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    Organizational Change

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    Nikita Sangal
    This document provides an overview of organizational change and growth. It discusses factors that drive change like technology, customer needs, and the economy. It also outlines strategies for coping with and managing change, like joint ventures, alliances, and new product development. The document then covers challenges of change, models for managing change like Lewin's change model, resistance to change, and business process reengineering.

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    Organizational Change

    Uploaded by

    Nikita Sangal
    178 views14 pages
    This document provides an overview of organizational change and growth. It discusses factors that drive change like technology, customer needs, and the economy. It also outlines strategies for coping with and managing change, like joint ventures, alliances, and new product development. The document then covers challenges of change, models for managing change like Lewin's change model, resistance to change, and business process reengineering.

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    This document provides an overview of organizational change and growth. It discusses factors that drive change like technology, customer needs, and the economy. It also outlines strategies for coping with and managing change, like joint ventures, alliances, and new product development. The document then covers challenges of change, models for managing change like Lewin's change model, resistance to change, and business process reengineering.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    178 views14 pages

    Organizational Change

    Uploaded by

    Nikita Sangal
    This document provides an overview of organizational change and growth. It discusses factors that drive change like technology, customer needs, and the economy. It also outlines strategies for coping with and managing change, like joint ventures, alliances, and new product development. The document then covers challenges of change, models for managing change like Lewin's change model, resistance to change, and business process reengineering.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 14

    MODULE 3 ORGANIZATIONAL CHANGE

    INTRODUCTION
    Organizational growth, means different things to different organizations. Indeed, there are many parameters a company can select to measure its growth. The most meaningful yardstick is one that shows progress with respect to an organization's stated goals. The ultimate goal of most companies is profit, so net profit, revenue, and other financial data are often utilized as "bottom-line" indications of growth.

    Others may use sales figures, number of employees, physical


    expansion, or other criteria to judge organizational growth.

    Growth Cycle

    Factors for change


    Technology Customer Needs Economy

    Growth Opportunities
    Work Process Product Innovation

    Coping with change in Order to Grow


    Joint Venture Alliances Subcontracting

    Licensing
    Divestment New Markets New Product Development Outside Financing

    Challenges
    Dramatic or Incremental

    Dilution of Hands-On Capability


    Complexity of Tasks Accretion of Numbers Relation to Members & Environment Change Transformational effect

    Healthy Communication
    HR Practices

    KURT LEWIN CHANGE MODEL


    Unfreeze Change Freeze

    CHANGE CYCLE MODEL


    Stage 1 - Loss Stage 2 Doubt Stage 3 Discomfort Stage 4 Discovery Stage 5 Understanding Stage 6 - Integration

    Types of Organizational Change


    Participative: bottom up change made by educating the staff members and letting them share in the ownership of the change. Directive: top down change imposed on the staff from the leader or other higher external force.

    Overcoming Resistance to Change


    Education and Communication
    Negotiation Manipulation and Cooptation Participation

    Facilitation and Support Coercion

    Promote Positive Attitudes Toward Change

    BPR
    Business process reengineering (BPR) is the analysis and

    redesign of workflow within and between enterprises.


    Business process re-engineering is a business management strategy, originally pioneered in the early 1990s, focusing

    on the analysis and design of workflows and processes


    within an organization. BPR seeks to help companies radically restructure their organizations by focusing on the ground-up design of their business processes.

    THANKYOU

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