Presentation on

Intervention strategies for

facilitating organizational change

Presented by
Ankit Dubey
MBAS 1312

Contents
Introduction
Forces For and Against Change
Unplanned and Planned Organizational
Change
Targets of Organizational Change
Planned Organizational Change
Resistance to Change

Introduction
Organizational change involves
movement from the present state of the
organization to some future or target state
Future state can include a new strategy, new
technology, or changes in the organizations
culture

Introduction (Cont.)
Organizational change: moving from the
present state of the organization to some
future or target state.

Time

Forces For and Against Change

External forces for change

Competitors and markets

Acquisition threats
International: global markets
Workforce diversity
Quality management

Forces For and Against Change

(Cont.)
Internal forces for change

High dissatisfaction
Felt stress
Loss of control of processes
Dysfunctionally high conflict
Slow decision making
High turnover and absenteeism
Communication dysfunctions

Forces For and Against Change

(Cont.)
Forces against change
Internal: resistance to change from individuals
and groups
External: special interest groups such as
consumer groups and unions

Unplanned and Planned

Organizational Change
Unplanned organizational change: forces
for change overwhelm resistance to change
Planned organizational change: A
deliberate, systematic change effort

Unplanned and Planned

Organizational Change (Cont.)
Unplanned organizational change
Forces for change overwhelm resistance to
change
Usually unexpected
Chaotic, uncontrolled change effects
Example: economic changes leading to
reductions in workforce

Unplanned and Planned

Organizational Change (Cont.)
Planned organizational change
A deliberate, systematic change effort
Change organizational design, information
systems, job design, and peoples behavior
Although managers try to follow a plan, the
change does not always move smoothly
The change effort often hits blockages, causing
managers to rethink their goals and plan

Targets of Planned
Organizational Change
A model for thinking about planned organizational change
Targets
External
environment

Strategy

Culture
Technology
Organizational design
Job design

Mission

Planned Organizational Change

Reasons for planned organizational change
Managers react to environmental shifts
They anticipate the future state of the external
environment
Often a difficult task. As noted by an
organizational change scholar, planned
organization change is messy and never as clear
as we have written in our books and articles

Resistance to Change
No matter what the target, changes affect
the social system of an organization
People develop long-standing, familiar
patterns of social interaction
Strong resistance develops when
organizational change affects these social
networks

Thank YOU