Organizational Change and Development

organizational change

refers to the action by

which a company or business alters major

components of its organization, such as culture,

technology, infrastructure, etc

evolutionary change

continual process of

upgrading or improving processes

revolutionary change

drastic changes

- process of altering organizations to be more adaptive

and congruent with their business environment

organizational development

change process

through which employees formulate the change that’s

required and implement it

organizational development

a system-planned

intervention designed to change an organization’s

structure and/or processes to achieve a higher level

of functioning

organizational transformation

intended to move

your organization from where it is currently to a

desired future state

- allows the business to act strategically, staying ahead

of events and being the agent of change

transformational change

seeks to create

significant, fundamental shifts in how an organization

operates and organizes itself

transformational change

involves introducing new strategies, processes,

systems, and structures that shift the way the company

operates

incremental change

introduces small, but

meaningful changes to an organization’s systems,

processes, and structures

developmental change

seeks to build on existing

processes, structures, and capabilities of an

organization in order to bring about meaningful

improvements

remedial change

– involves making corrections or

improvements to existing systems, processes and

structures in order to bring about more efficient and

effective operations

process and system change

– making adjustment to

existing processes and systems in order to improve

efficiency and effectiveness

- introduction of new technologies, systems, and tools

people and culture change

focuses on

transforming organization’s culture, values, and

behaviors in ord

structural change

alters the way an organization is

structured in order to improve efficiency and

effectiveness

merger and aquisition change

involves merging

or acquisition of two or more business

de-merger change

involves splitting of an

organization into two or more separate entities

downsizing

reducing the size of an organization

relocation change

moving of an organization or

parts of it to a new location

rebranding change

making modifications to

organization’s brand or public image, in order to

create a more compelling and attractive image

sacred cow hunt

is an organization-wide

attempt to get rid of practices that serve no

useful purpose

paper cow

unnecessary paperwork

meeting cow

number and lengths of meetings

speed cow

unnecessary deadlines

stage 1: denial

Employees deny that

any changes will actually take place,

try to convince themselves that the

old way is working, and create

reasons why the proposed changes

will never work

stage 2: defense

They become

defensive and try to justify their

positions and ways of doing things

stage 3: discarding

Employees begin

to realize not only that the

organization is going to change, but

that the employees are going to have

to change as well

stage 4: adaptation

Employees test

the new system, learn how it

functions, and begin to make

adjustments in the way they perform

stage 5: internalization

Employees

have become immersed in the new

culture and are comfortable with the

new system, and have accepted their

new coworkers and work environment

Lewin’s change model

change as a matter of

modifying those forces that are acting to keep things

stable

Lewin’s change model

Any behavioral situation is characterized both by

forces operating to maintain stability or equilibrium

and by forces pushing for change

intervention

the program or initiative suggested or

implemented by the change agent

change agent

initiates the change, usually external

to the organization, people who enjoy change and

often make changes just for the sake of it

client

recepient of the change effort

change resistant

individuals who prefer to keep

things the way they are

change analysts

not afraid to change or make

changes but want to make changes only if the

changes will improve the organization

receptive changers

people who probably will not

instigate change but are willing to change

reluctant changers

not instigate or welcome

change, but they will change if necessary

unfreezing

forces that maintains the status quo are broken down,

and the system is opened up for change

- started by pointing out behaviors and outcomes

prevalent in the organization that are not consistent

with its goals and objectives

unfreezing

the organization must

convince employees and other stakeholders

that the current state of affairs is

unacceptable and that change is necessary

moving

the organization takes steps

to move the organization to the desired state

refreezing

the organization develops

ways to keep the new changes in place, such

as formalizing new policy, and rewarding

employees for behaving in a manner

consistent with the new change

change resisters

hate change, are

scared by it, and will do anything they can

to keep change from occurring

action research model

social problems that

needed to be addressed from both methodological

and social perspectives

sensemaking

hat employees do to gain a

better understanding of their workplace

perrow’s model

examined information technology,

which refers to all aspects of jobs

kotter’s change model

proposed an eight-stage

model that essentially broke down Lewin’s 3 steps into

subcomponents based on common mistak

invisible hand theory (adam smith)

