ORGANIZATIONAL CHANGE

BY: FLORA M. TEL-EQUEN

 1. DIVISION OF LABOUR

2. FORMS OF DEPARTMENTALIZATION

3. LEWIN’S FORCE FIELD ANALYSIS MODEL

TOPICS
4. UNFREEZING, CHANGING AND FREEZING

5. APPROACHES TO ORGANIZATIONAL CHANGE

a. ACTION RESEARCH APPROACH
b. APPRECIATIVE INQUIRY APPROACH
NEED FOR CHANGE
WHY IS CHANGE IMPORTANT
FOR THE ORGANIZATION?

 Change is perhaps the only constant in today’s world.

 An organization needs to change and redefine themselves

continuously if they desire to stay in the business.

 Organizations may have to go through changes because of

some environmental forces.

 Staying in the business and in good shape is similar to trying

to climb uphill through a slippery path—the more you climb
up, you possibly slip down more.
 CHANGE
 Change is a relatively enduring alteration of
Organizational the present state.
Changes  Includes both planned and unplanned
changes.

 Refer to transformations in the organization’s

design and structure, technology and/or
people, which may be either a planned effort
or an unplanned one.

 change that has an impact on the way work

is performed and has significant effects on
staff.

 Changes may occur as a natural process in an

organization, or it may be initiated
deliberately within the organization.
NATURE OF ORGANIZATIONAL
CHANGE

Whether the organization is deliberately

introducing a change or is compelled to change
as a result of external or internal forces, it is
worth noting that any effort to change will have
a pervasive influence over the entire
organization.
 FORCES RESPONSIBLE FOR CHANGE

External Forces Responsible for Change Internal Forces Responsible for

 The external environment where the Change
organization is situated is often found to be
the biggest driver of change. • Changes in Managerial Personnel
 Some of the major external forces for • Changes in Operative Personnel
change are globalization resulting in fierce
competitions, workforce diversity, • Deficiencies in the Existing
technological change, government Structure
regulations, changing economic conditions
and world politics that compel organizations
to change.
Pointers For Change Within The Organizations

1. D e c l i n i n g e f f e c t i v e n e s s o f t e n c r e a t e s
pressure to change.

2. A c r i s i s m a y a l s o s t i m u l a t e a c h a n g e
in an organization.

3. C h a n g e s i n e m p l o y e e e x p e c t a ti o n s c a n
a l s o t r i g g e r c h a n g e i n o r g a n i z a ti o n s .

4. C h a n g e s i n t h e w o r k c l i m a t e a t a n
o r g a n i z a ti o n c a n a l s o s ti m u l a t e c h a n g e .
TYPES OF CHANGE
 Planned change
 Unplanned change
 First-order change
S e c o n d - o r d e r c h a n g e
 Fundamental changes
 Proactive changes
 Reactive changes
 Individual changes
 Collective changes
R E S I S TA N C E T O C H A N G E
 People often resist change even when they are
not satisfied with the way the organization is
functioning. They tend to be apprehensive
about any proposed change for various
reasons.
Tw o C a t e g o r i e s O f R e s i s t a n c e :
1. I n d i v i d u a l R e s i s t a n c e
• The major reasons for resisting change by the
individuals concerned are due to the basic nature of
human beings that can be summarized as follows.
o Fear of the unknown Change
o Fear of loss
o Fear of failure
o Economic factors
o Personality conflicts
o Politics
o Failure to recognize need for change
o Breach of psychological contract
2. ORGANIZATIONAL RESISTANCE
 Like individuals, organizations also resist
changes in various ways. These can be
summarized as follows:
a) Structural inertia
b) Work group inertia
c) Limited focus of change
d) Threat to expertise
e) Threat to existing power equation
f) Threat to established resource allocation
g) Commitments or contracts already made
h) Previously unsuccessful change efforts
 ApproachesForManagingResistanceToChange

 Identify and convince the key individuals

 Identify and neutralize those who resist change
 Education and communication
 Facilitation and support
 Reward constructive behaviour

Behavioural Reactions to Change

• In spite of attempts to minimize the resistance to change
in an organization, some reactions to change are
inevitable.

Four Types Of Basic Identifiable Reactions To Change:

 Disengagement
 Disidentification
 Disenchantment
 Disorientation
 ApproachesForManagingResistanceToChange

 Identify and convince the key individuals

 Identify and neutralize those who resist change
 Education and communication
 Facilitation and support
 Reward constructive behaviour

Behavioural Reactions to Change

• In spite of attempts to minimize the resistance to change
in an organization, some reactions to change are
inevitable.

Four Types Of Basic Identifiable Reactions To Change:

 Disengagement
 Disidentification
 Disenchantment
 Disorientation
Approaches to Managing Organizational
Change
A. Lewin’s ClassicThree-step Model Of The Change
Process
B. Action Research
C. Appreciative Inquiry Approach
A. Lewin’s Classic Three-step Model Of The Change Process
• .
UNFREEZING
MOVEMENT
MOVEMENT
REFREEZING
B. Action Research
Its value is in providing a scientific
methodology for managing
planned change.
Action research consists of five
steps (note how they closely
parallel the scientific method):
diagnosis, analysis, feedback,
action, and evaluation.
A change process based on the
systematic collection of data and the
selection of a change action based on
what the analyzed data indicate.
Action research provides at least
two specific benefits.
 First, it’s problem-focused.
 A second benefit of action
research is the lowering of
resistance.
Action Research
Consists Of Five Diagnosis
Steps
Analysis

Feedback

Action

Evaluation
C. APPRECIAIVE INQUIRY
 Constructionist Principle

5 principles of Principle of Simultaneity

Appreciative Poetic Principle

Inquiry
Anticipatory Principle

Positive Principle
Appreciative Inquiry
 They identify a problem or set of problems, then look for a solution. Appreciative inquiry seeks
to identify the unique qualities and special strengths of an organization.
REFERENCES:
 Colloquit, Lepine, Wesson (2013). Organizational Behavior; Improving
Performance, and Commitment in the Workplace, 4th Edition. McGraw-
Hill International Edition
 Altman, Valenzi, Hodgetts (2013). Organizational Behavior: Theory
and Practice, United Kingdom Edition, Academic Press Inc, Ltd
 Appreciative Inquiry: Change at the Speed of Imagination - Magruder
Watkins,Bernard J. Mohr (2001) Jossey-Bass/Pfeiffer
THANK FOR

YOU

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