Organisational behaviour UNIT-4
Organisational behaviour UNIT-4
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Organisational change
"Organisational change can be understood as the implementation of new procedures and technologies as well as modification in the entire work setup."
Nature of organisational change
1. It affects existing equilibrium
Change does not only affects existing peaceful conditions but also establishes new equilibriums.
2. Influences entire organisation.
3. Organisational change is an ongoing process.
4. It is perceptual and behavioural in nature.
5. Affects individual in multiple roles.
6. Natural phenomenon
"Change is mandatory rather than optional."
Goals of organisational change
●Survival and growth
●Organisational development
●Modifying behavioral patterns
Factors affecting organisational change
1. External factors
Technology, market conditions, social changes, changes in policy and laws, political forces globalization, workforce diversity, changing economic conditions, etc.
2. Internal factors
Change in managerial personnel, change in operative personnel, deficiencies in existing structure, change in employee expectations, etc.
Types of organisational changes
1. Happened changes
These are the changes on which the organisation has little or no control.
2. Reactive changes
These changes are done in response to happened changes.
3. Anticipatory change
These are the preactive or precocious changes made by predicting future business environments.
4. Planned changes
5. Strategic changes
6. Process oriented changes
These changes are made in order to redirect the goal of an organisation.
7. People oriented change
Changes are brought up within the behavioral patterns of the workforce.
8. Operational change
These changes are carried out to increase operational efficiency.
9. Directional change
10. Fundamental change
These changes redefine the purpose of an organisation.
11. Total change
This means complete change in the operation and management strategies of an organisation.
12. Transformational change
13. Structural changes
This means changes in hierarchy of position and authority.
14. Recreational changes
These changes aim at refreshing and energizing the employees.
15. Evolutionary changes
Small and gradual changes in workplace are evolutionary changes.
16. Revolutionary changes
Transformational, rapid, dramatic and bold changes are referred to as Revolutionary changes
Levels of organisational change
1. Individual level change
2. Group level change
3. Organisational level change
Resistance to change
All living species, specifically human beings are naturally against change because no one wants to get out of his or her comfort zone. This tendency is known as resistance to change.
Levels of resistance to change
1. Individual resistance
It happens because of the following reasons: Human habits, insecurities, fear of uncertainty, misconception and humours.
2. Organisational resistance
This happens due to the following reason: Organisational culture and ethics, position power and internal conflicts.
3. Group resistance
It happens because of the blind following of group norms, group thinking and loyalty towards the group culture.
Dealing with resistance to change
The following common methods can be adopted to deal with resistance to change:
1. Clear definition of vision and goals
Clarity is the biggest motivation for employees and hence clarifying the reason and result of the change helps to deal with resistance to change.
2. Make employees participate in the change process.
3. To interview employees to know their feedback.
4. Expand the communication channel to clarify change goals.
5. Positive attitude
Change is a tiring and stressful process hence, all the managers should be positively motivated to adopt and pass on the process of change to their subordinate.
6. Rewarding employees for effectively adopting the change.
Benefits from resistance to change
Strong resistance gives a chance of Re-analysis of change proposal and hence, potentially harmful or disappointing change proposals can be formulated again by the manager.
Change management
"Change management can be defined as a planned strategy of a systematic change process to achieve the desired organisational goal through the decision of making a change."
Process of Change management
1. Identify the problem.
2. Recognising the cause of problem.
3. Implement the change required to overcome the problem.
4. Motivating and promoting positive attitude for change.
5. Managing the transition
For say, transition means different periods of confusion, uncertainty, doubts during the process of change
6. Supporting the change
7. Evaluating the result achieved from the process of change.
Approaches to managing organisational change
1. Kurt Lewin's 3 step model
This model states that how two different kinds of people or forces are able to balance themselves in the process of change.
The three steps involved in this model are:
1. Unfreezing
This stage involves minimising the resistance to change.
2. Moving
This step involves developing new beliefs, values and behavioral patterns for the acceptance of change.
