Od assignment ayesha siddiqui e
- 1. Organisational Development Assignment Submitted by Ayesha Siddiquie Answer 1 There are a number of internal and external factors that affect organizational performance. Any change in these things requires a change in the organization. The most important factors are as follows: External Forces The external environment affects organizations directly and indirectly. Organizations have no control over the dynamics in such an environment. Similarly, an organization cannot change the environment but must adapt to the environment. External forces are those changes that are part of the general and business environment. There are many types of external forces that an organization can deal with: A few of these are: • Economics During the 2008 recession, consumers lost their jobs and cut back on spending. This slowdown has had a profound effect on businesses. Banks failed. General Motors and Chrysler filed for damages. Survival meant adapting to change. Companies such as Lego, which has received steady U.S. sales during this period, have taken advantage of the opportunity to build their markets in Europe and Asia. Netflix saw the potential to provide home entertainment for families who had reduced their entertainment budgets and increased their subscription by 3 million subscribers in 2009 alone. Meanwhile, amid the price of gasoline, gas-fired Hummers were out of order and eliminated. • Demographic Changes in job value may require a change in organization culture. For example, Avon built and expanded their business by selling door-to-door makeup, wife and housewives as their main occupation. When more women entered the workforce in 9 to 5 jobs, Avon had to change gears to find new ways to get their products in front of their customers. • Social Changing social styles can force organizations to make changes. Consumers are becoming increasingly aware of the environment, a practice that has pushed fast restaurants to install Styrofoam containers with paper. Manufacturers of cleaning products have modified product formulas to eliminate phosphorus and other hazardous chemicals. Tobacco companies have tried to change the image of smokers, the dangers of their products, and some have begun looking at e- Cigarettes and other smoking methods to stay in business. • Technology Do you still have your VHS player? The founder of Blockbuster wishes he did. Changes in technology can make or break a business. Whether new technologies are being introduced across the industry, such as when laser is introduced into modern medicine, making surgery easier and safer; or when it introduces end users, such as when consumers stop renting videos to enjoy less
- 2. expensive, more convenient streaming services like Netflix, organizations should switch to adopting new technologies or dealing with the consequences. • Politics Government restrictions often force change in organizations. This can be as simple as a change in the minimum wage for employees, or as complex as the rules and regulations governing fair business competition. For example, in the case of Affordable Health Care, businesses had to change their practices and take steps to ensure that all employees had access to health care in order to comply with the new law. Individual Level Change Changes in the individual level may occur as a result of changes in the assignment, the transfer, or changes in maturity. The general view is that change at the individual level will not have a significant impact on the organization. But this is wrong because changes at the individual level will have an impact on the party that will affect the whole organization. Therefore, a supervisor should never only manage employees but should understand that a change in an individual level will have consequences for that person. Group Level Change Managers must consider the characteristics of the team during the process, as any changes, because many organizational changes have their major effects on the team level. Organizational groups can be formal groups or informal groups. Organized groups can always resist change, for example; unions can strongly resist the changes proposed by management. Informal groups can pose a major barrier to change because of the power they contain. Changes at group level can affect workflow, job creation, social organization, influence and status programs and communication patterns. Answer 2 Change champions with people within the organization who are dedicated or chosen to make the change. A professional is an active member within a project to manage change throughout all its stages True champions come in many forms. There is a CEO, who talks about the purpose of change and mimics the desired changes. Then there are senior leaders who redefine the processes with input from employees. And let’s not forget the front-line champions and individual donors who represent the best the company can offer. Leadership alone cannot bring about lasting change. Effective evolution requires a different group of people, who are committed to seeing change from beginning to end. To lead that team, managers and managers need an expert opinion on: • Actively review processes, risks and opportunities for growth. • Change resistance address, support system, handshake • Provide adequate resources for all team members. • Personally ask for feedback and grow your top contributors. • Transfer the importance of all procedural steps.
