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3.5 Organizational Psychology Summary Meeting 2 2018/2019
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This document summarizes all required literature for the second meeting of Organizational Psychology for academic year 2018/2019.
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SUMMARY COURSE 3.5:ORGANISATIONAL PSYCHOLOGY
BY ROWAN MOELIJKER
YEAR 2018/2019
POSITIVE & ORGANISATIONAL PSYCHOLOGY
ERASMUS SCHOOL OF SOCIAL AND BEHAVIOURAL SCIENCES
,PROBLEM 2: ORGANISATIONAL DEVELOPMENT & CHANGE
LEARNING GOALS
Problem 2a: Change… Again?
What is organisational change?
How can organisational change be implemented?
What types of organisational change are there?
What are the antecedents of organisational change?
Problem 2b: Please, call the experts!
What are the steps and phases in the organisational change and consultancy process?
What research method can be used?
What interventions exist?
What are the challenges of planning and implementing organisational change?
Problem 2c: Actions… and reactions…
How do employees respond to organisational change?
What models exist?
What are the antecedents?
How should managers and organisations handle these responses?
GENERAL LITERATURE
BOOKCHAPTER 1: JEX, S. M., & BRITT, T.W. (2014). CHAPTER 15. IN ORGANIZATIONAL
PSYCHOLOGY : A SCIENTIST-PRACTITIONER APPROACH (PP. 519–559). WILEY.
What is Organisational Theory and Why is it Used?
Organisational development is a set of behavioural science – based on theories, values, strategies, and
technologies aimed at planned change of the organisational work setting for the purpose of enhancing
individual development and improving organisational performance, through the alteration of organisational
members’ on-the-job behaviours.
The motivators of organisational change are:
Survival: for most organisations the competitive environment changes so quickly, that they have to be
able to adapt and change quickly to keep up with it and remain competitive. In a sense change
becomes a way of life, and ultimately a survival mechanism.
Poor organisational performance.
To anticipate changes in the external environment and proactively respond to those changes.
Self-improvement.
The Theory Base of Organisational Development
General Theories of Change
Lewin’s Three Step Model
The first step in this model is unfreezing, when an organisation begins to recognise the need
for change. This is a crucial step in the change process, because an organisation cannot and
will not change unless there is some recognition of the need of change. Factors described as
motivators of organisational change could be viewed as unfreezing events.
Assuming that a sufficient level of organisational freezing has occurred, the second step is
change or transformation. This step represents tangible changes in the way an organisation
operates.
, After an organisation changes or transforms itself in some way, the next step is refreezing. The changes that are
enacted during the second step in the model become a relatively permanent part of an organisation’s
behavioural repertoire.
The Action Research Model
The general idea behind action research is that organisational change is likened
to a cyclical research process. Action research also emphasises that throughout
all phases of the research process, there is active collaboration between the
researcher and the members of the client system.
According to the Action Research Model, organisational change can be
characterised as a continuing cyclical process of hypothesis generation, data
collection, data evaluation and, ultimately, intervention.
General Systems Theory
The basic idea of general systems, as applied to organisations, is that organisations import material from the
environment, transform that input, and ultimately return in to the environment in some altered form. As a
result, organisations are constantly in a dynamic interaction with their external environments. More often than
not, organisations change in reaction to, or in anticipation of, changes in the external environment.
Another aspect of this theory is the idea that any system is comprised of a series of smaller “subsystems”. The
idea of interrelated subsystems is relevant to organisational development because whenever a change is
introduced in one part of an organisation, those guiding the change must be on the lookout for the “system-
wide” ramifications of that change.
General Theories of Organisational Change
The Dialectic Model of Change
According to this model, organisational change is driven by the inherent tension between current ways of doing
things, and new ideas and values. According to this model, when the status quo in organisations is challenged
by new ideas and values, the organisation has a number of options:
1. To ignore or otherwise suppress new ideas and values.
2. To completely abandon established ways of doing things in favour of new ideas and values.
3. To create some compromise between these opposing forces; that is, to create some type of synthesis
between these opposing forces.
4. To create a situation where the status quo and new ideas and values can coexist, and the organisation learns
to embrace these conflicting perspectives.
The Teleological Model of Change
According to this model, organsational change is purposeful and goal-driven. Essentially what drives change,
according to this model, is a recognition that the current ways of doing things are not allowing an organisation
to achieve its goals. Often what drives this process is a change in organisational strategy.
Another intergral aspect of this model of change is cognitive reframing. For change to occur organisational
leaders need to change the way they view strategic issues and communicate these changes to others in the
organisation. The idea is that change is often inhibited by the way we frame issues and challenges facing an
organisation.
Burke’s Theory of Organisational Change
Burke’s model proposes that organisational transformation is the result of interrelated factors. Starting at the
top of the model, the external environment is often a key factor in initiaing organisational transformation
because change is often motivated by survival or by the desire to capitalise on a new opportunity. The model
proposes that the external environment has a direct impact on leadership, the mission and strategy of an
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