The document discusses various aspects of organizational change including: 1) It defines organizational change as the process by which organizations move from their present state to a desired future state to increase effectiveness. 2) It identifies different types of change (planned, dynamic, incremental, strategic) and approaches to change (structural, technical, behavioral). 3) It outlines various forces that drive change including environmental forces from the external environment and internal forces that originate within the organization.

1. CHANGE
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Jonesch, G.R. 2007. Organizational Theory, Design and Change, 5 edition. Prentice Hall

2. Requirement for Leadership Skills
Managerial/
leadership
technical
core
staf manajer eksekutif

3. Key Elements of Leadership
Influence
Leaders Leadership Organizational
Followers Objectives
Change People

4. Defining Organizational Change
Organizational change: the process by which
organizations move from their present state to
some desired future state to increase their
effectiveness (Jonesch, 2007)

5. Learning Objective
• Describe and discuss the multi-dimensional nature
of organizational change
• Analyze change situation in terms of the different
type of change experience
• Identify approach for organizational change

6. The Drivers of Change
Environment
Marketplace
Requirements for Success
Business Imperatives
Organizational
Imperatives
Cultural Imperatives
Leader and Employee
Behavior
Leader and Employee
Mindset

7. Forces for Change
Force Examples
• More cultural diversity
Nature of the work force
• Increase in professionals
• Many new entrants with inadequate
skills
• More computers and automation
Technology
• TQM programs
• Reengineering programs
Economic shocks
• Dot-com crashes
• Ethics scandals
Competition
• Interest rate fluctuations
• Foreign currency fluctuations
• Global competitors
• Mergers and consolidations
• Growth of specialty retailers

8. Forces for Change:
Environmental Forces
Put pressure on a firm’s relationships with customers,
suppliers, and employees.
Environmental forces include:
– Technology
– Market forces
– Political and regulatory agencies and laws
– Social trends

9. Forces for Change:
Internal Forces
• Arise from events within the company.
• May originate with top executives and
managers and travel in a top-down
direction.
• May originate with front-line employees or
labor unions and travel in a bottom-up
direction.

10. Model of Change Sequence of Events
Environmental
Forces
Monitor global
competition, and Implement
other factors Need for change Initiate change
change
Evaluate Facilitate search, Use force field analysis,
Internal problems and creativity, idea tactics for overcoming
Forces opportunities, champions, venture resistance
Consider plans, define needed teams, skunk works and
goals, company changes in idea incubators
problems, and technology
needs products,
structure, and
culture

11. Types of Change
• Planned Change--change that is anticipated
and allows for advanced preparation
• Dynamic Change--change that is ongoing or
happens so quickly that the impact on the
organization cannot be anticipated and
specific preparations cannot be made

12. Types of Organizational Change
• Anticipatory changes: Planned changes based on
expected situations
• Reactive changes: Changes made in response to
unexpected situations
• Incremental changes: Subsystem adjustments
required to keep the organization on course
• Strategic changes: Altering the overall shape or
direction of the organization

13. Types of Organizational Change
Incremental Strategic
Anticipatory Tuning Re-Orientation
Reactive Adaptation Re-Creation
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14. Tuning
• The most common, least intense, and least risky type of
change
• Also known as preventive maintenance and kaizen
(continuous improvement)
• Key is to actively anticipate and avoid problems rather than
waiting for something to go wrong
Adaptation
• Incremental changes that are in reaction to external
problems, events, or pressures

15. Reorientation
• Change that is anticipatory and strategic in scope and
causes the organization to be significantly redirected
• Also called “frame bending” (Nadler and Tushman)
Re-Creation
• Intense, risky, and decisive change that reinvents the
organization
• Also called “frame breaking” (Nadler and Tushman)

16. Basic Approaches to
Organization Change
1. Structural
2. Technical
3. Behavioral
Developing strategy includes planning activities
to resolve difficulties and build on strengths.

17. Structural Approach to Change
• Changes that relate elements of organization to
one another.
• Includes removing or adding layers to hierarchy.
• Downsizing associated with restructuring.
• Changes can involve decentralization and
centralization.

18. Technical Approach to Change
• Changes in machinery, methods, automation,
and job design.
• Changes help companies become more
productive.

19. Behavioral Approach to Change
Emphasizes better utilization of human
resources by improving:
• Morale.
• Motivation.
• Commitment of members.
OD traditionally associated with behavioral
strategies.

20. OD
Practitioner
Behavioral Structure Technological
Strategy Strategy Strategy
Change Attitude Change Structures Change Production
and Values and Design and Methods
New Behaviors New Relationships New Processes
Improved
PErformance