1. Change in Organizations 2. Planned Change Strategies 3. Resistance to Change 4. High Performance Context of OB 5. KEY OF HIGH PERFORMANCE ORGANIZATIONS 6. Creating a High Performance Organization 7. Stages of Group Development 8. Input Foundations of Group Effectiveness 9. Team Building: Improving Team Processes 10. Managing Conflict OUTLINE 1 Change in Organizations Unplanned change occurs spontaneously and without a change agent’s direction example: employees strike> action: act quickly to minimize any negative consequences Planned change is intentional and occurs with a change agent’s direction. Example: new manager approach new technology to rise the org. performance and quality. 1.19 its recognized that they are highly intertwined in the workplace. Changes in any one are likely to require or involve changes in others example: phases of planned change: Unfreezing: situation is prepared for change Example: people who are always on alert of the change process. Changing: specific actions are taken to create change Example: people, tasks, structure, or technology of the organization Refreezing: changes are reinforced and stabilized Explanation: Designed to maintain the momentum of a change and allows for modifications to be made in the change to increase its success over time. 2 Planned Change Strategies Force– coercion strategy: uses authority, rewards and punishments to create change. Rational persuasion strategy: uses facts, special knowledge, and rational argument to create change. Shared-power strategy: uses participatory methods and emphasizes common values to create change. 3 Resistance to Change “Its an attitude or behavior that shows unwillingness to make or support a change.” EIGHT REASONS FOR RESISTING CHANGE: 1. Fear of the unknown 2. Lack of good information 3. Fear for loss of security 4. No reasons to change 5. Fear for loss of power 6. Lack of resources 7. Bad timing 8. Habit Example: org. planing to change current computers, they may believe that they havebeen doing their jobs just fine and do not need the new computers to improve things NEXT HOW TO DEAL WITH RESISTANCE 4 Resistance to Change 5 High Performance Context of OB 1. CHANGING CUSTOMER EXPECTATIONS Total quality management: is total commitment to high quality results, continuous improvement, and meeting customer needs. Continuous improvement: is the belief that anything and everything done in the workplace should be continually improved. Upside-down diagram view. Customers & clients at the top of organization. Workers directly affect customers & clients. Team leaders & mid. managers directly support workers. Top managers clarify mission &objectives, set strategies, & make resources available. 6 High Performance Context of OB 2. CHANGING WORKFORCE Generation X workers: “important workforce characteristics”: impact of workers those born 1965-1977 ”high level of skills & abilities for functioning well in challenging jobs &work settings”. .

1. 1. Change in Organizations
2. Planned Change Strategies
3. Resistance to Change
4. High Performance Context of OB
5. KEY OF HIGH PERFORMANCE ORGANIZATIONS
6. Creating a High Performance Organization
7. Stages of Group Development
8. Input Foundations of Group Effectiveness
9. Team Building: Improving Team Processes
10. Managing Conflict
OUTLINE
1
Change in Organizations
Unplanned change occurs spontaneously and without a change
agent’s direction example: employees strike> action: act quickly
to minimize any negative consequences
Planned change is intentional and occurs with a change agent’s
direction. Example: new manager approach new technology to
rise the org. performance and quality.
1.19 its recognized that they are highly intertwined in the
workplace. Changes in any one are likely to require or involve
changes in others example:
phases of planned change:
Unfreezing: situation is prepared for change
Example: people who are always on alert of the change process.
Changing: specific actions are taken to create change
Example: people, tasks, structure, or technology of the
organization
Refreezing: changes are reinforced and stabilized

2. Explanation: Designed to maintain the momentum of a change
and allows for modifications to be made in the change to
increase its success over time.
2
Planned Change Strategies
Force– coercion strategy: uses authority, rewards and
punishments to create change.
Rational persuasion strategy: uses facts, special knowledge, and
rational argument to create change.
Shared-power strategy: uses participatory methods and
emphasizes common values to create change.
3
Resistance to Change
“Its an attitude or behavior that shows unwillingness to make or
support a change.”
EIGHT REASONS FOR RESISTING CHANGE:
1. Fear of the unknown
2. Lack of good information
3. Fear for loss of security
4. No reasons to change
5. Fear for loss of power
6. Lack of resources
7. Bad timing
8. Habit
Example: org. planing to change current computers, they may
believe that they havebeen doing their jobs just fine and do not
need the new computers to improve
things

