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    Levels of Change v2

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    Talaat Fathy
    This document discusses different levels and targets of change, including individual, group, organizational, and inter-organizational levels. It provides guidelines for changing individual employee behavior, such as focusing on behavior not identity and modeling desired behaviors. The document also examines organizational change, noting it can alter environment, structure, culture or technology. There are three main targets of organizational change: strategic changes, technological changes, and structural changes. A process for leading organizational change is outlined that includes creating urgency, building support, developing a shared vision, empowering change, generating short-term wins, and anchoring new approaches.

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    Levels of Change v2

    Uploaded by

    Talaat Fathy
    62 views15 pages
    This document discusses different levels and targets of change, including individual, group, organizational, and inter-organizational levels. It provides guidelines for changing individual employee behavior, such as focusing on behavior not identity and modeling desired behaviors. The document also examines organizational change, noting it can alter environment, structure, culture or technology. There are three main targets of organizational change: strategic changes, technological changes, and structural changes. A process for leading organizational change is outlined that includes creating urgency, building support, developing a shared vision, empowering change, generating short-term wins, and anchoring new approaches.

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    This document discusses different levels and targets of change, including individual, group, organizational, and inter-organizational levels. It provides guidelines for changing individual employee behavior, such as focusing on behavior not identity and modeling desired behaviors. The document also examines organizational change, noting it can alter environment, structure, culture or technology. There are three main targets of organizational change: strategic changes, technological changes, and structural changes. A process for leading organizational change is outlined that includes creating urgency, building support, developing a shared vision, empowering change, generating short-term wins, and anchoring new approaches.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    62 views15 pages

    Levels of Change v2

    Uploaded by

    Talaat Fathy
    This document discusses different levels and targets of change, including individual, group, organizational, and inter-organizational levels. It provides guidelines for changing individual employee behavior, such as focusing on behavior not identity and modeling desired behaviors. The document also examines organizational change, noting it can alter environment, structure, culture or technology. There are three main targets of organizational change: strategic changes, technological changes, and structural changes. A process for leading organizational change is outlined that includes creating urgency, building support, developing a shared vision, empowering change, generating short-term wins, and anchoring new approaches.

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    Levels and Targets of

    Change

    Change Management
    Dr. Ahmed Basset

    GUC

    Spring 2010 , Group II

    Presented by
    Ahmed El Deeb
    Mohamed Fouad Taha
    Waleed Salah Wanis
    Levels of Change
    Levels of Change
     Individual
     Group/Team
     Department/Unit/Organization
     Inter-organizational, trans-organizational,
    environmental.


    Individual Level
    examples on what to change
     Unwanted emotional reactions  -
     Empowering emotions
     Limited choices   - Flexibility
     Stress   - Relaxation
     Physical illness   - Health
     Imbalances   - Balance
     Mysteries   - Awareness's
     Negative attitudes   - Positive outlook
     Fragmentation   - Wholeness
     Passivity  -  Action
    Guidelines for changing
    employee behavior:
     Change what people do, not who they are. Focus on the
    behavior when asking for change.
     Listen before talking, make sure you understand what
    they’re doing and why.
     Get to the point. Explain exactly what behavior you object
    to
     Expect the best. Don’t be satisfied with middling results.
     Model the behavior you want to see.
     Protect dignity and self-respect.
     Tell them how much you appreciate it. Otherwise, the
    change may not last.
    Individual-Level Change Process

    Inputs Design Components Outputs


    Organization Goal Variety
    Design
    Task Individual
    Group Identity Autonomy Effectiveness
    Design
    Task Feedback
    Personal Significance about Results
    Traits
    Group-Level Diagnostic Model

    Inputs Design Components Outputs


    Goal Clarity

    Organization Task Team Team


    Design Structure Functioning Effectiveness

    Group Group
    Composition Norms
    What is Organizational
    Change?
     An alteration of an organization’s
    environment, structure, culture,
    technology, or people
     A constant force
     An organizational reality
     An opportunity or a threat
    Three Targets of Change

    Organizational Culture
    Basic Questions before Change

     What should we change?


     Shouldthe changes be strategic and
    companywide or relatively limited?
     How should we change it?
     How should we actually implement the
    change?
     What are the forces acting upon me?
     What are the pressures I should take
    into consideration as I decide what to
    change and how I should change it?

    Targets of Organizational
    Change
     Strategic changes
     Technological changes
     Structural changes
     Changing the attitudes and behaviors of
    personnel

    Process For Leading
    Organizational Change
     Create a Sense of  Generate Short-Term Wins
    Urgency 
      Consolidate Gains and
     Decide What to Change Produce More Change
      Anchor the New Ways of
     Create a Guiding Doing Things in the
    Coalition and Mobilize Company Culture
    Commitment

     Monitor Progress and Adjust
    the Vision as Required
     Develop and
    Communicate a
    Shared Vision

     Empower Employees to
    Make the Change
    Model for Planned
    Organizational Change
    Organization-Level
    Change Process
    Inputs Design Components Outputs
    Technology
    General

    Organization
    Effectiveness
    Environment Strategy Structure

    Culture
    Industry
    Structure
    HR Measurement
    Systems Systems
    Thank You

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