MANAGING

ORGANIZATIONAL CHANGE
AND DEVELOPMENT
Submitted by:
Almeda, Retchie O.
Banayag, Ria C.
MPA215

Submitted to:
Prof. Karlos Guerrero
 Organizational Change

 Porras, Silver 1999: Changes caused by an

“environmental shift that, once sensed by the
organization, leads to an intentionally generated response”
 Cameron, Pettigrew, Woodman 2001: Extremely complex
dynamic of time, processes, and contexts that are
incorporated into an organization
 Organizational Development

 effort that focuses on improving an organization’s capability through the

alignment of strategy, structure, people, rewards, metrics, and management
processes
 science-backed, interdisciplinary field rooted in psychology, culture,
innovation, social sciences, adult education, human resource management, 
change management, organization behavior, and research analysis and
design, among others.
 involves an ongoing, systematic, long-range process of driving
organizational effectiveness, solving problems, and improving organizational
performance
 Organizational Change vs. Organizational
Development

Change – related to the response of outside environment

Development – pertains to the values, strategies and

techniques that organizations use to manage change.
Forms of Organizational Change

1. Relatively Natural Change

2. Large-Scale Planned Change

 Relatively Natural Change: Organizational Life
Cycles
According to Downs: According to Quinn & Cameron:
1. Struggle for Autonomy – struggle to build political 1. Entrepreneurial Stage – Establishing the organization; OPEN-SYSTEMS Model
support
2. Collectivity Stage – Development of teamwork along members; HUMAN-
2. Rapid Expansion – Innovation RELATIONS Model + OPEN-SYSTEMS Component of competing values
framework
3. Deceleration – Elaboration of rules, ensuring
coordination and accountability 3. Formalization and Control Stage – Poor control mechanism with regards to
organizational charts, records, job descriptions, policy manuals, and master plans;
RATIONAL CONTROL Model + Decline in OPEN-SYSTEMS and HUMAN
RELATIONS
4. Structural Elaboration and Adaptation – Moving towards a more elaborate
structure to allow more decentralization, corresponding coordination processes;
MATRIX Design
ORGANIZATIONAL DECLINE AND DEATH INNOVATION AND ORGANIZATION
“Organizations will respond to decline with more
1. External Political – problem depletion
innovation when power is more widely diffused in
2. External Economic/Technical – environmental entropy the organization, and when the organization’s
3. Internal Political – political vulnerability mission is not strongly “institutionalized”.”
(Mone, McKinley, and Barker, 1998)
4. Internal Economic/Technical – organizational atrophy

CHARACTERISTICS OF INNOVATIVE MANAGERS

(LINDEN, 1990)
1. Strategic action
2. Holding on and letting go
3. Creating a felt need for change
4. Starting with concrete change
5. Using structural changes
6. Dealing with risk
7. Using political skills
FACTORS TO SUCCESSFUL INNOVATIONS (BORINS, 1998)
1. Systematic thinking and planning for change
3 MAIN PATHS TO SUCCESSFUL
INNOVATION (BORINS, 1998)
2. Programs delivered multiple services
1. Politicians responding to crises
3. Programs are partnered with other organizations
2. Newly appointed agency heads restructuring
4. Programs applied new technology
organizations
5. Programs undertook process improvements and organizational redesign
3. Mid-level and front-line workers responding to
6. Empowerment internal problems and taking advantage of
7. Incentives instead of regulation opportunities
8. Prevention instead of remediation
9. Use of private sector, voluntarism, and internal competition

4 FACTORS THAT MAKE UP THE ORGANIZATIONAL ECOSYSTEM ON WHICH LONG TERM,

SUSTAINED INNOVATION DEPENDS (LIGHT, 1998)
1. External environment – focus on a “mission”, embrace volatility, work with stakeholder and clients, harvest
external support
2. Internal structure – avoid too many layers, push authority downward and democratize to maximize participation,
encourage collaboration, provide resources to support innovation
3. Leadership – issue a call for ideas, give permission to fail, communicate to excess, keep faith and inspiration
alive
4. Internal management system – downplay pay, measure performance, celebrate success, constantly listen and
learn
 TYPES OF CHANGE
ISSUES ON LARGE-SCALE PLANNED (ACCDG. TO DAFT, 2013)
CHANGE 1. Technology change
1. Resistance to Change – can be individual or 2. Administrative change
group 3. Changes in products and services
2. Types of Change 4. Human Resource changes

