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    6-Organisation, Change and Innovation

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    Bazla Bz
    This document summarizes a lecture on organizational change and innovation. It discusses the nature of organizational change, including planned and reactive change. It outlines the Lewin model of change management, which involves three steps: unfreezing, implementing change, and refreezing. It also discusses recognizing the need for change, establishing goals, diagnosing variables, selecting change techniques, planning implementation, evaluation, and understanding and overcoming resistance to change. Finally, it lists key areas of organizational change such as structure, people, technology, and operations.

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    6-Organisation, Change and Innovation

    Uploaded by

    Bazla Bz
    49 views10 pages
    This document summarizes a lecture on organizational change and innovation. It discusses the nature of organizational change, including planned and reactive change. It outlines the Lewin model of change management, which involves three steps: unfreezing, implementing change, and refreezing. It also discusses recognizing the need for change, establishing goals, diagnosing variables, selecting change techniques, planning implementation, evaluation, and understanding and overcoming resistance to change. Finally, it lists key areas of organizational change such as structure, people, technology, and operations.

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    This document summarizes a lecture on organizational change and innovation. It discusses the nature of organizational change, including planned and reactive change. It outlines the Lewin model of change management, which involves three steps: unfreezing, implementing change, and refreezing. It also discusses recognizing the need for change, establishing goals, diagnosing variables, selecting change techniques, planning implementation, evaluation, and understanding and overcoming resistance to change. Finally, it lists key areas of organizational change such as structure, people, technology, and operations.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    49 views10 pages

    6-Organisation, Change and Innovation

    Uploaded by

    Bazla Bz
    This document summarizes a lecture on organizational change and innovation. It discusses the nature of organizational change, including planned and reactive change. It outlines the Lewin model of change management, which involves three steps: unfreezing, implementing change, and refreezing. It also discusses recognizing the need for change, establishing goals, diagnosing variables, selecting change techniques, planning implementation, evaluation, and understanding and overcoming resistance to change. Finally, it lists key areas of organizational change such as structure, people, technology, and operations.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 10

    ORGANISATION, CHANGE AND INNOVATION

    LECTURE 7
    Lecturer: Sara Aslam Fall 2011 Kinnaird College for Women

    THE NATURE OF ORGANIZATION CHANGE

    Organizational Change

    Any substantive modification to some part of the organization (e.g., work schedules, machinery, employees).

    Forces for Change

    External forces in the organizations general and task environments that force the organization to alter the way in which it competes. Internal forces inside the organization that cause it to change its structure and strategy; some internal forces are responses to external pressures.
    Principles of Management Instructor: Sara Aslam
    2

    THE NATURE

    OF

    ORGANIZATION CHANGE (CONTD)

    Planned Change

    Change that is designed and implemented in an orderly and timely fashion in anticipation of future events.

    Reactive Change

    Change that is a piecemeal (one thing at a time bit by bit) response to events and circumstances as they develop.

    Principles of Management Instructor: Sara Aslam

    MANAGING CHANGE IN ORGANIZATIONS

    Steps in the Change Process (The Lewin Model)

    Kurt Lewin, a noted organisational theorist suggested three steps that every change requires.

    Unfreezing

    Individuals who will be affected by the change should be shown why the change is necessary.
    The change itself is implemented Involves reinforcing and supporting the change so that it becomes a permanent part of the system.
    4

    Implementing change

    Refreezing

    Principles of Management Instructor: Sara Aslam

    MANAGING CHANGE IN ORGANIZATIONS

    Steps in the Change Process (Lewin Model)

    Unfreeze

    Implement

    Refreeze

    Principles of Management Instructor: Sara Aslam

    STEPS IN THE CHANGE PROCESS


    A Comprehensive Approach to Change

    Recognition of the need for change

    Establishment of goals for the change

    Diagnosis of relevant variables

    Selection of appropriate change technique

    Planning for implementation of the change

    Actual implementation

    Evaluation and follow-up


    Principles of Management Instructor: Sara Aslam

    UNDERSTANDING RESISTANCE TO CHANGE

    People resist change because of:

    Uncertainty about the extent and effects of change. Threats to self-interests, power, and influence. Different perceptions of change effects and outcomes. Feelings of loss in disrupted social networks, power, security, and familiarity with existing procedures.

    Principles of Management Instructor: Sara Aslam

    UNDERSTANDING RESISTANCE TO CHANGE

    8 Principles of Management Instructor: Sara Aslam

    UNDERSTANDING RESISTANCE (CONTD)

    TO

    CHANGE

    Overcoming Resistance to Change


    Encourage active participation in the change process. Provide education and communication about the change process. Facilitate the change process by making only necessary changes, announcing changes in advance, and allowing time to adapt to change.

    Principles of Management Instructor: Sara Aslam

    AREAS OF ORGANIZATION CHANGE


    Organization Structure& Design People Abilities and skills Performance Perceptions Expectations Attitudes & Values

    Job design Departmentalization Reporting relationships Authority distribution Coordination Line-staff structure Overall design Culture Human resource management

    Technology and Operations Information technologies Equipment Work processes Work sequences Control systems

    10

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