CONCEPT OF CHANGE:

From a human point of view:

Change is the consequence of learning, and it represents a transformation, a

variation, a substitution of the characteristics of an organization in its
set or somewhere in it.

Change means moving from one state to another. It is the transition from one situation to
another. It implies: transformation, disturbance, interruption, rupture, which depend on
its intensity. Change is everywhere: in organizations, in cities,
in the countries, in people's habits, in the products and services, and in the
climate.

Identification: It is the process by which individuals develop

new behavior patterns after having achieved something
improvement with her.
 Internalization: It is the process by which people develop
new attitudes to adapt them into your normal behavioral pattern.
In this phase, new ideas and practices are learned, so that they
people think and work in a new way.

Classes of Organizational Changes.

Changes in the organizational structure: affect the structure

organizational, the bodies (divisions, departments, and sections, that
are merged, created, eliminated or outsourced through new
partners), the internal and external information networks, the levels
hierarchical. Structural changes also involve modifications in
the scheme of differentiation and integration.

Changes in technology affect machines, equipment, facilities,

organizational processes.

Changes in products or services affect the results or outputs of the

organization.

Changes in people or in the organization's culture:

Changes in people's behaviors, attitudes, expectations.

aspirations, needs, knowledge, and skills that affect the
organizational culture.

Researchers in this area believe that job satisfaction gives

special connotation, because it provides indicators of the degree to which people
they identify, in psychological terms, with their jobs and consider that the degree
The performance they perceive is good for their self-esteem.

It has been pointed out that a satisfied workforce translates into more
productivity due to fewer variations caused by absenteeism Robbins,
(1999). Hence, organizations dedicate greater efforts to the pursuit
of satisfaction in workers

How is change understood?

It can be understood as a challenge, an opportunity, or a threat:

It's a challenge, because any company that wants to survive and

Adapting to the environment necessarily involves change.
 As an opportunity to reflect on what we do and
on the possibilities of improvement.

As a threat, people whether they are professionals, technicians or

employees may resist change and understand it as a
threat more than a challenge or an opportunity.

Changing is always costly, it can mean starting from scratch, tolerating the
frustration, facing conflicts and frustrations.

What is needed to change?

If you are the promoter of a change program:

Do not preach or demand from others what you are not willing to do yourself.

Offer little, but always fulfill what you have promised in this way.
build trust and credibility.

Remember that nobody changes for free. For people to change, it is

necessary for you to perceive that the pain and cost of change will result
widely compensated by the benefit you will gain from it.

The participation of the people is key. No one will feel responsible for
something imposed, without having participated in the decision.

Change takes time, creates frustrations, and can pose many

difficulties.

People need to understand why, for what purpose, and what needs to be done to
change.

NATURE OF ORGANIZATIONAL CHANGE

Concept of Organizational Change

It is the modification and transformation of the form or the way that survives best.
an organization.

It is the ability to perceive and understand changes and their reflections on man.
and the institution, to adapt to the demands of the new facts.

HOW TO START THE CHANGE

What would cause you to promote a change?

The desire to build massive, unprecedented, and exclusive success.

Dissatisfaction with customer service levels.

The dissatisfaction with productivity.

Dissatisfaction with the mood.

Dissatisfaction with communication.

The loss of key personnel.

A brilliant idea to follow a better path.

A new technology on the market.

Find a shared purpose that sets you apart from your competitors.
closer.

PLAN FOR CHANGE

It is to establish a process of analysis and discussion to select a direction

that guides situational change and produces actions that build viability
overcoming the uncertain and active resistance of opponents.

MODELS OF ORGANIZATIONAL CHANGE

The Goal Setting Model.

The Life Cycle Model.

The Model of Competitive Forces.

MODELS OF ORGANIZATIONAL CHANGE

The Goal Setting Model.

Establish a desired outcome and mobilize resources to achieve it.

It is the most common change model in business.

 The Life Cycle Model.

It reflects the sequential pattern of birth, growth, maturity,

descent and death.

They appear at all stages from birth, puberty, old age.

adult, retirement, and funeral.

The Model of Competitive Forces.

It is in a world where events, forces, and values come into

conflict between themselves to achieve dominance.

Change or stability are the results of the struggle for power among entities.
opposites.

RELATIONSHIP
BETWEEN THE THREE MODELS DE CHANGES
ORGANIZATIONAL

Each of these models shows us that they establish a

desired outcome and mobilizes the resources to achieve them, reflect growth,
maturity, the decline and death of living beings, and that the change and the
Stability is the result of the struggle for power between opposing beings.