 individuals

are driven by self-interest and rationally will make

decisions that lead to positive benefits for the whole

economy

rational choice theory

individuals use

rational calculations to make rational choices

and achieve outcomes that are aligned with their own personal objectives

Vroom-Yetton model

provide a flowchart that can

tell a leader the process to go through when making

a decision

autocratic I strategy

leaders use the

available information to decide without

consulting their subordinates

autocratic II strategy

leaders obtain

necessary observation from their

subordinates and then make their own

decisions

consultative I strategy

share the problem

on an individual basis with some or all of their

subordinates and then make their own

decision

consultative II strategy

share the problems

with their subordinates as a group and then

make the decision

Group I strategy

the leader shares the

problem with the group and lets the group

reach a solution

human process intervention

related to

interpersonal relations, groups, and organizational

dynamics

process consultation

creation of a

relationship that permits the client to

perceive, understand, and act on the process

events that occur in his/her internal and

external environment in order to improve the

situation as defined by the client

process interventions

help the group

become more aware of its own internal

dynamics and develop better ways of

interacting, thereby increasing its ability to

solve its own problems and improve future

performance

content interventions

help the group

improve its effectiveness by addressing

substantive issues related to its mission or

deliverables

structural interventions

create a more

effective structure that supports better

group functioning and performance

team building

enhance team

cohesion, communication,

problem-solving abilities, role

clarity, and intergroup relations

confrontation meeting

designed

to quickly diagnose and address

serious problems within an

organizational unit or team

microcosm groups

a small,

heterogeneous group, formed to

address a specific organizational

problem or represent diverse

perspectives

large-group interventions

involve bringing together a

significant portion, or even the

entire population, of an

organization or a large system

technocultural interventions

 targeted toward

structural and technological issues such as

organizational design, work redesign, and employee

engagement

parallel structures

temporary or

permanent structures (like

committees, task forces, or quality

circles) designed to address specific

problems or foster innovation that the

regular, more bureaucratic structure

might not be well-suited for

total quality management

is a

comprehensive, organization-wide

approach to continuous

improvement that emphasizes

meeting customer requirements and

empowering employees to take

responsibility for quality at every level

high involvement organizations

represent the most extensive and

integrated application of employee

involvement principles throughout an

entire organization

survey feedback

involves systematic collection

data, widely used intervention strategy

team building

develop teams or to enhance the

effectiveness of the existing teams

outdoor experiential training

makes use of

outdoors and entails various physical and mental

exercises

total quality management

Focuses on employee involvement in the control

of quality in organizations

gainsharing

involves paying employees a bonus

based on improvements in productivity

technostructural interventions

focus on the

technology and structure of organizations

functional organizational design

most

basic, structured according to the various

functions of the employees, groups employees to

various departments based on their expertise;

create job specialist and overly focused on their

own department and are of specialization

product-based organizational structure

organized based on

their product output, allows the managers of a

particular division to focus exclusively on that

division, creating greater commitment and

cohesion within the division; operates as a

separate entity

matrix structure

combined function and

products structure

reengineering (business process redesign)

involves fundamental rethinking and redesign of

business processes to improve critical

performance as measures by cost, quality,

service, and speed

positive psychology

scientific study of the

strengths and virtues of individuals and

institutions rather than their weaknesses and

impairments

appreciative industry

engages employees by

focusing on positive messages, the best of what

employees have to offer, and the affirmation of

past and present strengths and successes

discovery

determine the strengths (research)

dream

information gathered from discovery is

analyzed and elaborated upon to arrive at a

vision statement or focused intent

(brainstorming)

design

designing innovative ways to identify

where the organization should be going

(planning)

destiny

the design is maintained or sustained

in this stage (execution)

organizational tranformation

any

intervention primarily directed toward creating a

new vision for an organization and changing its

beliefs, purpose, and mission

culture change

alteration of a pattern of

beliefs, values, norms, and expectations shared

by organizational members

knowledge management

organizations enhance

their operations through attempts to generate,

transform, disseminate, and use their knowledge

organizational change

process of altering

organizations to be more adaptive and congruent

with their business environmen

t-groups

sensitivity training, use of unstructured

group interaction to help workers gain insight into

their motivations and their behavior patterns in

dealing with others

organizational structure

arrangement of

positions in an organization and the authority and

responsibility relationships among them

traditional organization structure

have formally defined roles for their

members, very rule driven, and are stable and

resistant to change

bureacracy

a well-defined

authority hierarchy with strict rules for

governing work behavior

line-staff organizational structure

composed of one group of

employees who achieve the goals of

the organization (line) and another

group who support the line (staff)

team organization

workers have

defined jobs, not narrowly specialized

positions, common to traditionally

structured organizations, collaborate

among workers, and share skills and

resources

project task force

a temporary,

nontraditional organization of

members from different departments

or positions within a traditional

structure who are assembled to

complete a specific job or project

matrix organization

structured

both by product and function

simultaneously

mechanistic structure

characterized by high

specialization, rigid departmentalization, a clear chain

of command, narrow spans of control, high

formalization, and centralized decision-making

organic structure

characterized by low

specialization, loose departmentalization,

cross-functional teams, wide spans of control, low

formalization, and decentralized decision-making

decentralized structure

decision-making authority

is distributed to lower levels of management and

employees throughout the organization

centralized structure

decision-making authority is

concentrated at the top level of the organization

network structure

a decentralized and flexible

structure that leverages external partners,

contractors, and alliances to perform various

functions