Lesson 9 - Hbo
Lesson 9 - Hbo
Lesson 9 - Hbo
INTRODUCTION
LEARNING OUTCOMES: After successful completion of this unit, you should be able to:
5 Explain the rationale of applying the principles and concepts of Organizational Behavior in
relation to real-life situations;
COURSE MATERIALS
Kurt Lewin, is a noted organizational theorist, who proposed the force field analysis for
organizational change. In this theory, he has prioritized two factors for change in an
organization, namely −
Driving force − Driving force can be defined as an organizational force that makes a
change with respect to structure, people and technology. In short, it drives the
organization from one culture to another.
Restoring force − Restoring force is the force which changes the culture from the
existing state to the old state. It indicates a backward motion while the driving force
indicates a forward motion.
There is a need of change in an organization because there is always a hope for further
development, and in order to survive in a competitive market, the organization needs to be
updated with changes. However, we have listed some reasons to explain why changes are
deliberately made and carefully planned by the organization before implementation.
Planned Change
We can define planned change as any kind of alteration or modification which is done in
advance and differently for improvement.
Planned change takes places in an organization when there is a demand for change due
to two types of forces. These forces are grouped into internal sources and external
sources.
Internal forces that lead to a planned change in an organization include obsolescence of
production and service, new market opportunities, new strategic direction, increasing
workforce diversity, and shift in socio-cultural values.
External forces that lead to a planned change in an organization include regulators,
competitors, market force, customers, and technology. Each of these forces can create
Once the management decides to implement some changes in the organization, it needs to
be done carefully as it is a very sensitive issue. It is very important for all the employees to
adapt to change. According to Kurt Lewin, the planned organizational change is
implemented in three different stages. They are −
Unfreezing − In this stage, the organization studies if the change is required or not,
what and why is the change necessary. Considering the entire situation, the organization
decides for appropriate change. Thus, a plan and strategy is formulated as required.
Changing − In this stage, the organization executes the plan and program for change.
For this purpose, proper precautions are taken in order to maintain cooperation and
coordination between the employees and management, avoiding miscommunication or
disputes. Adequate supervision and control is arranged as needed.
Refreezing − This is the final stage, in order to bring organizational change. By way of
supervision, the organization tries to evaluate the effectiveness of change. Collecting all
this information, the management interprets whether to continue or replace change by
some other alternatives or to make further minor changes.
On the basis of a company’s requirement planned change is classified into these types.
They are −
Change in structure
Change in technology
Change in people
Change in Structure
We say that the planned change required is change in structure when development is
required in these following areas −
Change in management
New management
Change in position or location
Change in objective, rules, regulations etc.
Launching new branches
Change in Technology
We say that the planned change required is change in technology when development is
required in these following areas −
We say that the planned change required is change in people when development is required
in these following areas −
Sensitivity technique
Survey feedback
Process consultation
Team building
Intergroup development
Sensitivity Technique
Here sensitivity refers to the psychological aspect of human mind that has to be shaped
to act as expected by the group. In this technique, one’s own weakness is exposed and
members understand how others react towards them. Stress is on group dynamics and
tackling inter-relationship disputes.
Human Behavior in Organizations/ Compiled by: Minera Laiza C. Acosta 4
The idea is to improve the behavior of people in order to maintain smooth inter-personal
relationship without any power or influence. Members are motivated to have an open,
heart-to-heart talk to develop mature relationship. Sensitivity training borders on
psychotherapy where the emotions as well as body language are considered.
Survey Feedback
In this technique, the discrepancies among a group are weeded out using
questionnaires, which identify the difference in perception amongst the same working
family, group or department. The collected data is then tabulated and distributed for
further deliberations. This acts as the basis for further discussions and the discrepancies
if any can be sorted out by open discussions with all concerned, defending and opposing
till a consensus is reached. This technique mainly focuses on ideas and not on persons
who put up those ideas.
Process Consultation
In this technique, a firm may either seek the support of experts from within the firm or
from outside. The firm must check that process consultation is done through an external
expert with the needed support provided by the authorities from within the organization.
Team Building
In this technique, attempts are made at the group or inter-group level. The main
objective is to improve co-ordination thereby improving the performance as a group. This
can be done by goal setting, development of inter-personal relations, role analysis to
identify roles and responsibilities and team process analysis.
Intergroup Development
Inter group development technique attempts to change the perceptions of groups about
themselves or about other groups. This can be done by organizing independent group
meeting, developing a list consisting of perception of itself, views about other
departments and how others view them, trying to understand and resolve the actual
cause of conflicts, or sub grouping the groups to remove difference in perceptions and
impressions that groups have about each other.
Resistance to Change
“There’s no chance that the iPhone is going to get any significant market share.”
Contemplate that quote for a moment, and then decide for yourself how much resistance
to change can cost an organization.
There are similar examples that are equally as hilarious. Henry Ford’s lawyer told him
that the automobile was a fad but the horse was here to stay. Movie mogul Darryl
Organizational Resistance
Group Resistance
We talked about groups in an earlier module, and we learned that when groups start to
work well together, it’s because they’ve established norms and cohesion. Central norms
in a group can be difficult to change, because they involve the group’s identity. Any
change to them is likely to be resisted, as group members will work to protect each other
and preserve the group. If a group is used to practicing centralized decision making and
suddenly, they’ve been told to use a decentralized style of decision making, they’re likely
to resist, because it goes against their norm.
Group cohesion can affect the acceptance of change. If a cohesive group has been
disbanded in favor of a different kind of team structure, the group’s desire to stick
together may make them resistant to change. But just as group cohesion can work
against change, it can also work for change. A cohesive group looking to implement
change can typically overcome any one individual member’s resistance to it.
People resist change because they fear the consequences. Change means learning new
habits and facing new situations. Learning new skills comes with the uncertainty of being
able to master those skills. It’s easy to see why change can seem threatening.
Furthermore, if individuals’ sense that there will be economic insecurity or risk regarding
the change, or if they don’t trust management, this could further add to the resistance.
Sometimes, individual traits can make one change resistant. Culture, personality and
prior experiences can contribute to one’s level of acceptance where change is
concerned.
SUPPLEMENTAL READINGS/REFERENCES:
Think of an organizational change you have experienced. Was there resistance to the
change? Discuss. What could have been done to prevent or diminish resistance?