MANUELA BELTRÁN UNIVERSITY

ORGANIZATIONAL PSYCHOLOGY

ORGANIZATIONAL CHANGE
AND DEVELOPMENT

ORGANIZATIONAL CHANGE
TEAMWORK
MOTIVATION

A set of transformations that are produced by internal or external forces to

organizations and which generally seek to increase the effectiveness of the
organization.
Allows change to be addressed from
INVIGORATING different aspects of organizational
ELEMENT behavior in its three levels: Individual,
Group and Organizational.
COMMUNICATION
(GARCÍA, ROJAS Y DÍAZ, 2011).

FORCES THAT GENERATE CHANGE

Structural, which refer to mergers and Change in processes, with an emphasis on
acquisitions. making them more effective and less
costly.
Reduction of costs, which allude to the
Cultural change, which are focused on
elimination of non essential activities or human aspects, such as a change from
other operational costs. autocratic management to participatory
(LUECKE ,2003). management.

PLANNED CHANGE UNPLANNED CHANGE

All the actions that occur in response to the
Is aimed at the achievement of goals, is
demand from external variables such as new
more organized, and has more control
directives or market demands. These changes
and is more in touch with financial
include innovations in processes, services,
issues such as costs generated.
products, structure, and management of the
company.

(PALACÍ, 2005).

PHASES OF ORGANIZATIONAL CHANGE

1. Detecting the need for change.
2. Carrying out a diagnosis of the current
situation.
3. Elaborating an action plan.
4. Implementing change.
5. Controlling and assessing changes as
they take place.
(VICENZI, MELO Y FONSECA, 2011).

EXAMPLE: THE COLOMBIAN INVESTMENT COMPANY

BEFORE ITS SALE TO THE BANK OF BRAZIL.
In May 2013, the commissioning In the exchange process, the head of the
firm Inversiones Colombia was sold PMO (Project Management Office) in Brazil
entirely to the Banco de Brasil, an arrived at the company, an area that did
event that has caused a major not exist in the Colombian company. This
organizational change throughout person came with the objective of
the company. implementing this area and also a new
process of application and management of
The most obvious change begins software development projects within the
when the Bank of Brazil decides to area of technology.
carry out an exchange process,
This change was implemented in
sending employees from Brazil to
Colombia without socialization to all
Colombia to the different areas of
employees of the company, who also
the company in order to analyze,
make use of this process of requesting
evaluate and propose new
software requirements; said change was
processes within each of the areas.
only socialized to managers and
It is important to note that unlike
managers, which caused different
the Bank of Brazil, the company
reactions in the employees, some with
Inversiones Colombia did not have
resistance and others with flexibility to
its processes well defined and
change.
documented.
(CORREA, 2015).

MEMBERS
Angélica María Morales Fonseca
Karoll Liseth Peña Sáenz
Leidy Johanna Rodríguez Ríos
Nathalia Camila Lizarazo Lozano

Bibliography
Correa Ríos, L. F. (2015). El cambio organizacional de la empresa inversiones Colombia ante su venta al Banco de Brasil. Disponible en
https://repository.udem.edu.co/bitstream/handle/11407/2240/T_MBA_41.pdf?sequence=1
Forero, C and García, M. (2016). QUALITY OF LIFE AT WORK AND WILLINGNESS TOWARD ORGANIZATIONAL CHANGE IN OFFICERS OF COMPANIES IN THE
CITY OF BOGOTÁ- COLOMBIA. Scielo. Vol.19, n.1, pp.91-102. ISSN 0123-9155. Disponible en http://www.scielo.org.co/scielo.php?script=sci_abstract&pid=S0123-
91552016000100005
García, M; Rojas, M y Díaz, S. (2011). Relación entre el cambio organizacional y la actitud al cambio en trabajadores de una empresa de Bogotá. Diversitas Perspectivas
en Psicología, (1) 7, 2-1
Luecke, R. (2003). Gestionar el cambio y la transición. España: Deusto.
Palací, F.J. (2005). Psicología de la Organización. España: Pearson-Prentice Hall
Vincenzi, L; Melo, M y Fonseca, P. (2011). Resistência À Mudança Organizacional: Avaliação de Atitudes e Reações em Grupo de Indivíduos. 1-15.