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1. Organizational Change
&
Development

2. • “Progress is impossible without change” –
Ireland born Fabian.
• “Those who do not change their minds can
not change anything” – George Bernard
Shaw.
• Change is an inevitable all the time.
• Making things different.

3. • Every organization or a corporate , in Lincoln’s
language may be described as an “of the people by the
people for the people.” i.e. , it is an institutions of those
who own it (shareholders) , by those who run it ( HR)
and for those who support it ( the customers).
• The workforce that propels the organization towards
commercial prosperity.
• The same human capita that would also steer the
organization to economic safety, whenever the
inevitable waves of change happen to rock the very
business keel of the organization.

4. Why Change?
The customers demands and preferences are
never static in developing economies and
the shifts in the consumption patterns
trigger waves in the market, which ,in turn ,
jerk the business entities in to new
perspectives and attitude compelling them
to consider an organizational change.

5. Organizational change manifest in
the following manner
• Change in the style of management.
• Change in the marketing approach and operational
functions.
• Production of new products and reorientation of services
• Reorientation of HR policies.
• Hunt for new skills.
• Attempts to inculcate in the workforce, new perspectives
of many business functions.
• Change in the approach to placements , promotions and
training .
• Change in the physical infrastructure and change in
business diplomacies and business rules.

6. Forces of Organizational Change
rs
Exte rnal Facto
s Political Factors
ing need
ng
ha omer
C st s
Cu nce
ere up
p ref l&
gro
i dua
vi System
Ind
Economic
ons Dynamics
Globalization tati
Factors
ex pec
&Increased Managerial &
competition Technological
Administrative
processes
Changes
Organizational
structure &
design
rs
acto
Govern rn al F g es
ment P
olicies Inte lC
han
ica
no log
h
Tec

7. Features of Planned Changed
• It is deliberate ,systematic and intentionally undertaken.
• Its takes place in all organizations at varying speeds and
degrees of importance.
• It takes place in all parts of an organization.
• Planned change may focus on organization's technology ,
products ,markets , processes , people etc.
• It can have positive as well as negative impacts.
• Planned changes are costly ,time consuming , and difficult
bring about .

8. Goal of Managing Planned
Change
• Its seeks to improve the ability of the
organization to adapt to changes in its
environment.
• It seeks to change employee behavior.

9. Change Agents
• Change agent can be managers or non
mangers , employees of the organization or
outside consultants.
• Persons who act as catalysts and assume
the responsibility for managing change
activities.

10. Resistance to Change
Individual Resistance Organizational Resistance
• Habit • Structural inertia
• Security • Limited Focus of Change
• Economic Factors • Group Inertia
• Fear of Unknown • Threat to Expertise
• Selective Information • Threat to established Power
Processing Relationships
• Threats Established
resources Allocations

11. Overcoming Resistance to
Change
• Education and Communication
• Participation
• Facilitation and Support
• Negotiation
• Manipulation & Cooptation (participations)
• Coercion ( threats of transfer , loss of promotions ,
negative performance evaluations, and a poor
letter of recommendation .)

12. Lewin’s Three Step Process to Changing
Behaviour
UNFREEZING
Resistance to change lessened,
need for change created
(Equilibrium disturbed)
MOVING
From old behaviour
to the new
(Changes)
REFREEZING
Change made
permanent

13. • Unfreezing : change efforts to overcome the
pressure of both individual resistance and
group conformity.
• Refreezing : stability a change intervention
by balancing driving and restraining forces.
• Driving Forces : Forces that direct behaviour
away from the status quo.
• Restraining Forces : Forces that hinder
movement from the existing equilibrium.

14. Restraining &Driving Forces
Restraining Forces
Driving Force

15. Organizational Development
(OD)
• A collection of planned change
interventions , built on humanistic –
democratic values , that seeks to improve
organizational effectiveness and employee
well-being.

16. Organization Development
(OD)
‘Organization development (OD) is a long term
effort, led and supported by top management,
to improve an organization’s visioning,
empowerment, learning, and problem-solving
processes, through an ongoing, collaborative
management of the organization culture - with
special emphasis on the culture of intact work
teams and other team configurations - utilizing
the consultant-facilitator role and the theory
and technology of applied behavioral science,
including action research.’

17. The OD Paradigm Values and Organizational growth
and Collaborative and participative processes and a
spirit of inquiry.
The following values in most OD effort.
• Respect for people
• Trust and support
• Power equalization
• Confrontation
• Participation

18. OD Techniques or interventions
• Sensitivity Training (laboratory training ,
encounter groups , T-groups)
• Survey Feedback
• Process Consultation
• Team Building
• Intergroup Development
• Appreciative Inquiry

19. Thank You !!