- 3. • Minimize potential conflicts during major changes Here are some of the qualifications for a professional: • Strategic Intelligence - The key to all levels of management, leaders must identify the strategic plan and translate it into something that reflects the company's mission. • Human skills - Leaders continue to build relationships with internal and external stakeholders. The champion needs to have a momentum for development at all levels of the organization. Extraordinary collaborative skills are essential to achieving transformation plans. • Social Care - Big changes can disrupt your team. Senior leaders should consider the impact of each of their decisions and how their employees can become a business psychologist, Drs. Douglas LaBier, promotes effective public awareness, and news. Successful CEO leadership requires the wisdom of other people.” • Trust and transparency - Leading leaders build and spread trust throughout the organization. They built successful relationships that demolished the silos while building their managers and major sponsors. • Your and Organizational Values - Leaders interpret organizational values assigned to action. They do not abandon their own but find a way to build a single, cohesive voice There is nothing as certain as the fact that things are changing at work whether it be a change in the business model, the need to downsize, new technology or a new general manager. Because of this, there are real benefits to the organization of appointing a champion of change. Some characteristics to look out in a champion change are: - Willingness to Listen to New Ideas The champion of change is often open to response, new ideas and often, though not always, constructive. They embrace change, think critically, and are not intimidated by the way things are done. They are good Networkers It is able to participate in the whole organization and make connections between others. Focus on Solutions Instead of making noise or blaming when things go wrong, they come to you with options to resolve the situation and move on. Organizational Understanding They know how the organization works and understand its culture, its challenges and its strengths. They are also ‘directed’ to the context of the various areas of the organization and are able to provide clarity about change when there is a misunderstanding or to indicate when and where communication is needed. Don't Be Afraid to Take Risks A strong reformer sees that we can learn from the things that go wrong and build on this learning. Good Communication Ability A key element of change is that people naturally look at 'what is inside me'; an effective change agent can translate the effects of change into benefits for individuals and groups. Don't Be Afraid to Ask for Help
- 4. They realize that everyone can benefit from the knowledge and opinions of others, whether they are a coach, a member of their team, or a team manager. They are Focused People Also, they want to get the best out of others in their situation. While enthusiastic about this change, they empathize with those involved. Don't Be Afraid to Speak Although they are fighting for change and are not afraid to give an answer to leaders when they feel that something could be dealt with differently. Driven by Numbers They stand by their numbers no matter what. A change agent can make a big difference in the results of a change management plan but it is not enough to simply appoint a change agent and expect them to continue. In order to play their role effectively, they need to be managed, developed and supported and as a team of champions, they are given the opportunity to solve problems through a learning process. Answer 4 The power barrier makes the transition more difficult. These forces fight the driving force and lead to avoidance or resistance to change. Other examples of the power to prevent fear, the lack of training, and the lack of motivation. If two sets of forces are equal, there is no change. It is an important tool for managing change Change is stressful, and people avoid it because they want to avoid the pain, sorrow, frustration, and insecurity that accompany it. Even a positive change, such as a promotion, can be stressful as a new employee enters his new and unrecognized position. Even small changes can take a short time to adjust, but big changes can take a long time to adjust. Resistance to change is a major organizational and party problem as it is an individual issue. Individual Resistance People resist change because they are afraid of the consequences. To change means to learn new habits and to adapt to new circumstances. Learning new skills comes with the uncertainty of being able to put those skills to good use. It is easy to see why such a change would come about. In some cases, individual factors may make the difference. Culture, personality and past experiences can contribute to a person’s level of acceptance where change is affected. Group Resistance Group meetings can affect acceptance of change. If a close-knit group disintegrates because of a different type of group structure, the group’s desire to come together can make them resistant to change. But just as group cohesion can work against change, it can work for change. A united party aimed at making a change can defeat any single member against it. Organization Resistance
- 5. Organizational inertia is the tendency of the whole organization to resist change and wants to keep the situation alive. Companies suffering from inertia are flexible and unable to adapt to the natural or internal needs of change. Some of the symptoms of organizational inertia are played out by internal power struggles, poor decision-making processes and governing body structures. Organizational culture and reward systems can promote resistance or acceptance of change. A culture that promotes high levels of trust and co-operation lays the foundation for employees and their acceptance and the drive for change. Answer 5 Force field analysis requires the full participation of everyone involved to provide the accurate information required for an effective analysis. This can be a disadvantage when full participation isn't possible, resulting in an analysis that doesn't provide a realistic picture of the supporting and opposing forces. Another disadvantage is the possibility that the analysis won't result in a consensus among the group. In fact, a force field analysis may actually cause a division in the group between those who support the decision and those who oppose it. Effectiveness One of the key things to keep in mind when using force field analysis is that the analysis developed is entirely dependent upon the skill level and knowledge of the group working on the analysis. In most cases, force field analysis is based on assumptions, not facts; even if the assumptions are based on accumulated data, the interpretation of the data shouldn't be construed as being objective within the overall process of evaluating the driving and restraining forces. The Three Step Change Process: Another important finding from the action research conducted by Lewin concerns the process of change itself. Lewin noted that "a change toward a higher level of group performance is frequently short-lived; after 'a shot in the arm' group life soon returns to the previous level." (p. 228 Field Theory) Workplace educators know this phenomenon all too well. Course participants learn new skills, they apply them on the job, but six months after the program they have returned to the old habits. Lewin concluded that it does not suffice to define the objective of a planned change in group performance as the reaching of a different level. Maintenance of the new level for a specific period of time should be included in the objective. To ensure that a change "sticks", Lewin proposed a three step model of change: unfreezing, change, and refreezing. Over the past forty years, this model has been used extensively in organizational development, yet it has not found its way into the literature on workplace education. Step One - Unfreezing: Lewin's theory of change suggests that old habits must be unfrozen to create a state that allows for experimentation with new behaviors. Unless the unfreezing step is consciously considered, the change process is like trying to force water into a bottle that is already full. The unfreezing process involves the steps of exploring the need for change, diagnosing the issues and forces, planning a strategy for change, and finally, building commitment for the change. One of the most powerful approaches to unfreezing behavior is to involve the participants themselves in gathering data about the situation, analyzing the data, and most importantly making a decision about what should be done. This process is described below in the section on motivation and decision making.
