Organizational Change and Development Flashcards
Organizational change
Radical change
Incremental change
Organizational targets for planned change
Purpose: Clarify or create mission and objectives
Technology: Improve equipment facilities and work flows
Structure: Update organizational design and coordination
Tasks: Update job designs for individuals and groups
People: Update recruiting and selection practices; improve training and development
Culture: Clarify or create beliefs and values
Strategy: Clarify or create strategic and operational plans
Objectives: Set or modify specific performance targets
Planned and unplanned change
Performance gap (usually what change comes from) between them.
Reasons: External reasons, organizational reasons, individual reasons
Gap Analysis : x= time y= key performance indicators , planned development & actual development two dif. functions
Framework of Change (Robert Miles)
Slide 177
Generating energy for transformation:
* Confronting reality
* Creating an reallocation resources
* Raising the bar
* Modelling desired behaviors
Developing a vision of the future:
* Visioning
* Modelling business success
* Analyzing the total system
* Focusing on the transformation initiatives
Aligning the internal organisational context:
* Restructuring
* Implementing infrastructure
* Reshaping the culture
* Building core competencies
Creating a transformation process architecture:
* Education and involvement mechanisms
* Coordination mechanisms
* Feedback and communication mechanisms
* Consulting support
Change agents
(radical change in 70s, do we need computers)
Witte:
- Expert promoters (e.g. somebody in the buying company who is expert on computers, any
hierarchical level)
- Power promoters (top level/second level) = Promoter team (either two people or the same person)
Hauschildt: Process promoter; Relationship promoters
Barriers to Innovation
Volitional Barriers: Forces that preserve the status quo (people don’t want to change) —> Need of a
power promoter (who will say no, we need to change!)
Skill/ Ability Barriers: Lack of abilities or clash of skilled specialists (change agents) and unskilled
opponents —> Need: Expert promoter
Organizational Development key aspects
- Planned strategy of change
- Object of change: The entire system of the organization
- Active participation
- Goals:
- Performance
- Flexibility
- Improved work conditions
- Individual growth
opportunities
O.D. Approaches (Slide 181)
Organization wide O.D. interventions
Survey feedback
Confrontation meeting
Structural redesign
Collateral organization
Large-group interventions
Small Group O.D. interventions
- Team building
- Process consultation
Individual O.D. interventions
Sensitivity training
Management training
Role negotiation
Job redesign
Change strategies and management behaviours
Slide 185
Power bases - change strategies - managerial behaviours - predicted outcomes
Lewin’s model of change (“Action Research”)
Phase 1: Unfreezing (Creating a felt need for change - Minimising resistance to change)
Phase 2: Changing ( Changing people -
individuals and groups - tasks, structure,
technology)
Phase 3: Refreezing (Reinforcing outcomes -
Evaluating results - Making constructive
modifications)
Phases in Organizational development interventions
1) Unfreeze: - Laboratory training -
Diagnosis of current situation - Feedback
2) Change: - Process consultation - Team
development ( * Data collection * Data
analysis * Cooperative action planning ) -
Intergroup Interventions
3) Refreeze: - Top management support -
Realization of specific measures -
Evaluation - Consultant leaves company
Change Processes
(Slide 188)
1. Shock
2. Negation
3. Insights
4. Acceptance
5. Testing
6. Realization
7. Integration
Why People Resist Change
Fear of unknown
Need for security
No felt need for change
Vested interests threatened
Contrasting interpretations
Poor timing
Lack of resources
