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OrganizationalBehavior OrganizationalChange

This document discusses organizational change and change management. It covers key topics like the forces driving change, different types of change, resistance to change, and models for managing change. Examples are provided of how change both succeeded and failed in companies. Lewin's three-step model and Kotter's eight-step plan are described as approaches for guiding change implementation. The importance of process improvement, stimulating innovation, and creating a learning organization are emphasized to help organizations adapt to internal and external changes.

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Lovely Joy Hatamosa Verdon-Diel
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16 views22 pages

OrganizationalBehavior OrganizationalChange

This document discusses organizational change and change management. It covers key topics like the forces driving change, different types of change, resistance to change, and models for managing change. Examples are provided of how change both succeeded and failed in companies. Lewin's three-step model and Kotter's eight-step plan are described as approaches for guiding change implementation. The importance of process improvement, stimulating innovation, and creating a learning organization are emphasized to help organizations adapt to internal and external changes.

Uploaded by

Lovely Joy Hatamosa Verdon-Diel
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Organizational Behavior: Organizational Change

Presentation · June 2021


DOI: 10.13140/RG.2.2.13730.35527

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Hewa Ghafor Hassan Jwan Shkak


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Organizational Behavior
Organizational Change
Jwan Mawlood
Hewa Hassan
Outline
Discuss the impact organizational change has on individuals and the workplace

• Discuss change management as it functions in organizational behavior


• Discuss various ways change has succeeded and failed in contemporary examples and organizations
Learning Outcomes: Key Components
of Communication
Discuss change management as it functions in organizational behavior
Describe forces of change
Describe types of change
Discuss ways an organization can be resistant to change
Analyze models and process for change management
Forces of Change
Types of Change: Planned and
Unplanned

Planned change Unplanned change


Types of Change: Evolutionary and
Revolutionary

Evolutionary change Revolutionary change


Change can effect…
• Change can effect…Change can effect…
Resistance to change

• Organizational resistance

• Group resistance

• Individual resistance
Ideas for Encouraging Change
• Education and communication
• Participation and involvement
• Facilitation and support
• Negotiation and agreement
• Manipulation and cooperation
• Explicit and implicit coercion
Lewin’s Three-Step Change
Management Model
• It emphasizes the importance of recognizing the need for change and being motivated to implement it.
• It acknowledges that resistance to change is inevitable.
• It focuses on people as the source of change and learning.
• It highlights the need to support new behaviors.
Kotter’s Eight-Step Plan for
Implementing Change
• a sense of urgency around change
• a coalition for managing the change
• a communicated vision for the change
• the removal of obstacles to accomplishing change
• the continued pursuit of change in spite of
apparent victory
• an anchoring of the changes into the
organization’s culture
Figure: Kotter’s Eight-Step Plan for
Implementing Change
Learning Outcomes: Success and
Failure in Change
Discuss various ways change has succeeded and failed in contemporary examples and organizations

Discuss crisis management and process improvement


Discuss external change management and stimulating innovation
Discuss internal change management and learning organizations
Crisis Management and Process
Reengineering
Issue: Volkswagen installed defeat software into their diesel engines so they would pass US emission testing,
despite being otherwise non-compliant.

Volkswagen’s responses to change: Volkswagen underwent process


reengineering:
• Reviewed distinctive competencies and
elected to focus on electric cars post- • Reorganized horizontal processes to
crisis move away from top-down alignment
• Reviewed core processes to determine • Put decision making back in the hands
weaknesses of experts
• Reorganized around horizontal processes • Working to change corporate culture
to support changes.
Process Reengineering and
Continuous Process Improvement
• Process Reengineering
• Management starts with a clean sheet of paper and rethinks and redesigns the processes by which an
organization does work and creates value.
• Looks at
• Distinctive competencies
• Core processes
• Reorganizing around horizontal processes
• Continued process improvement to ensure organization is functioning at its highest capability
External Change Management and
Stimulating Innovation
Issue: Borders Books and Music did not respond quickly enough to changes in their technological environment

Borders responses to change: Borders lacked stimulating innovation:

• Gave ecommerce business away to • Overseas investment left the company


Amazon as a means of outsourcing – with no budget to bring innovation in
took that business back in house too late house
• Invested in music when MP3 players • Inflexible store leases, etc., prevented
were starting to emerge and become agility
popular • Needed idea champions and a culture
• Employees lacked technology to do that permitted innovation.
their jobs
Stimulating Innovation

• Structural variables as a source


• Organizations create cultures that stimulate innovation
• Creating idea champions
Internal Change Management and
Learning Organizations
Issue: Amazon’s purchase of Whole Foods created a clash of cultures, where Amazon was very bureaucratic
and Whole Foods was team-based and organic.

Amazon’s merger failures(so far): Steps needed to make this work:

• Failure to merge cultures – Whole Foods • Employ double-loop learning to modify


expected to operate under the new organizational objectives
Amazon system • Reduce fragmentation and, with it,
• Lack of buy-in from Whole Foods team reactiveness to reduce competition
• Creating competitive and reactive • Reestablish innovative environments
environment with bureaucratic
employee assessments, etc.
Learning Organizations
• Learning organizations attempt to address fragmentation, competition and reactiveness because
• There exists a shared vision upon which everyone agrees.
• People discard old ways of thinking and standard routines.
• Members think of all organizational processes, activities, functions and interactions with the environment as
part of a system with interrelationships.
• People openly communicate with each other across vertical and horizontal boundaries without fear of criticism
or punishment.
• Personal self-interests and fragmented departmental interests are sublimated to the organization’s shared
vision.
Quick Review
• Forces of change can be external or internal
• Change is planned or unplanned, and it’s either evolutionary or revolutionary
• Change can effect technology, product or service, administration and management, or people or human
resources
• Resistance to change can be individual, group or even organization-wide, but education, communication and
support can minimize issues
• Many models exist to suggest how to introduce and manage change, including models by Kurt Lewin and
John Kotter
• Organizations adopt processes to minimize the effects of change, like
• Process reengineering and continuous improvement
• Stimulating innovation
• Learning organization
THANK YOU

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