Change Session01
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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.
Change Session01
- 1. CHANGE Anderson, D and Anderson, L.A. 2001. Beyond change management : advanced strategies for today’s transformational leaders. San Fransisco: Jossey-Bass A Wiley Company Cameron, E. and Green,M. 2009. Making sense of change management : a complete guide to the models, tools and techniques of organizational change ,2nd ed. London & Philadelpia: Kogan Page Schein, E.H. 2006. Organization Development. San Fransisco: John Wiley & Sons Cummings, T.G. & Worley, C.G. 2005. Organization Development and Change, 8 edition. South Western: Thomson Corporation 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 Source: Copyright © 1990, by The Regents of the University of California. Reprinted from the CALIFORNIA MANAGEMENT REVIEW, Vol. 32, No. 2. By permission of The Regents. All rights reserved. This article is for personal viewing by individuals accessing this site. It is not to be copied, reproduced, or otherwise disseminated without written permission from the California Management Review. By viewing this document, you hereby agree to these terms. For permission or reprints, contact: cmr@haas.berkeley.edu.
- 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