This is the assignment given by our sir,

1. Organizational Development and
Change
Nepal Academy Of Tourism And Hotel
Management
Representative
Sachin Panthee
Anisha Nagarkoti
Deepika Ranabhat
Binita koirala

2. .

3. Content
 Introduction about ODC
 Start Point of OD
 Importance in Hospitality Industry
 Resistance to change
Sources Of resistance to change
Tactics for overcoming resistance to change
 Theory (Model)
Lawins 3 step change model
Kotter 8 step change model
 Outcome

4. Change
 Change is a structured approach to
shifting/transitioning individuals, teams, and organizations from a
current state to a desired future state.
 It is an organizational process aimed at helping employees to
accept and embrace changes in their current business
environment.
 In project management, change management refers to a project
management process where changes to a project are formally
introduced and approved.

5. CONTD…
 Kotter defines change management as
the utilization of basic structures and tools
to control any organizational change
effort. Change management's goal is to
minimize the change impacts on workers
and avoid distractions.
First order change
Change (making moderate adjustments)
Second order change
(reinvent, reengineer, rewrite)

6. Organizational Development
 Organization development is a system-
wide application of behavioral science
knowledge to the planned development
and reinforcement of organizational
strategies, structures, and processes for
improving an organization's effectiveness.
 OD Values
◦ Respect for people
◦ Trust and support
◦ Power equalization
◦ Confrontation
◦ Participation

7. Start Point
Poor alignment to organization’s strategy
Low productivity
Organization Intergroup conflict
Interpersonal conflicts

8. Importance
 Higher employee turnover.
 Keep up to date.
 Product innovation.
 Growth.
 Work process.
 Address problem.
 New income stream.
 Quality service.
 Higher efficiency.

9. Resistance to Change
Resistance to change appears to be a
natural and positive reaction to change.
Forms of Resistance to Change:
-Overt and Immediate
• Voicing complaints, engaging in job actions
-Implicit and Deferred
• Loss of employee loyalty and motivation,
increased errors or mistakes, increased
absenteeism
• Deferred resistance clouds the link between
source and reaction 17-9

10. Sources of Resistance to Change
17-10

11. Tactics for Overcoming Resistance to
Change
 Education and Communication
◦ Show those effected the logic behind the change
 Participation
◦ Participation in the decision process lessens resistance
 Building Support and Commitment
◦ Counseling, therapy, or new-skills training
 Implementing Change Fairly
◦ Be consistent and procedurally fair
 Manipulation and Cooptation
◦ “Spinning” the message to gain cooperation
 Selecting people who accept change
◦ Hire people who enjoy change in the first place
 Coercion
◦ Direct threats and force
17-11

12. Models and Theory
Lewin’s Three-Step Change Model
Unfreeze Move Refreeze
 Unfreezing
Change efforts to overcome the pressures of both individual
resistance and group conformity by increasing the driving
force and decreasing the restraining force
 Moving
Moving from the status quo to the desired end state
 Refreezing
Stabilizing a change intervention by balancing driving and
restraining forces
17-12

13. Kotter's Eight Step Change Model
1. Increase urgency - inspire people to move, make objectives
real and relevant.
2. Build the guiding team - get the right people in place with
the right emotional commitment, and the right mix of skills and
levels.
3. Get the vision right - get the team to establish a simple
vision and strategy focus on emotional and creative aspects
necessary to drive service and efficiency.
4. Communicate for buy-in - Involve as many people as
possible, communicate the essentials, simply, and to appeal
and respond to people's needs. De-clutter communications –
make technology work for you rather than against.

14. Contd..
5. Empower action - Remove obstacles, enable constructive
feedback and lots of support from leaders - reward and
recognise progress and achievements.
6. Create short-term wins - Set aims that are easy to achieve
- in bite-size chunks. Manageable numbers of initiatives.
Finish current stages before starting new ones.
7. Don't let up - Foster and encourage determination and
persistence - ongoing change - encourage ongoing progress
reporting - highlight achieved and future milestones.
8. Make change stick - Reinforce the value of successful
change via recruitment, promotion, and new change leaders.
Weave change into culture.

15. Effective management of ODC in
practice result in
 InstitutionalTransformation.
 Leveraged innovation and
technological development.
 Enhanced organization and
technological development.
 Felt pride among all stakeholder.
 Motivated worker.
 Efficiency of worker is enhanced.