1. Organizational Change and Development By T M Jayasekera

2. Learning outcomes Organizational change Organizational change Lewins force field model Lewins force field model Resistance minimizing resistance Resistance minimizing resistance Organizational development Organizational development Emerging OD practices Emerging OD practices

3. Change Existing positionDesired position Change

4. Some External Forces for Change InformationTechnology Easier information transfer Easier information transfer Facilitates global structures Facilitates global structures Requires new competencies and expectations Requires new competencies and expectations Facilitates telecommuting; new employment relationships Facilitates telecommuting; new employment relationships More emphasis on knowledge management More emphasis on knowledge management

5. Some External Forces for Change Globalization & Competition Global competition Global competition Technology makes it easier to compete quickly Technology makes it easier to compete quickly Results in restructuring, outsourcing, mergers Results in restructuring, outsourcing, mergers produces many employment changes produces many employment changes

6. Some External Forces for Change Demography More educated workforce More educated workforce want involvement; interesting work want involvement; interesting work Younger generation Younger generation less intimidated by status less intimidated by status want a more balanced work life want a more balanced work life Cultural changes Cultural changes more individualism in traditionally collectivist countries more individualism in traditionally collectivist countries

7. Desired Conditions Current Conditions Before Change After Change Driving Forces Restraining Forces Force Field Analysis During Change Driving Forces Restraining Forces Driving Forces Restraining Forces

8. Forces for Change Resistance to Change Direct Costs Saving Face Fear of the Unknown Breaking Routines Incongruent Systems Incongruent Team Dynamics Rewards, selection, training

9. Unfreezing, Changing and Freezing Unfreezing Unfreezing Driving forces are stronger than the restraining forces Changing ChangingSystemsAttitudesBehavior Refreezing Refreezing Systems and conditions are introduced

10. Creating an Urgency for Change Need to motivate employees to change Need to motivate employees to change Most difficult when organization is doing well Most difficult when organization is doing well Must be real, not contrived Must be real, not contrived Customer-driven change Customer-driven change Adverse consequences for firm Adverse consequences for firm Human element energizes employees Human element energizes employees

11. MinimizingResistance to Change Communication Training EmployeeInvolvement StressManagement Negotiation Coercion How to minimize employees resistance

12. Refreezing the Desired Conditions Creating organizational systems and team dynamics to reinforce desired changes alter rewards to reinforce new behaviors alter rewards to reinforce new behaviors new information systems guide new behaviors new information systems guide new behaviors recalibrate and introduce feedback systems to focus on new priorities recalibrate and introduce feedback systems to focus on new priorities

13. Conditions for Diffusing Change Successful pilot study Successful pilot study Favorable publicity Favorable publicity Top management support Top management support Labor union involvement Labor union involvement Diffusion strategy described well Diffusion strategy described well Pilot program people moved around Pilot program people moved around

14. Organizational Development A planned system wide effort, managed from the top with the assistance of a change agent, that uses behavioral science knowledge to improve organizational effectiveness.

15. EstablishClient-ConsultantRelations DisengageConsultantsServices Action Research Process Diagnose Need for Change IntroduceChangeEvaluate/StabilizeChange

16. Ethics in OD Individual privacy rights Individual privacy rights Managers power Managers power Individuals self esteem Individuals self esteem Client relationship Client relationship