Presentation Topic:-
Organizational Development,
Change, Culture and Climate
Presented by:--
Vikas Kamble
ORGANIZATIONAL BEHAVIOUR
Definition
Organizational behaviour is a field
of study that investigates ,the impact that
individual, group, and structure have on
behaviour within the organization, for the purpose
of applying such knowledge toward organization’s
effectiveness
Organization
Development
Definition
Organization Development is a
strategy or an effort, which is planned and
manage from the top ,to bring about planned
organizational changes for increasing
organizational effectiveness
Characteristics of OD
Planned Organization change
Planned Intervention
Top management commitment
Social Philosophy as a Norm of change
Steps in OD
Diagnosis& identification of the problem
Developing of strategy
Implementing the program
Reviewing the progress of the
programmed
Case :
Goals of OD
Person
Interperson
Teams
Organization
OrganizationaL Change
Nature of Change
History& Politics
Management and Organization
People
KEY ISSUES OF THE MANNER IN WHICH THE CHANGE
WILL BE DETERMINED
Change Agent
Change Intervention
Change Target
Levels of Change
Individual-LevelChange
Group-Level Change
Organization-Level Changes
Importance of Change
Components of Change
Systems People
Components
of
Change
Processes Management
Forces for Change in Organizations
External Forces
I. Globalization
II. Workforce Diversity
III. Technological Changes
IV. Managing Ethical Behaviour
V. Others
Internal Forces
I. Change in Work Climate
II. Falling Effectiveness
III. Crisis
IV. Organizational Silence
V. Differing Employee Expectations
The Change Process
Becoming aware of the
pressure for change
Recognizing the need for
change
Diagnosing the problem
Planning the change
Implementing the change
Managing resistance
Following up on the
change
1. Becoming aware of the pressure for change:-
Outside the organization, technological innovations act as powerful
triggers for change. Within the firm, conflicts arise, employees retire or resign,
and pressures mount as the organization outgrows its old ways of doing things.
2. Recognizing the need for change:-
Managers should also recognize the need for change.
3. Diagnosing the problem:-
For diagnosing the problem, various models are available
1. Interviews
2. Questionnaires
3. Observations
4. Secondary data/Unobtrusive measures
4. Planning the change:-
A firm that purpose revolutionary change adopts a top down change
strategy. . Generally, a top down strategy calls for intervention at the high level
of the organization.
Evolutionary change depends on a bottom up change strategy. Firms
opting for bottom up strategy prepare the organization for change by involving
managers and employees at all level in discussing the need for change and
diagnosing the problems facing the organization.
5. Implementing the change:-
At this stage resistance to change surfaces. There are several ways of
manifesting resistance. Hostility or aggression is the immediate reaction of an
individual and group level change.
6. Managing resistance:-
There are six approaches to manage the resistance-
1. Education and communication
2. Participation and involvement
3. Facilitation and support
4. Negotiation and agreement
5. Manipulation and cooperation
7. Follow up on the change:-
The final step in the change process is to evaluate the effects of the
change and to institute procedural modifications that will ensure that the
change continues to be implemented.
Resistance to change
There are many sources of resistance to change in organizations. The
forces which resist changes are discussed here.
1.Organizational level resistance to change
2.Sub unit level resistance to change
3.Group level obstacle to change
4.Individual level resistance to change
Overcoming resistance to change
1.Education and communication
2.Participation
3.Building support and commitment
4.Implementing changes fairly
5.Manipulation and co-optation
6.Selecting people who accept change
ORGANISATIONAL CULTURE
Organization Culture
Introduction
An organization culture mean that
complex whole which includes
knowledge, belief, art, morals, law,
customs and other capabilities and habits
acquired by man in society.
Characteristics
IndividualInitiative
Risk Tolerance
Direction
Management Support
Control
Reward System
Levels of Culture
National Culture
Business Culture
Authoritarian and Participative Culture
Strong, Weak and Unhealthy Cultures
How is Culture Created ?
Culture Formation
Identification with
around critical
the Leaders
Incidents
Organizational
Culture
Organizational Organazational
structure Ethics
How to sustain Culture ?
Top
Management
Philosophy of the
Selection Organisation
Organisation
Criteria Culture
Founders
Socialization
Organisational Climate:
Definition:
The perceived attributes of an
organization and its sub-systems as
reflected in the way an organization deals
with its members, groups and issues.
Different relevant Motives required to
create a Climate of an Organisation:
Achievement –industrial and business
organisations
Influence -scientfic organisations
Control -bureaucracy
Extension -community service org
Dependancy-traditional /one man org
Affliation -clubs
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