3. NEXT HOW TO DEAL WITH RESISTANCE
4
Resistance to Change
5
High Performance Context of OB
1. CHANGING CUSTOMER EXPECTATIONS
Total quality management: is total commitment to high quality
results, continuous improvement, and meeting customer needs.
Continuous improvement: is the belief that anything and
everything done in the workplace should be continually
improved.
Upside-down diagram view.
Customers & clients at the top of organization.
Workers directly affect customers & clients.
Team leaders & mid. managers directly support workers.
Top managers clarify mission &objectives, set strategies, &
make resources available.
6
High Performance Context of OB
2. CHANGING WORKFORCE
Generation X workers: “important workforce characteristics”:
impact of workers those born 1965-1977
”high level of skills & abilities for functioning well in
challenging jobs &work settings”.
impact of poor educational preparation of some high school
graduates
“Need training, which costly on organizations & they suffer
long-term career disadvantages”

4. Empowerment: allows individuals or groups to make decisions
that affect them or their work.
Knowledge workers: employees whose major task is to produce
new knowledge, typically through computer oriented means.
7
7
High Performance Context of OB
changes in the way people work:
Stresses of downsizing & restructuring.
Impact of information technology.
New meanings in employer-employee relationships.
process reengineering:
Rethinks & radically redesigns business processes to stimulate
innovation & change & improve performance.
Electronic commerce:
Transaction of business through the Internet.
E-corporations.
Free agent economy.
Shamrock organizations.
Relatively small core group of permanent, full-time employees
with critical skills.
Outside operators contracting to core group to perform
essential daily activities.
Part-timers hired by core group on an as-needed basis.
3. CHANGING ORGANIZATIONS
8
KEY OF HIGH PERFORMANCE ORGANIZATIONS
Employee involvement (Decision making by employees

5. enhances productivity & satisfaction)
Self-directing work teams (downsized entity with fewer
Managers enhances satisfaction & utilizes employee expertise)
Integrated production technologies (technology makes
manufacturing & services flexible or extensive use of
computers, approach just-in-time)
Organizational learning (the way for organizations to adapt
their settings to gather information to anticipate future changes)
Total quality management (Commitment to high quality results,
continuous improvement, meeting customer needs)
9
Creating a Hi Performance Organization
IMPLEMENTATION PROCESSES
Figure shows VF Corporation a largest apparel company, it has
implemented the SAP Apparel Footwear
Solution
, (AFS) is a enterprise resource planning (ERP) that comprise
the informational backbone of the supply chain, financial,
master data, inventory management, costing, procurement, and
planning. To avoid miscommunication
ERP Benefits:
provides information at greater levels of detail and accuracy and
should result in lower costs
reports are easier to access and far more accurate & reducing
human error

6. allows employees to access the details of any transaction
provides critical financial information on a much more timely
basis directly to the users
system tie together everything from raw material ordering to
supplying retailers.
system records & feeds back information across the enterprise
in a very systematic way.
10
Stages of Group Development
1. Orientation (Forming): Group members are learning what to
do, & seek guidelines and stated expectations.
2. Power Struggle (Storming): A things progress, it’s normal for
some power struggles to emerge, they may challenge each other
or the facilitators, This can be frustrating for everyone
involved.
3. Cooperation and Integration (Norming): This is where being
in group becomes fun and enjoyable most of the time. Group
interaction becomes easier, more cooperative, & open
communication.
4. Synergy (Performing): a sense of group unity, group members
looking out for each other even outside of the group setting,
deepening friendships or bonds, and a dynamic energy no matter

7. what the task.
5. Closure (Adjourning): is able to disband, if required, when
its work is accomplished, The adjourning stage of group
development is especially important for the many temporary
groups that are increasingly common in the new workplace,
including task forces, committees, project teams and the like.
Ten criteria for measuring the maturity of a group:
11
Input Foundations of Group Effectiveness
An organization’s success depends largely on the performance
of its internal networks of formal and informal groups.
groups, like organizations, pursue effectiveness by interacting
with their environments to transform resource inputs into
product outputs.
Key group inputs include the nature of the task, goals, rewards,
resources, technology, membership diversity, and group size.
12
Team Building

