![Welcome
to
Managing
Organizational
Change
Program
Dyah Pramanik,
MM
TRAINING
AND
DEVELOPING
EMPLOYEES
Managing
Organizational
Change
Program
Dyah Pramanik,
MM
[ ]
Copyright © 2011 PearsonEducation, Inc.
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Topic5 1 e_managing_organizationalchange_traininganddevelopingemployees-rev
- 1. Welcome to Managing Organizational Change Program Dyah Pramanik, MM TRAINING AND DEVELOPING EMPLOYEES Managing Organizational Change Program Dyah Pramanik, MM [ ] Copyright © 2011 PearsonEducation, Inc. publishing as Prentice Hall
- 2. 8–2 PPT 5_1_e TRAINING AND DEVELOPING EMPLOYEES: Managing Orgazintional Change Program
- 3. 8–3 LEARNING OUTCOMES 1. List and briefly discuss the importance of the eight steps in leading organizational change. 2. Answer the question, “What is organizational development and how does it differ from traditional approaches to organizational change?”
- 4. 8–4 Managing Organizational Change Programs Strategy TechnologiesCulture Structure Employees What to Change
- 5. 8–5 Overcoming resistance to change Effectively using organizational development practices Organizing and leading organizational change The Human Resource Manager’s Role Managing Organizational Change and Development
- 6. 8–6 1 Moving Overcoming Resistance to Change: Lewin’s Change Process Unfreezing Refreezing 2 3 Managing Organizational Change and Development
- 7. 8–7 How to Lead the Change • Unfreezing Stage 1. Establish a sense of urgency (need for change). 2. Mobilize commitment to solving problems. • Moving Stage 3. Create a guiding coalition. 4. Develop and communicate a shared vision. 5. Help employees to make the change. 6. Consolidate gains and produce more change. • Refreezing Stage 7. Reinforce new ways of doing things. 8. Monitor and assess progress.
- 8. 8–8 Using Organizational Development 1 Applies behavioral science knowledge Organizational Development (OD) Usually involves action research Changes the organization in a particular direction 2 3
- 9. 8–9 TABLE 8–3 Examples of OD Interventions Human Process Applications • T-groups (Sensitivity Training) • Process consultation • Third-party intervention • Team building • Organizational confrontation meeting • Survey research HRM Applications • Goal setting • Performance appraisal • Reward systems • Career planning and development • Managing workforce diversity • Employee wellness TechnostructuralInterventions • Formal structural change • Differentiation and integration • Cooperative union– management projects • Quality circles • Total quality management • Work design Strategic OD Applications • Integrated strategic management • Culture change • Strategic change • Self-designing organizations
- 10. 8–10 K E Y T E R M S § employee orientation § training § negligent training § task analysis § competency model § performance analysis § on-the-job training (OJT) § apprenticeship training § job instruction training (JIT) § programmed learning § electronic performance support systems (EPSS) § job aid § virtual classroom § lifelong learning § management development § job rotation § action learning § case study method § management game § role playing § behavior modeling § in-house development center § executive coach § organizational development § controlled experimentation --------------------------------------------------------------------------------------
- 11. 8–11 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2011 PearsonEducation, Inc. publishing as Prentice Hall