A Model of Organizational Change

and Development
SHARON R. REYES
Discussant
 What is Organizational Change?

• It is the process of planning and

implementing change in an
organization in such a way to
minimize employee resistance, cost
and simultaneously maximizing
effectiveness of change.

• It is the transformation or adjustment

to the way an organization functions.
What is Organizational Development?

• Organizational Development is
the process of preparing for and
managing change in organizational
settings.
 Why is it important to Adapt to Change?

• Times change, people change, things change, situations change

hence so do the organizations.

• Organizational change occurs as a reaction to an ever-changing

environment or as a response to a current crisis situation. On the
other hand, it is triggered by a progressive manager.
 Why is it important to Adapt to Change?

• Individuals, teams, or organizations that do not adapt to

change in timely ways are unlikely to survive.

• The organizations which recognize the inevitability of

change, learn to adapt to it, and attempt to manage it,
will be the most successful.
 A Model of Organizational Change and Development

• In order to help an organization develop in a certain direction, managers and

leaders need to create meaningful and lasting change.

• Prospects of initiating successful change can be enhanced when managers

actively support the effort and demonstrate that support by implementing
systematic procedures that give substance to the process.
 A Model of Organizational Change and Development

• The model indicates that forces for change continually act on the
organization; this assumption reflects the dynamic character of the modern
world.

• But once managers recognize that something is malfunctioning, they must

diagnose the problem and identify relevant alternative techniques.

• Finally, the manager must implement the change and monitor the change
process and change results.
 A Model of Organizational Change and Development

• The model includes feedback to the implementation step and to the forces-
for-change step.

• The mode of implementation may be faulty and may lead to poor results, but
responsive action could correct the situation.

• Moreover, the feedback loop to the initial step recognizes that no change is
final.
• The model suggests no final solution; rather, it
emphasizes that the modern manager operates in a
dynamic setting wherein the only certainty is change
itself.
FORCES FOR
CHANGE

• External
• Internal
FORCES FOR CHANGE

• Organizations encounter many different forces for change. These forces come
from external sources outside the organization and from internal sources.

• This topic examines the forces that create the need for change. Awareness of
these forces can help managers determine when they should consider
implementing an organizational change.
 FORCES FOR CHANGE

• EXTERNAL FORCES
• (Demographic) Nature of Workplace
• Technological Advancements
• Political and Social Pressure

• INTERNAL FORCES
• Process Problems
• Behavioral Problems
Force for Change: External Forces

• Originate outside the organization.

• Put pressure on how organization conducts its business and its
relationships with costumers, suppliers and employees.
• It includes:
• Demographic (Nature of Workplace)
• Technological Advancements
• Political and Social Pressure
• Nature of Workforce
- must adjust to a multicultural environment and demographic
changes.
- organizations need to effectively manage diversity if they are to
receive maximum contribution and commitment from employees.
• Technological Advancement
- Technological changes can make or break a business. Whether
new technology is introduced, organizations must change to
accommodate new technologies or suffer consequences.
- Both manufacturing and service organizations are increasingly
using technology as a means to improve productivity,
competitiveness and costumer service while also cutting costs.
- There is no question that the development and use of
technological advancements is probably one of the biggest forces for
change.
• Social and Political forces
- created by social and political events.
- Government restrictions often force change onto organizations.
- Changing social trends can pressure organizations into making
changes.
Forces for Change: Internal Forces

• Comes from inside the organization.

• It is also called the change that arise from inside the organization and
relate to the internal functioning of the organization.
• Internal forces for change can usually traced to process and
behavioral problems.
Process Problems

• The process problems include breakdowns in

decision making and communications.
Behavioral Problems

• Low levels of morale and high levels of absenteeism and turnover are
symptoms of behavioral problems that must diagnosed.

• Excessive interpersonal conflict between managers and their

subordinates is a sign that change is needed.

• Inappropriate leader behavior such as inadequate direction or support may

result in human resource problems requiring change.
THANK YOU FOR
LISTENING!!!
References:

• Ivancevich John M., Konopaske Robert and Matteson T. (2008).

Organizational Behavior and Management, Eight Edition. MacGraw-Hill
International.
• Kreitner Robert and Kinicki Angelo. (2010). Organizational Behavior, Ninth
Edition. MagGraw-Hill International
• https://www.slideshare.net/mobile/anirudhkotlo/managing-organisation-chang
e-37716701