THE CHANGE PROCESS STAGES OF CHANGE

Vision stage: Create an image of what it might look like in a

ideal world.

Analysis stage: Data collection on how everything works in the

current affairs.

Redesign stage; Planning of tactics and reorganization of the

processes and systems.

Implementation stages: Put the strategy and plans into practice

through the introduction of new forms of work.

Review stage: An attempt to measure the success of the project and to seek
Ways to boost the organization.

WHAT IS A PROCESS OF ORGANIZATIONAL CHANGE?

The modification and transformation of the way the organization survives
better in the environment.

Changes in organizations are part of normal life.

The organization that survives is the one that is capable of making adaptations.
that allow them to overcome or at least coexist with their competitors.

What aspects can change in the company?

THE STRUCTURE

Define responsibilities.

Hierarchy relationships.

Describe functions.

TECHNOLOGY

Study of motion and time.

Work enrichment.

PEOPLE AND PROCESSES

D.O. interventions

CHANGES IN HUMAN BEHAVIOR

Learning to change can be painful or uncomfortable.

Learning and changing is a process that is both rational and emotional.

Change can only begin when there is at least a minimum of

dissatisfaction.

USES OF THE MODEL TO MANAGE CHANGE IN THE ORGANIZATION

It suggests that there are multiple causes (forces) of change.

Identify driving forces (in favor) and restraining forces (against) which
They can come from outside or from inside the company.
 The forces come from individuals, groups, and countless situations.

Suggest identifying them before making any decision.

As a strategy, it is recommended to lessen the restrictive forces and not

work on increasing the driving forces.

Planned change programs aim to THINK ABOUT MITIGATING

RESTRICTIVE FORCES ARE A MORE EFFECTIVE MEANS TO ACHIEVE THE
CHANGE THAT WORKS TO INCREASE THE DRIVING FORCES.

HOW TO OVERCOME RESISTANCES?

EDUCATION AND COMMUNICATION

PARTICIPATION AND COMMITMENT (Building communities or teams)
NEGOTIATION AND AGREEMENT
MANIPULATE AND NAME A LEADER
COERCION (imposing) EXPLICIT OR IMPLICIT

DENIAL: "Nothing is happening" 4. COMMITMENT: "This is my

really meaningful situation

Paralysis, minimization of the Teamwork, vision, cooperation,

problems, refuse to listen to new balance, focusing.
information.
2. RESISTANCE: "How good it was ADAPTATION: "What is happening to me
the things before! happening?

Anger Chaos, indecision, energy, clarification

to another, apathy, complaints, illness, of goals, exploration of alternatives,
doubt about abilities. learning new skills,
unfocused work.

OBSERVABLE SIGNS OF EACH PHASE

OVERCOMING THE STAGES OF CHANGE

1.DENIAL: 4. COMMITMENT:

Recognize the change. Embrace the change.

Develop awareness. Form work teams.

Take the necessary time. Participate actively.

Check the change processes. Collaborate.

Clarify the ambiguities. Be proactive.

Create a sense of belonging to change.

2. RESISTANCE: 3. ADAPTATION:

Make the resistance evident. Encourage independence.

- Discuss and listen to the Take responsibility.

propositions.
Accept the differences.
Ask clarifying questions.
Have creative thoughts and
critics.

Set Goals.
 Self-evaluate.

USEFUL STRUCTURE TO IMPLEMENT THE CHANGE PROCESS ACCORDING TO

MARGULIES AND WALLACE

Whatever the initial approach may be, any effort that requires a change
individual behavior must include the necessary means to ensure
that such change occurs in reality,

Organizational change is likely to achieve greater success when the

key individuals in management initiate and support such change.

Organizational change is best achieved when the people who

will be affected by it join the process as soon as it is
possible.

It is unlikely that a technique that is only applied once will generate a

lasting and positive change.

If they wish to preserve the results, the organization must have

well-informed and motivated person.

No single change technique is optimal for solving all

organizational problems.

CHANGE ORGANIZATIONS IN A WORLD

Changing
TODAY

CHANGE ORGANIZATIONS IN A WORLD

CHANGEABLE
 INNOVATION STRATEGY
(New World)

CHANGE ORGANIZATIONS IN A WORLD

CHANGING
TODAY