PROCESS APPROACHES(MODELS) OF ORGANIZATIONAL CHANGE

v  PROCESS APPROACHES(MODELS) OF ORGANIZATIONAL CHANGE

ORGANIZATIONAL DEVELOPMENT AND CHANGE

v  MEANING OF PLANNED CHANGE

• PLANNED CHANGE MEANS PLANNED ALTERATION IN EXISTING ORGANIZATIONAL SYSTEM. IT IS IMPLEMENTED WITH THE HELP OF CHANGE AGENTS.
• PLANNED CHANGES MAY BE REQUIRED FOR THE FOLLOWING PURPOSES:_
• TO INCREASE THE EFFECTIVENESS AND EFFICIENCY OF THE ORGANIZATION BY IMPROVING QUALITY AND PRODUCTIVITY
• TO CONTRIBUTE TOWARD JOB SATISFACTION AND PROMOTING SOCIAL WELL BEING
• TO IMPROVE THE MEANS FOR SATISFYING ECONOMIC NEEDS OF THE ORGANIZATIONAL MEMBERS

v  PROCESS APPROACHES(MODELS) OF PLANNED CHANGE

1. KURT LEWIN’S CHANGE MODEL
2. ACTION RESEARCH
3. EXPANDED PROCESS MODEL
4. A SYSTEM MODEL OF CHANGE
5. A.J LEAVIT’S MODEL INTERACTIVE NATURE OF VARIOUS SUB-SYSTEMS IN A CHANGE PROCESS

v 
KURT LEWIN’S CHANGE MODEL

• ORIGINATED FROM THE FAMOUS WORK OF KURT LEWIN SOCIAL PSYCHOLOGIST AND DEVELOPED IN 1940
• DEVELOPED A THREE-STAGE MODEL OF PLANNED CHANGE WHICH EXPLAINED HOW TO INITIATE,MANAGE AND STABILIZE THE CHANGE PROCESS
• LEWIN BELIEVED THAT THE CHANGE FREQUENCY LAST ONLY FOR A SHORT TIME. SO HE SUGGESTED THREE STEP SEQUENTIAL MODEL OF CHANGE PROCESS
• UNFREEZING-------CHANGING-------REFREEZING
• KURT LEWIN’S MODEL

1. UNFREEZING:-DEVELOPING A NEED FOR CHANGE INDIVIDUALS ARE ENCOURAGED TO REPLACE OLD BEHAVIORS AND ATTITUDES WITH THOSE DESIRED BY MANAGEMENT
2. CHANGING:-TRAINING MECHANISM IS USED TO FACILITATE THE CHANGE.LEARNING OF NEW BEHAVIOR PATTERN.
3. REFREEZING:-REINFORCING THE NEW BEHAVIOR. CHANGE IS STABILIZED AT THIS STAGE BY HELPING EMPLOYEES INTEGRATE THE CHANGED BEHAVIOR IN THEIR NORMAL WAY OF DOING THINGS.

• ACTION RESEARCH
• ACTION RESEARCH REFERS TO AS AN ORGANIZATION CHANGE PROCESS THAT IS BASED ON A DESIGNED RESEARCH MODEL SPECIFICALLY ONE THAT CONTRIBUTES TOWARDS THE BETTERMENT OF THE ORGANIZATION AND TO ADVANCEMENT OF KNOWLEDGE OF ORGANIZATION IN GENERAL
• IT INVOLVES THREE PROCESSES:-

1. A CHANGE PROCESS BASED ON SYSTEMATIC COLLECTION OF DATA
2. FEEDBACK OF DATA
3. SELECTION OF CHANGE ACTION ON THE BASIS OF DATA

• ACTION RESEARCH
• CHANGE AGENT IS USUALLY AN OUTSIDE PERSON WHO IS INVOLVED IN THE CHANGE PROCESS FROM DIAGNOSIS TO EVALUATION
• THE PROCESS OF ACTION RESEARCH:-

1. DIAGNOSIS(DATA IS COLLECTED TO IDENTIFY OR DEFINING THE PROBLEM)
2.  ANALYSIS
3. FEEDBACK
4. ACTION
5. EVALUATION

• THE ACTION RESEARCH MODEL IS USED TO ACTUALLY SOLVE THE PROBLEMS FACED BY THE ORGANIZATION.IT INVOLVES NOT ONLY PARTICIPATION BUT ALSO ATTEMPTS TO TAP THE COMPETENCIES OF THE EMPLOYEES. THIS SERVES THE DUAL PURPOSE OF CONTRIBUTING SUCCESSFUL CHANGE EFFORTS AND FULFILLS EMPLOYEE NEEDS FOR GREATER INVOLVEMENT.

