ORGANIZATIONAL CHANGE AND DEVELOPMENT

ORGANIZATIONAL CHANGE AND DEVELOPMENT

1. PROPOSITOS

   • Coping with organizational differentiations and expanding activities resulting from launching new products and services, enlarging workforce, entering into new markets, mergers and acquisitions, and so on
   • Restructuring working conditions in order to improve the way work is performed, replace or upgrade existing technology, machines, and mills, systems, routines, and so on.
   • Building human capital by adopting appropriate management of human resources, aligning human resources with business strategies, and integrating human resources and management practices.

2. ORGANIZATIONAL DIFERENTIATIONS

   • Products differentiation signifies that the organization has distinctly different products that are meant for separate segments of customers.
   • Products have shorter life cycles and are modified to give customers a feeling of enjoying change and variety
   • Marketing segments are relevant when the organization grows enough to cater to a few large customers and or numerous small ones
   • Proximity to customers of important areas leads to cost-effectiveness, quicker delivery and support, and ease in catering to the unique needs of the area.

3. TECHNIQUES OF ORGANIZATIONAL DEVELOPMENT

   • SENSITIVITY TRAINING
   • ACTION RESEARCH
   • MANAGEMENT BY OBJECTIVES
   • THE MCKINSEY MODEL
   • THE MOVEMENT MODEL