Organizational Change and Development

Presented by:
Bal Ram Chapagain, M. Phil.
April 23, 2015

balram.chapagain@gmail.com

Concept of Change
Change refers to making things different. It is opposite
to status quo.
Change in organizational setting focuses on programs
and strategies to alter people, process, structure and
technology.
Change is unavoidable for modern organizations in
order to cope with changes in environment and stay
ahead of competitors.
Therefore, the question for organizations is not whether
to change or not, but when how to change.
April 23, 2015

balram.chapagain@gmail.com

Forces for Change

A. External forces/factors for change
Political-legal forces
Economic forces
Socio-cultural forces
Technological forces
Market forces (such as customers, suppliers,
competitors, creditors etc.)
Natural environmental forces (such as natural
calamities, climate change etc.)
April 23, 2015

balram.chapagain@gmail.com

Forces for Change

B. Internal forces/factors for change
Change in organizational goals (goal succession and
displacement)
Structural changes
Changes in resource base
Change in organizational strategies and policies
Change in philosophical priorities of management

April 23, 2015

balram.chapagain@gmail.com

Resistance to Change
Resistance to change refers to any attitude or behavior
that hinders the change process.
Resistance to change may be covert or overt in nature.
Covert resistance to change refers to the increase in
tardiness and absenteeism, request for transfers, low
morale and motivation etc.
Where as overt resistance to change is expressed
through strikes, sabotage, deteriorating quality of goods
and services etc.

April 23, 2015

balram.chapagain@gmail.com

Sources/causes of resistance to change

A. Individual resistance to change
Economic insecurity
Fear of uncertainty/unknown
Fear of losing power, resources, and freedom
Existing habit
Misunderstanding and lack of trust
Different perceptions and assessments
Poor communication and lack of involvement
Lack of adequate knowledge and skills
April 23, 2015

balram.chapagain@gmail.com

Sources/causes of resistance to change

B. Organizational resistance to change
Structural inertia
Resource constraints
Organizational culture
Existing agreements with insiders and/or outsiders
Huge investment in fixed assets and long pay-back
period

April 23, 2015

balram.chapagain@gmail.com

Overcoming resistance to change

1.
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Education and training

Communication
Participation and involvement
Facilitation and support
Negotiation and agreement
Manipulation
Co-optation
Explicit and implicit coercion

April 23, 2015

balram.chapagain@gmail.com

Concept of Organizational Development (OD)

OD is a long-term and comprehensive approach of
managing planned change based on humanistic
values.
According to S. P. Robbins and S. Sanghi, OD is
a collection of planned-change interventions, built
on humanistic-democratic values, that seeks to
improve organizational effectiveness and employee
well-being.
The OD paradigm values human and organizational
growth, collaborative and participative process, and
a spirit of inquiry.
April 23, 2015

balram.chapagain@gmail.com

Characteristics of OD
Long range effort (generally 3-5 years)
Wider scope (may include people, process,
technology etc.)
Dynamic and continuous process
Systems perspective
Research based
Participative approach

April 23, 2015

balram.chapagain@gmail.com

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OD Values
1. Respect for people
2. Democratic
3. Trust and support
4. Power equalization
5. Confrontation (do not escape from the problem)

April 23, 2015

balram.chapagain@gmail.com

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Prerequisites (preconditions) of OD
1. Top managements commitment
2. Presence of some committed and influential
managers
3. Involvement of external OD consultant and
internal change facilitators
4. Successful experience with earlier efforts
5. Teamwork
6. Built-in reward system
7. Internalization of OD values
April 23, 2015

balram.chapagain@gmail.com

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OD Process
Though the OD process may be unique for every
organization, a typical OD process generally consists of
the following steps.
1. Problem recognition
2. Hiring OD consultant
3. Diagnosis (observation, questionnaire, interviews
etc. with employees and different stakeholders)
4. Presenting a proposed framework and confrontation
5. Preparing a final action plan
6. Using OD interventions/ Implementation
7. Evaluation
April 23, 2015

balram.chapagain@gmail.com

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AN Y
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Thank You

April 23, 2015

balram.chapagain@gmail.com

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