Organizational Behavior:

Organizational Change

Kumar Joshi
Joshi.kj91@gmail.com

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Organizational Change

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 OB: Organizational Change
Concept of Change –
Organizational change is the movement of an
organization away from its present state and towards
some desired future state to increase its effectiveness.

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Forces for Change

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 OB: Organizational Change
Forces for Change
A number of factors - Internal and External - affect
organizational functioning.

Any change in these factors necessitates change in an

organization.

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Managing Planned Change

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 OB: Organizational Change
Managing Planned Change

Change inevitably happens to all organizations.

Planned Change - involves changing activities of the

organization that are intentional and goal oriented.

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 OB: Organizational Change
What can a Change Agent change?
Robbins explains 4 categories of change options:
1. Changing structure- organization’s design,
standardization, decentralization etc
2. Changing technology: tools and equipment or
methods, automation or computerization
3. Changing the physical setting- space configuration,
interior design, equipment placement etc
4. Changing the people- changing attitude and behavior
of organizational members through decision-making,
communication, problem solving processes.
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Forces and Targets for Change

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 OB: Organizational Change
Forces and Targets or Change
Organizational change
occurs due to the different
situations. The main
target or reason for
change would vary from
organization to
organization.

Common organizational
targets are Tasks, People,
Culture, Technology, and
Structure.
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 OB: Organizational Change
Forces and Targets or Change
Tasks: is the nature of work, strategies used, and the
different job designs for individuals and groups
People: attitudes and skills of the employees along with
the human resource management of the organization
Culture: norms of the organization, the values of the
organization
Technology: operations and information technology to
support job designs and machines in systems
Structure: system of the organization, design features
and communication systems
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Resistance to Change

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 OB: Organizational Change
Resistance to Change
No matter how much beneficial the programme is. It is always
difficult to implement change programme.
Resistance to change may be:
Overt – expressed through strikes, reduced productivity,
sabotage (damage); and
Covert – expressed by increased tardiness, absenteeism,
request for transfer, resignation, loss of motivation etc.

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 OB: Organizational Change
Overcoming Resistance to Change
To make change programmes effective managers need
to overcome resistance to change successfully.

These tactics have

been suggested
for use by Change
Agents in dealing
with resistance to
change.
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 OB: Organizational Change
Overcoming Resistance to Change

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Approaches to managing
Organizational Change

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 OB: Organizational Change
Approaches to managing organizational
change
Various approaches have been suggested to manage
the organizational change:
1. Lewin’s three step model
2. Action research
3. Organizational Development

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 OB: Organizational Change
1. Lewin’s three-step model
Kurt Lewin developed a change model involving three
steps: Unfreezing, Changing and Refreezing.

For Lewin, the process of change entails creating the

perception that a change is needed, then moving
toward the new, desired level of behavior and finally,
solidifying that new behavior as the norm.

The model is still widely used and serves as the basis

for many modern change models.

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 OB: Organizational Change
2. Action Research

It is a change process based on systematic collection

of data and then selection of a change action based on
what the analyzed data indicate.

Action Research is concerned with practical problems

with theoretical relevance and has three masters – the
sponsor, the behavioral science practitioner and the
scientific community – P. A. Clark

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 OB: Organizational Change
Action Research..
Process steps:
Benefits:
• Diagnosis
• Problem-focused rather
• Analysis than solution centered
• Feedback • Heavy employee
• Action involvement reduces
resistance to change
• Evaluation

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 OB: Organizational Change
3. Organizational Development (OD):
OD is a practical and systematic approach launching
and diffusing change in organizations. It is an attempt
to improve the overall organizational efficiency.

OD is the process of planned change and

improvement of the organization through application of
knowledge of the behavioral science -
Griffin/Moorhead

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 OB: Organizational Change

Values of OD Prerequisites to OD –
OD pragrammes are OD does not emerge itself. There
based on certain are some conditions which must be
value system. accomplished as prerequisites.
They are:
1. Respect for people
• Top Management Support
2. Trust and support • Consultant-Facilitator
3. Power equalization • Past Experience of OD
4. Confrontation • Team Work
5. Participation • Built in Reward System
• Internalization of OD Values
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 OB: Organizational Change
Steps in OD
1.Diagnosis – identification of problem
2.Data Collection- data is collected from various sources.

3. Feedback and Confrontation- Review the collected data

4 Action Planning- Teams together make action plans to implement

change.

5. Interventions- The consultants help the participants to select and

use appropriate OD intervention.
6. Evaluation: The consultants help the organization members to
evaluate the results of OD programs

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