- 6. Step Two - Change or Movement: The second stage, or moving stage, concerns the actual movement or change. This second step is the traditional domain of instruction, and workplace education programs have gotten very good at delivering quality instruction. We can strengthen the power of the change step by three main strategies; involving managers during the training, using class time to plan for change, and by linking participants with a support system for change. Step Three - Refreezing: The third phase in the overall change process is called refreezing. Lewin recognized that there is a fundamental difference between knowing what to do, and doing it on a long term basis. For long term change, new habits need to be practiced through regular opportunities and reinforced on a consistent basis. Long term change is not only dependent on the "freezing" of the decision process. Structural changes can significantly refreeze behavior. For example, an individual may decide to save more money, and in the change step, the individual arranges for an automatic deduction from his or her paycheck. This structural change acts to keep to keep the behavior frozen. Using the Force Field Analysis Lewin's field of analysis is used to distinguish what elements within a state or organization drive a person to look at or away from the world he or she wants, and to oppose driving power. This can be analyzed to inform decisions that will make the change more acceptable. 'Power' is more than an attitude that should change. Kurt Lewin knew that there are many emotions under human influence to change. To understand what makes people resist or accept change we need to understand the values and experiences of that person or group. Developing self-awareness and emotional intelligence can help us to understand these forces working within us and in others. Behavior of others that will alert you to the presence of driving and obstruction equipment at work. Following steps can be taken in this analysis: 1. Describe the change you want to see- Write down a goal or idea of a future situation. Or you can choose to understand the current state of the quo or equilibrium. 2.Brainstorm or Mind Map the Driving Forces- those like to be modified. Record this in the power field diagram. 3. Brainstorm or Mind Map the Restraining Forces- that are unpopular, or opposed to change. Record this in the energy field diagram. 4. Evaluate driving power and prevention- You can do this by measuring all the strengths, from 1 (weak) to 5 (strong), and finish each side. Or you can leave the numbers altogether and focus entirely on each effect he has. 5. Update power- Determine which forces have some flexibility in change or that can be influenced. 6. Plan strategies- Create a strategy to strengthen the driving force or weaken the blocking force, or both. If you were to balance all the power, how would you increase Driving Forces points or reduce Restraining Forces points, or both?
- 7. 7. Prioritize work steps- What steps can you take to achieve that goal? Identify the resources you will need and decide how to use the action steps. Tip: Sometimes it is easier to reduce the impact of a blocking force than it is to strengthen the driving force. Answer 3 The augmented touch details affecting the field fluctuations are not well understood. In an initial attempt (and only to our knowledge) to answer this question, the authors focused on hand kinematics, and showed that the additional details involved did not affect the trajectories. As a result, they concluded that the relevant details were not used in converting field strength. However, different adaptive mechanisms may produce the same kinematics. For example, internal representation is reviewed in the context of government-dependent and unpredictable power disturbances. However, muscle contraction increases arm stiffness, such as time to adjust to uncertainty or instability [strength, or in the early stages of motor adaptation, may reduce pathway error, Therefore, a full understanding of the integration of sensory and kinesthetic data in field strength allowance requires balancing other aspects of adaptability, such as manipulation and dynamic control. Driving forces push to influence a situation in a particular direction. Driving forces work to support a stated goal or objective. They are usually seen as ‘positive’ forces that facilitate change. Examples of some Driving forces include: new personnel changing markets new technology competition pressure from management incentives Others may include: politics legislation shareholders public opinion Restraining forces work to block or counter progress towards a goal or objective. They tend to limit or decrease the Driving forces. Examples of Restraining forces include: an individual’s fear of failure organizational inertia or apathy hostility
- 8. Changing the Equilibrium As a change management tool, Lewin’s Force Field Analysis is used to evaluate the forces FOR (Driving forces) and AGAINST (Restraining forces) a change. Before they are evaluated, though, they need to be identified. This can be done through these types of analyses: SWOT (Strengths, Weaknesses, Opportunities, and Threats) PRIMO-F (People, Resources, Innovation, Marketing, Operations, Finance) PESTLE (Political, Economic, Social, Technology, Legal, Environmental) For change to be successful (i.e. shifting the equilibrium to a new desired state), you need to: Strengthen the Driving forces Weaken the Restraining forces Or do both