Amity School of Business

Amity School of Business

BBA, SEMESTER V

UNDERSTANDING ORGANISATIONAL CHANGE

AND DEVELOPMENT
Module-2
(Planned Change)
Dr. Divya Goel
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 Contents Amity School of Business

Module II: Planned Change

• Nature of Planned Change
• Process of planned change
• Models and techniques involved in change
management (TQM, business process
reengineering),
• Lewin’s force-field analysis,
• Kotter’s eight step model,
• Action research model.

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PLANNED CHANGE

• Organization development is directed at bringing

about planned change to increase an
organization's effectiveness. It is generally initiated
and implemented by managers, often with the help
of an OD practitioner either from inside or outside
of the organization.

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Process of Planned Change

Bullock and Batten have given an integrative
model of planned change. This model
describes two major dimensions of change
process:
• Change phases – Sequential states of an
organization processing change.
• Change Processes: OD methods to
move an organization from one state to
another.
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Change Phases – Integrative model gives 4 basic

phases of change:
1. Exploration
2. Planning
3. Action
4. Integration phase
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• Change Processes– how specific

intervention strategies are designed and
carried out. Four main types:
– Human process interventions
– Techno structural interventions
– Strategic interventions
– HRM interventions
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Models of Planned Change

• Lewin’s force-field analysis,
• Kotter’s eight-step model,
• Action research model.

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Lewin’s Force Field Analysis

Unfreezing Changing Refreezing

Lewin’s Three-Step Process

Kurt Lewin asserts that successful change requires unfreezing

the status quo, changing to a new state, then refreezing the
new change to make it permanent.
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Unfreezing the Status Quo

Desired
State
Restraining
Forces

Status
Quo
Driving
Forces

Time
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ACTION RESEARCH MODEL

• This approach to organization change
shows that research can be practical; it
can serve as an instrument for action and
change.

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Action Research Model

Action Research is a "process of systematically
collecting research data about an ongoing
system relative to some objective, goal, or need
of that system; feeding these data back into the
system; taking actions by altering selected
variables within the system based both on the
data and on hypotheses; and evaluating the
results of actions by collecting more data."
-French and Bell

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ACTION
RESEARCH
MODEL: It is
a cyclical
process
containing
eight main
phases/steps:

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Models and techniques involved in

change management
• TQM
• Business process reengineering

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Evolution of Quality Management

 BASIC PRINCIPLES OF TQM
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Approach Management Led

Scope Company Wide

Scale Everyone is responsible for Quality

Philosophy Prevention not Detection

Standard Right First Time

Control Cost of Quality

Theme On going Improvement

W E Deming 14 Points
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The Deming Cycle or PDCA Cycle

PLAN
Plan a change to the process. Predict
the effect this change will have and
plan how the effects will be measured
ACT DO
Adopt the change as a Implement the change
permanent modification on a small scale and
to the process, or measure the effects
abandon it.
CHECK

Study the results to

learn what effect the
change had, if any.
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Spectrum of Change

• Automation
• Rationalization
of procedures
• Reengineering
• Paradigm shift
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Business process re-engineering (BPR)

• Business Process: simply a set of activities that transform a
set of inputs into a set of outputs (goods or services) for
another person or process using people and tools.

• Reengineering: assumes the current process is irrelevant -

it doesn't work, it's broke, forget it. Start over.
 BPR Amity School of Business

• Business Process Reengineering is the

fundamental rethinking and radical redesign of
business processes to achieve dramatic
improvements in critical, contemporary measures
of performance, such as cost, quality, service, and
speed.
 Characteristics of BPR Amity School of Business
Process Orientation An organization should be viewed and organized as
a portfolio of processes, not as a functional
hierarchy.
Radical and Look only for dramatic returns and don’t use the
discontinuous present as a basis for the redesigned solution.
Improvement
Customer Orientation Process activities are evaluated in terms of the
value they create to the external/internal customer.

Empowerment Shift authority and accountability to the front line

worker.
Top Down Top management initiates, controls, and monitors
the exercise, due to the broad cross-functional
scope.
IT enabled Creative use of IT to enable process innovation, not
just automate current activities.