8. HOW TEAM BUILDING WORKS:
The process begins when someone notices that a problem exists
or may develop with team effectiveness.
Members then work together to gather data relating to the
problem, analyze these data, plan for improvements, and
implement the action plans.
The entire team-building process is highly collaborative.
Whether the data are gathered by questionnaire, interview,
nominal group meeting, the goal is to get good answers.
13
Improving Team Processes
TASK AND MAINTENANCE LEADERSHIP
Distributed leadership: sharing of responsibility for meeting
group task & maintenance needs.
Task activities: directly contribute to the performance of
important tasks.
Maintenance activities: support the emotional life of the team as
an ongoing social system.
Figure describes group task activities as the various things to
the important group tasks.
such as initiating discussion, sharing or asking information. If

9. these task activities are not adequate, the group will have
difficulty accomplishing its objectives.
14
Managing Conflict
STAGES OF CONFLICT
Most conflicts develop in stages, it is always best to deal with
important conflicts so that they are completely resolved.
It is important to distinguish between perceived and felt
conflict. When conflict is felt, it is experienced as tension that
motivates the person to take action to reduce feelings of
discomfort.
Unresolved substantive conflicts can result in sustained
emotional discomfort and escalate into dysfunctional emotional
conflict between individuals.
15
Managing Conflict
DIRECT CONFLICT MANAGEMENT APPROACHES
“Figure describes the 5 approaches to conflict management”
Avoidance involves pretending a conflict does not really exist.

10. Accommodation or smoothing involves playing down
differences & finding areas of agreement.
Compromise occurs when each party gives up something of
value to the other.
Competition seeks victory by force, superior skill, or
domination.
Authoritative command uses formal authority to end conflict.
16
END.
17
CHANGE MANAGEMENT: ORGANIZATIONAL CHANGE
FROM PROJECT TO OPREATION AT REFINARY
” study case of organizational behavior”
The process of change management is a necessary phase within
organizations. Perception of employees about change
management is a role player to an organization’s succession or

11. failure during its change processes. This study aims to link the
goals of the organization’s change management plans and the
perceptions of the employees.
The study will be descriptive and quantitative, including online
the surveys with a random sample of 50 employees from
different levels within the organizations. The survey will focus
on the satisfactions and expectations of the employees about the
implementations of the change management plan. The results
will be analyzed and expressed in graphs.
The main focus of this case study is to arrange a smooth
transition and hand over of Company from project phase to
operational phase. During the transition, series of significant
organizational changes, most of the employees will be called
upon to change their environment and practices to respond to
the needed changes and demanded expectations.
In essence, the case study explains the urgency of a proper
change management plan in order to enhance the transition and
get the majority of the employees engaged within the plan.
1

12. Current Setup
Engineering Mgr.
Operation Mgr.
MNT Mgr
Process Engineering Div.
Laboratory Div.
Technical Support Div.

13. IGCC Div.
Refinery Div.
Terminal Div.
Economic City Mgr.
Mnt shops Div.
Refinery Mnt Div.
IGCC Mnt Div.
Terminal Mnt Div.
Operation and Mnt Div.

14. Investor Relations Div.
City Mngt and Housing
HCK team Leader
Crude Team Leader
DHT TL
Gasification team leader
Power Team Leader
Terminal TL

15. TF TL
JZRC GM
Ops Ens
MNTs
MNT Engs
Ops
Others
Ops Ens

16. MNTs
MNT Engs
Ops
Others
Ops Ens
MNTs
MNT Engs
Ops
Others

17. Ops Ens
MNTs
MNT Engs
Ops
Others
Ops Ens
MNTs
MNT Engs

18. Ops
Others
Ops Ens
MNTs
MNT Engs
Ops
Others
Ops Ens

19. MNTs
MNT Engs
Ops
Others

27. Introduced change
Engineering Mgr.
Operation Mgr.
MNT Mgr
Process Engineering Div.
Laboratory Div.
Technical Support Div.

28. IGCC Div.
Refinery Div.
Terminal Div.
Economic City Mgr.
Mnt shops Div.
Refinery Mnt Div.
IGCC Mnt Div.
Terminal Mnt Div.
Operation and Mnt Div.

