‫بسـ ـ ــم هللا الرحمن الرحيـ ـ ــم‬
Organizational Development
HR 411
Dr. Mohammed Owais Qureshi Hashmi
‫محمد عويس قرشي هاشمي‬
CHAPTER 3
CHANGE Continued
Creating an Urgency ‫اإللحاح‬for
Change
Need to motivate employees to change
Most difficult when organisation is doing well
Must be real, not contrived
Customer-driven change
Adverse consequences for firm
Human element energizes employees
Resistance to Change
Direct Costs
Saving Face
Forces for
Change
‫قوي التغيير‬
Fear of the Unknown
Breaking Routines
‫نظم متعارضة‬Incongruent Systems
Incongruent Team Dynamics
Minimizing Resistance to
Change
Communication
Coercion
Negotiation
Training
Minimizing
Resistance
to Change
Stress
Management
Employee
Involvement
Refreezing the Desired
Conditions
Creating organizational systems and team dynamics
to reinforce ‫ تعزز وتقوي‬desired changes
alter rewards to reinforce new behaviours
new information systems guide new behaviours
recalibrate ‫اعادة تقويم‬and introduce feedback
systems to focus on new priorities
Successfully Diffusing
‫نشر التغيير‬Change
Successful pilot study
Favourable publicity
Top management support
Labour union involvement
Diffusion strategy described
well
‫برنامج‬Pilot program
people moved around‫تجريبي‬
Courtesy of CHC Helicopter Corp.
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When Will Change Occur?
Change
If benefits exceed costs
is made
Amount of dissatisfaction
with current conditions
Availability of a
desirable alternative
Existence of a plan for
achieving a desirable
alternative
Benefit of
making
change
Compared
to
Cost of
making
change
Change is
not made
If costs exceed benef
Organizational Change: An International
Phenomenon
0
10
20
30
40
50
60
70
80
International
expansion
Reduction in
employment
Mergers,
divestitures,
acquisitions
Hungary
Mexico
S. Korea
Germany
United States
Japan
Major
restructuring
0 10
20 30 40
50 60 70 80 (Source: Kanten, R., 1991.)
Percentage of Respondents by Country
Continental Airlines’ Change Strategy
‫استراتيجية التغيير في خطوط الطيران األوربية‬
Communicate, communicate, 
communicate
Introduced 15 performance 
measures
Established stretch goals (repainting 
planes in 6 months)
Replaced 50 of 61 executives 
Rewarded new goals (on-time 
arrival, stock price)
Customers as drivers of change 
Courtesy of Continental Airlines
QUESTIONS ?