REFLECTION PAPER WEEK 14 (19/12/2019) (organizational development (have…
REFLECTION PAPER WEEK 14 (19/12/2019)
how the organization change: by hiring consultant
advantages: cheaper, better knowledge about the organization, know people who can help them out
disadvantages: bias, used to the things and can bring fresh ideas
advantages: get new fresh ideas, new innovative ways of thinking, have that expertise that organization do not have
disadvantages: may not go the organization well, may come out with irrelevant idea to the organization, costly
Lewin's Model of Change
move: the implementation of the change, shift behavior to thew expected level
refreeze: stabilizes the organization in the new state of equulibrium.
unfreeze: initiate steps that reduce those forces that maintain the status quo
restraining forces: works to block toward a goal or objective, tend to limit the driving forces
driving forces: push to influence a situation in a particular direction, support a stated goal or objective
3 strategic changes: structural, technological ( must take account into if want to do changes)
have the direction to change
why people resist to change: they feel comfortable
continuous, planned change
low resistance for the culture, degree of change low --> will have much more possible higher success of change
when the culture is high, degree of change high --> changes more dificult
the systematic approach to organizational improvement that apples behavioral science theory and research in order to increase individual and organization well-being and effectiveness
part of change
refer to an array of planned activities participated by both the practitoner and client
a deliberately planned, organization wide effort to increase an organization's effectiveness or efficiency
range of planned activities that organization and the OD practitioner design and execute together in the course of organization development program for the purpose of improvements.
a planned change process: managed from the top, taking account into both technical and human sides of the organization.
a consciously coordinated social unit, composed of two or more people that work interdependently toward some purpose
a managed system designed and operated to achieve a specific set of objectives.
a system: input, process, output