ORGANIZATIONAL
CHANGE
By:
Tirta Perkasa (145030207121001)
Leny Vasidatur R. (145030207121008)
Ewaldo Pareira (145030207121019)
Faculty of Administrative Science
Brawijaya University
DEC 2015

• Understanding changes in the organization as a simple
means is discussion about why, when, and how
organizational change (Hatch, 1997: 350)
• 2 causes of change:
1. Internal Factors: Concerning the internal factors of the
organization.
EX: change of destination, change the number of
personnel, declining morale, etc
2. External Factors: Caused by changes in the
organization's environment.
Ex: government regulations, economic conditions, actions
of competitors, etc
Decision and Types of Organizational Change

Decision and Types of Organizational Change
2 types of changes
1. Planned changes :
efforts are proactive
and deliberate
organization (procative
and purposeful change)
2. Unplanned changes :
are the types of
changes that can not be
anticipated by the
organization
planned Changes
• Changes in products and
services
• Changes in administrative
systems
• Changes in organizational
size or structure
• Introduction of new
technologies
• Advances in information
processing and
communication
Unplanned Changes
• Changing employee
demographics
• Performance gaps
• Governmental regulations
• Economic competition in the
global arena

According to Kanter, Stein, and Jick (1992), in
the organization change there are 3 level,
called Big Three Model :
1. Macro evolutionary: where these organizational
changes caused by the behavior of other organizations.
Actions or the actions of other organizations that affect
an organization, resulting in a change.
2. Micro evolutionary: changes caused by the influence
of internal factors in the cycle or the life cycle of the
organization, either because the increase size and
complexity, as well as growth problems and a decrease
in organizational decline.
3. Political: the change at the individual level. Usually
the politics and power struggles within the organization.
Decision and Types of Organizational Change

Based on the scope and objectives. The types of
changes (Kotter, 1997):
1. Restructuration
2. Re-engineering
3. Preparation of back Strategy (turn around)
4. Merger / Acquisition:
5. Downsizing
6. Programs Quality
7. Changes / Updates the culture of the
organization (organizational culture's renewal)

Organizational Change Management Model

Organizational Change Management Model
• Kotter Model
1. Establishing a sense of urgency
2. Forming a powerful guiding coalition, namely the
people who will become agents of change
3. Creating a vision
4. Communicating the vision
5. Moving, supporting, and empowering more people
to not only support, but empowering others to
act on the vision.
6. Planning for and creating short-terms wins
7. After the evidence produced more and more short-
term, then the next is consolidating improvement and
producing still more change
8. Institutionalizing new approaches into the
organization's culture

Organizational Change Management Model
• Schneider and Beatty Model
The organizational changes described
as an analytical process that ends is to improve
organizational performance. The determinants
of the success of the changes called critical
success factors (CSFs). At the beginning of
change, managers need to define the
organization of the key factors of this success.
Materials to analyze these factors are of the
strategy (business strategy) and corporate
culture (corporate culture). Analysis of CSFs in
an organization and then applied to the
structure-system-skill (3s), three structural
factors which have to be adjusted to the CSFs.
3 S changes need to be managed in such a way
so as to form a change in behavior on the
members of the organization. This is the basis
of excellence and performance improvement
organization in the future.

Organizational Change Management Model
• Robbins Model
1. What should be changed? structure /
technology / process?
2. Draft amendments: (a) the process of
change, (b) the tactics that will be used in
the successful change, whether the
intervention, participation, persuasion, or
command (Edict).
3. Implementation of changes and
evaluation and feedback.

Organizational Change Management Model
• Symbolic and Interpretive Hatch Model

According to symbolic models, the very basic element in an
organizational change effort is the role of an actors. The actor who
plays the role of change (Berger, 1994):
1. Change agents, that is those who have the ability as a pioneer
and motivator of change in organizations.
2. Change managers, that is those who have special capabilities in
planning, organizing and implementing change.
3. Change facilitators, that is people who are spread across all
levels of the organization and actively support change agents
and change manager.
4. Change buffers, that is those who are passively resisting change,
because the feel reluctant or quite satisfied with the existing
conditions.
5. Change resistors that is those who are actively and openly
oppose change.

Various Views on Organization Change
• Postmodern: Organizational change can be a vehicle of
domination for managers of organizations that
consciously or unconsciously have a tendency to
totalitarianism, or dictatorial attitudes. Second,
organizational change can be seen also as an
opportunity for freedom, creativity, and possibility.
• Power and Politics: Changes in the organization is
essentially a reflection of the loss of control that had
been held by the dominant power coalition within the
organization.
• Learning and Innovation: The process of learning and
innovation within organizations requires certain
changes in the structure and patterns of organizational
management.
• Cultural Approach: that planting a new culture is
needed in order to change the organization can be was
settled as behavioral patterns that remain in the
organization.

The Role Administration Organizational
Change
• Leading Change
Managing a variety of organizational change efforts
in accordance with the conditions and
characteristics of the changes that must be made
• Hodgkinson (1978: 5)
1. Administration is "Reviews those aspect dealing
more with the formulation of purpose, the value
laden issues, and the human component of
2. Organizations." Management was "Reviews those
aspects wich more routine, definitive, programmatic
, and susceptible to quantitative.

THANK YOU
QUESTION,
ANYONE??