3. Refreezing
This involves freezing the belief and acceptance of workforce at a new level.
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2. Seven Stage Model of Changes
Edgar Huse developed a seven stage model of change in 1980😌
1. Scounting
Diagnose and review the requirements for change.
2. Entry
Setting outcomes of change process.
3. Diagnosis
Diagnosis of hidden or untapped problems.
4. Planning
Elaborating the planned change process, its steps and implementations.
5. Action
Performing the planned startegies.
6. Stablising
Simply means "Refreezing" the system.
7. Termination
Disposing change management group and terminating agent.
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3. Kotter's Eight-Step Plan for implementing change
These eight steps can be summed into 3categories( unfreezing, moving and refreezing stage).
1. ●Establish a sense of urgency
●Create the guiding coalition
●Develop a vision and strateg
●Communicate the vision for change
2. ●Empower actions
●Generate short-term wins
●Consolidate gains and produce more change
3. ●Anchor new approaches in organisational culture
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4. Greiner's Six-Phase Process
This model says that the process of change must include these two concepts:
1. Re-allocation of power within the organisation
2. Should be a chronological process not an abrupt move.
Following are the six phases of this theory
Pressure and arousal
Intervention and Re-orientation
Diagnosis and recognition
Invention and committment
Experimentation and research
Reinforcement and acceptance
Challenges in change management
Perceptual barriers (setreotyping, misconceptions, misjudgements)
Emotional barriers
Cultural barriers (taboos, customs and resistance to change them)
Environmental barriers (non-supportive attitude)
Cognitive barriers (lack of complete info, use of wrong terminologies)
Organisational Development (OD)
"Organisational development is the process of applying set of knowledge and practices which improves the performance of the organisation by getting the best from the potential employees."
Characteristics of OD
1. A planned strategy
2. Collaborative approach to change
3. Interdisciplinary in nature
4. Emphasis on improving performance
5. Represents a system approach
6. Ongoing interactive process
7. Aprocess of goal achieving
8. Based on humanistic values
9. Emphasis on problem solving
10. Contingency oriented
Process of organisational development
1. Entry and contracting
2. Diagnosis
3. Collecting and analysing data
4. Feedback the diagnosed information
5. Designing OD interventions
6. Leading and managing change
7. Evaluating OD intervention
Advantages of OD
●Opens up more opportunities
●Ensures optimum utilisation of individual's potential
●Helps in attaining objectives
●Helps employees to influence organisation through work
●Brings organisational changes
●Provides suggestions for improving performance
Disadvantages of OD
●Time consuming
●Expensive
●Complex process
●Puts administrative challenges
Organisation effectiveness
Level of effectiveness is determined by degree of objectives/targets attained
"The level to which an organisation achieves its objectives with the help of all the available resources is known as organisation effectiveness" of that particular organisation.
Levels of organisational effectiveness
1. Individual effectiveness
2. Group effectiveness
3. Organisational effectiveness
Approaches to measure organisational effectiveness
■External resource approach (control)
■Internal system approach (innovation)
■Technical approach (efficiency)
■Goals attainment approach
Organisational culture
Organisational culture refers to the personality or traits of an organisation.
In simple words, "organizational culture refers to the common values and beliefs that prevail in an organisation and enables employees to understand rules and customs of that organisation."
Organisational power
The ability of any individual to make things happen in a manner desired by him is known as power.
And when, "a group of organisational members are motivated to perform the various activities in a desired manner to accomplish organisation goal" , then it is referred to as organisational power.
Power is the ability to get things done the way one wants them to be done.
Organisation politics
Politics in organisations are becoming reality in the era of growing cut-throat competitions.
Politics simply means a strategically planned behavioral pattern to get something done or to attain any goal.
Hence, "organizational politics can be defined as strategically designed behaviours that maximize self interest".
Politics is usually done to fulfill selfish or unethical purposes in order to get the desired results.
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