RESISTANCE TO CHANGE
1. Perception of employees that the change can be costly,
troublesome, unfamiliar, threatening, and difficult to
understand and accomplish
2. Employee’s commitment to the status quo
(ACCDG. TO GOLEMBIEWSKI, 1986)
1. Alpha change – from one level to another along a
measure of some dimension (job satisfaction)
2. Beta change – alpha change + significance that people
attach to intervals on the measure may change
3. Gamma change – general change in state rather than
just a change in degree
 STRATEGIC CHANGE (TICHY, 1983)
- Coordination of the political, technical, or cultural aspects
of change to effect large-scale transformation in an
organization’s relationship to its environment
ORGANIZATIONAL DEVELOPMENT (OD)
- Well-established subfield of organization theory that
concentrates on changing the human relations aspect of
organizations for the better
Use OD consultants or change agents

COMMON ASSUMPTIONS OF OD ABOUT PEOPLE, GROUPS,

ORGANIZATIONS (FRENCH & BELL, 1999)
1. People have a drive to grow and develop, especially if they are provided with an
encouraging environment.
2. For most people, the work group is a very important factor.
3. Suppressed feelings are detrimental to satisfaction, trust, and cooperation.
4. The leadership style and culture at higher levels tend to pervade the organization,
shaping levels of trust and teamwork throughout.
5. Win-lose conflict management strategies usually do harm in the long run.
6. Collaborative effort has value
ACTION – RESEARCH MODEL (BURKE, 1994; FRENCH & BELL, 1999)
- Typical approach of OD consultants for Organizational Development
PHASES:
1. Performance Gap: Key executives perceive problems
2. Executives confer with an organizational consultant.
3. Diagnosis: The consultant begins a process of diagnosis and data gathering
4. Feedback: The consultant communicates the results to key clients and client groups.
5. Joint action planning: The consultant works with client groups in planning the objectives and procedures (such as team
building) for the OD program.
6. Further data gathering: The consultant continues to monitor perceptions and attitudes.
7. Further feedback: In team-building sessions or other settings, the organizational members address the problems identified in
the diagnostic work.
8. The client groups discuss and work on the data from the diagnosis and earlier sessions. New attitudes emerge.
9. Action planning: The group set objectives for further development and develop plans for getting there.
10. Action: The plans are carried out, and new behaviors develop.
11. Further data gathering.
12. Further feedback.
13. Further action planning.
14. Continuation and consultant departure: The cycle of diagnosis, feedback, planning, and action continues until the appropriate
point for the departure of the consultant.
OD INTERVENTION TECHNIQUES
1. Individual level – new approaches to recruitment and
selection, training and development, counseling, job design
2. Group level – team building techniques, role negotiation
process, process consultation technique, T-groups, encounter
groups, or sensitivity sessions
3. Organization level – organization-wide survey-feedback
processes, grid OD projects, quality of work-life programs,
management-by-objectives projects, intergroup conflict-
management procedures
CRITICS REGARDING OD
1. No organizing theory links the aspects of OD or
systematically guides its practice – OD
consultants operate based on their experience
and intuition, choosing from an array of loosely
defined procedures
2. OD concentrates on human resource issues in
organizations when large-scale strategic change
requires coordinating the issues with strategies
for improving the organization’s technical and
political dimensions
OD IN THE PUBLIC SECTOR
STRUCTURAL CONSTRAINTS THAT
COMPLICATE THE APPLICATION OF OD IN
GOV’T. (GOLEMBIEWSKI)
1. Multiple actors have access to multiple authorities
2. Conflicting interests and reward structures
complicate the problem.
3. The administrative hierarchy is fragmented and
weakened by competing affiliations
4. Weak relationships between career civil servants
and politically appointed executives
5. Political system continually shifts its emphasis
among several goals of the executive branch
PATTERNS OF SUCCESSFUL
ORGANIZATIONAL CHANGE (GREINER,
1967)
Phase I: Pressure and Arousal
Phase II: Intervention and Reorientation
Phase III: Diagnosis and Recognition
Phase IV: Invention and Commitment
Phase V: Experimentation and Search
Phase VI: Reinforcement and Acceptance
STEPS FOR SUCCESSFUL ORGANIZATIONAL
TRANSFORMATION (KOTTER, 1995)
1. Establish a sense of urgency.
2. 2. Form a powerful guiding coalition.
3. Create a vision.
4. Communicate the vision.
5. Empower others to act on the vision.
6. Create short-term wins.
7. Consolidate improvements and produce further change.
8. Institutionalize the new approach.
DETERMINANTS OF SUCCESSFUL IMPLEMENTATION OF
ORGANIZATIONAL CHANGE IN THE PUBLIC SECTOR
(FERNANDEZ & RAINEY, 2006)
1. Ensure the need.
2. Provide a plan.
3. Build internal support and overcome resistance.
4. Ensure top management support and commitment.
5. Build external support.
6. Provide resources.
7. Institutionalize change.
8. Pursue comprehensive change.
Thank you