v  EXPANDED PROCESS MODEL

• PLANNED CHANGE MODEL FROM THE PERSPECTIVE OF TOP MANAGEMENT
• ACCORDING TO MICHAEL BEE,TOP MANAGEMENT DEFINES ITS GOALS WHAT OUTPUT WILL BE LIKE AFTER THE CHANGE. ALTERNATIVES FOR CHANGES ARE GENERATED AND ACCEPTABLE ONE IS SELECTED.THE ORGANIZATION MAY USE A CHANGE AGENT FROM INTERNAL OR EXTERNAL IN SOLVING THE PROBLEMS OF THE ORGANIZATION/

1. FORCES FOR CHANGE
2. RECOGNIZE AND DEFINE PROBLEM
3. PROBLEM SOLVING PROCESS
4. EVALUATE AND CONTROL
5. IMPLEMENT THE CHANGE

v  A SYSTEM MODEL OF CHANGE

• A SYSTEM MODEL OF CHANGE OFFERS MANAGERS A FRAMEWORK TO UNDERSTAND THE BROAD COMPLEXITIES OF THE ORGANIZATION CHANGE.
• ANY CHANGE HAS A CASCADING IMPACT THROUGHOUT THE ORGANIZATION.
• LIKE WHEN A NEW WORK GROUP IS ASSIGNED TO INDIVIDUAL THEN IT ALSO AFFECTS THE GROUP DYNAMICS

• COMPONENTS OF SYSTEM MODEL

1. INPUTS:-CONSISTENT WITH AN ORGANIZATION’S MISSION AND THE RESULTING STRATEGIC PLAN. SWOT ANALYSIS IS DONE TO INNER STRENGTH,WEAKNESS AND OPPORTUNITIES AND THREATS IN THE EXTERNAL ENVIRONMENT
2. TARGET ELEMENTS OF CHANGE:-COMPONENT OF THE ORGANIZATION
3. GOALS:-DESIRED END RESULTS,PRIORITIES,RESOURCES AND LINKAGE THROUGHOUT THE ORGANIZATION
4. ORGANIZING ARRANGEMENTS:-POLICIES,PROCEDURES,ROLES,STRUCTURES.REWARDS AND PHYSICAL SETTING
5. PEOPLE: KNOWLEDGE,ABILITIES,MOTIVATIONS ETC
6. SOCIAL FACTORS;ORGANIZATION CULTURE/GROUP DYNAMICS/COMMUNICATION/INTERPERSONAL COMMUNICATIONS
7. METHODS:PROCESSES,TECHNOLOGY.WORK FLOW ETC
8. OUTPUT:-DESIRED RESULTS OF CHANGE AT ORGANIZATIONAL LEVEL,DEPARTMENTAL LEVEL AND AT INDIVIDUAL LEVEL

COMPONENTS OF SYSTEM MODEL OF CHANGE

• EXPLANATION OF A.JLEAVITT’SMODEL
• ORGANIZATION IS A SYSTEM OF FOUR INTERACTING SUBSYSTEMS
• CHANGE IN ANY ONE SUBSYSTEM TEND TO HAVE CONSEQUENCES FOR THE OTHERS
• TECHNOLOGICAL CHANGE DIRECT THE ORGANIZATION TO CHANGE ITS TASKS AND WORKING PATTERN
• CHANGE IN THE ORGANIZATION STRUCTURE MEANS CHANGES IN TH WHOLE SET O RELATIONSHIP.WORK ASSIGNMENT AND AUTHORITY STRUCTURE
• PEOPLE:[PEOPLE HAVE TO CHANGE TO ADJUST THE CHANGE PROCESS. SUCH CHANGE MAY BE REQUIRED IN LEADERSHIP,WORK STYLES,COMMUNICATION ETC
• TASK:-TECHNOLOGICAL CHANGES MAY BRING MANY TYPES OF CHANGES IN ORGANIZATIONAL TASKS.
• A.J LEAVITT’S MODEL
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