1. Organizational change Lecture 12

2. Organizational change Substantive modification in some part of the organization; It may include any aspect in the organization: -Work schedules; -Bases for departmentalization; -Span of management; -Organizational design; -Staff.

3. Forces for change External forces; Internal forces. Internal forces include strategy, structure, staff, goals,technical equipment.

4. Types of change There are two main types of a change: -Planned change. It is designed and implemented in an orderly and timely fashion in anticipation of future events; -Reactive change. It is a respond to circumstances as they develop. -Technological changes; -Behavioral changes; -Innovations.

5. Managing change process Managing change means forecasts the change, implementing it in the organization and involving people in it. According to Kurt Lewin, there are three stages in change process: -Unfreezing; -Implementing; -Reinforcing.

6. Stages in change process Unfreezing means that people who will be affected by change should understand why change is necessary; Implementation is next stage. Refreezing involves reinforcing and supporting the change.

7. Steps in change process Recognition the need for change; Establishment of goals for change; Diagnosis of relevant variables; Selection of appropriate change techniques; Planning for implementation of the change; Actual implementation; Evaluation

8. Managing resistance to change People resist to change for several reasons: -uncertainty; -Threatened self-interests; -Different perceptions; -Feelings of loss.

9. Techniques to overcome resistance Participation. Employees who participate in the planning and implementation of change better understand the reasons for change; Education and communication; Facilitation; Negotiations. This technique is suitable for groups having power in the oranizations; Support. It is connected with training of staff to acquire new skills; Manipulation and involvement.

10. Organization development It is an effort that is planned, organization wide, and managed from top, intended to increase organization’s effectiveness through planned actions.

11. Prerequisites for organization development Employees have desire to grow and develop; They have strong need to be accepted by others; The way OD is designed will influence the way individuals and group behave in the organization.

12. OD techniques Diagnostic activities. It includes analysis of current condition or welfare of the organization; Team building; they enhance the effectiveness and satisfaction of individuals; Survey feedback. Each employee responds to a questionnaire intended to measure perceptions and attitudes.

13. OD techniques Education; Intergroup activities. They are designed to promote cooperation; Third- party peace making. It is used in cases of substantial conflict in the organization; Technostructural activities. They include the design of organization, the technology.

14. OD techniques Process consultation. In this case OD consultant is observing the groups to understand their communication pattern, decision making and leadership processes and gives feedback. Life and career planning. Employees formulate their personal goals and evaluate strategies for integrating goals with goals in the organization; Coaching and counseling ; it helps people to develop better sense of how others see them.