthorne effects

  • Change may be due to maturation or passage of time and not intervention


Ethical issues

Ethical Issues

  • The role of the OD practitioner

  • Who’s values


Hrm 601 organizational behavior

Continuing Issues

  • Importance of learning and knowledge

  • Impact of technology

  • Managing the remote work force


  • Login