29. Investor Relations Div.
City Mngt and Housing
Units Foremen
JZRC GM
Operators
Shit Ops Supervisors
Consoles
Units Foremen

30. Operators
Shit Ops Supervisors
Consoles
Units Foremen
Operators
Shit Ops Supervisors
Consoles
Units Supervisors

31. Engs
Units Supervisors
Engs
Units Supervisors
Engs
Units Supervisors
Techns
Units Supervisors
Techns

37. Refinery level information flow
Corporate
Plant Management
Shift team meeting, Foreman, Staff
Shift handover meeting Manager, first line
Field operator
Console operator
Manager, engineer: First line engineer
Minutes briefing
directives guidelines
Expected challenges
Resistance from TLs and workers.

38. Adapt for the new work location.
Consume time for team relation build up.
Creates positions for position holders in the old Org setup.
Define roles and responsibilities.

39. Change Targets
To adapt the organization with the new work style ( Operating
phase) and make functional groups combine all the experts in
specific field.
Catch up with the changing petroleum consumer needs and
handle external demands.
Prepare for any future occurrence of uncertainties.
Enhance the companies identity and capabilities in the market.
Herzberg Two Factor Motivation Theory
The change for the company is planned and not accidental.
Employees resistance to change is curbed by stressing on
motivational factors.
Implementation of planned change is run co-currently with the
motivational factors .
Planned change should consider hygienic and motivational
factors for employees.

40. Herzberg Two Factor Motivation Theory
Company offered Hygiene factor (not direct to job).
High payment, clear policies, best physical working conditions,
co. environment reinforce relationship with co-workers, & job
security.
Company offered Motivators factor (direct to job).
promotional opportunities, personal growth opportunities,
recognition, added responsibility & achievement.
INTERNAL
SWOT

41. EXTERNAL
Helpful
Harmful
Strengths
Weaknesses
Opportunities
Threats

42. change is going to strengthen the relationship between workers
& their managers.
New changes will be a room for learning and growth, both for
individuals and the organization at large.
Planned change will offer new opportunities for learning new
skills and knowledge advancement, sense of ownership and
achievement
Change at work place comes with new roles thus employees are
subjected to learning new skills.
Some fear loosing their jobs.
Changes can also harm the entire organization.
Planned change implementation might take longer than
expected.
Change Implementation Strategies
Planned Change implementation without employee resistance is
implemented through shared power strategy.

43. Employees participating in the process makes them more
cooperative with less resistance.
Non-Business Use
Change implementation tactics
Even though the change is consider as radical change however it
can implemented gradually.
Prepare the logistics and IT services in advance.
Develop mobilization plan for work stations.
Start making alignment in advance between the employees in
the new groups.
Functional Organization structure
Change Description.
Mobilize the employees to be grouped with their direct
management in same office location.
Change Objective.

44. 1- F2F communication of the same speciality.
2- listening to employees views and consumer tastes and
preferences.
3- Motivating employees to give the best out of themselves.
4- Empowering them by exploiting their potentials.
Organizational change effect
YESThe new organizational structure is flexible.The new
organizational structure increases the delegation of authority to
staff at other levels.Communication between managers and
staffs are accomplished very quickly.The staffs are involved in
decision-making.Training programs have helped to accept
change. management prepares & convinces workers for the
needs to accept change.There is trust between staff and
management.0.50.60.830.720.790.70.9SOMEWHATThe new
organizational structure is flexible.The new organizational
structure increases the delegation of authority to staff at other
levels.Communication between managers and staffs are
accomplished very quickly.The staffs are involved in decision-
making.Training programs have helped to accept change.
management prepares & convinces workers for the needs to
accept change.There is trust between staff and
management.0.260.330.090.180.210.289999999999999980.12N

45. OThe new organizational structure is flexible.The new
organizational structure increases the delegation of authority to
staff at other levels.Communication between managers and
staffs are accomplished very quickly.The staffs are involved in
decision-making.Training programs have helped to accept
change. management prepares & convinces workers for the
needs to accept change.There is trust between staff and
management.0.240.170.080.100.110.08
SURVEY OF 50 EMPLOEES
the case is about refinery division in large petrochemical
company going to do change their work process include
hierarchy the effects are existing of resistance from team
leaders and staff due to canceling TeamLeader position then
downgrade, upergrade some of them base on their performance.
*note: this co. is largest petro. Co. in the world they over
highest salaries & benefits.
what i need base on survey results
planned change phases is unfreezing, changing and refreezing
apply this steps on refinery division team larders and staff to
initialize change?

46. what opportunities, attitudes & value can apply to reduce
resistance and stress of downgraded employees?
this change cause a group conflict, how to managing conflict in
refinery division?