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Organizational Change

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Su Tek

on 25 February 2013

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Transcript of Organizational Change

Disregarding the traditional role of the T in Turkish culture- T - source of information
Starting the change with the values and beliefs Reflection Human Resource Frame Resistance Analysis and Sustainability of Change
Ts were not psychologically committed as they were not given a chance to take a position in it (Burke, 2011)
Empowering the Ts- active participants

ideological resistance -lay-off
Making coalitions with adversaries by giving them positions and power, share the short and long term benefits of this change, what it will bring to individuals, focus on gains(Laureate Education, Inc., 2012b) Where?
English Preparatory Program of a private university

The new director

Establishment of a teacher training unit

Highly values professional development of teachers and bring standardized teaching practices

(With the previous director)
What was going on?
Too much flexibility and autonomy make people unsupported (Bolman & Deal, 2008)
Teachers are unaware of the classroom practices of others
Authoritative director
Nonstandard teaching
No professional development opportunities for teachers
What is going on as the new director makes any changes?
1.Both Vertical and Horizontal procedures-Training and Curriculum to work together, management meeting with the director to give feedback on the changes 2. Teacher Trainers (TTs) to give in-service trainings (INSETs) on topics decided by the director 3. Admin Observations and then TT observations using effective teaching teaching criteria written by them
Observation cycle:
Passion for change
Risk taker
Provides idealized influence (Laureate Education, Inc., 2012b)

Lacks individualized consideration and inspirational appeal as she expected changes in teaching beliefs very soon (Laureate Education, Inc., 2012b)

Failed to empower the TTs and the experienced teachers to take action in the change process

Failed to build trust relationship between teachers and TTs as she used observation records for evaluative purposes rather than developmental

Investing in like-minded beliefs ignoring the noise does not bring successful implementation (Fullan, 2001)
Consider the awareness level of individuals, their fears and losses

Tell the Ts what will remain the same to give them something to hold onto (Burke, 2011)

Communicate the benefits of this change for them and the organization

Give them support to lead this change and get feedback through survey, informal gatherings

Give individuals time to incorporate the effective teaching practices into their repertoire of techniques

Reward the good practices
Observations- determine the strengths – used for the benefit of the organization

Change-negotiated rather than enforced

Incorporate other Professional Development Options:
Mentoring( experienced teachers)
Article Club, Masters, Certificate Programs, Peer Observation

Change is inevitable- teaching changing-technologies, methods, approaches,
materials and methodologies introduced every day

(Agirman, S. January 26 2013) A Case of Organizational Change Structural Frame TTs A belief system questionnaire A needs analysis survey INSETs effective grouping for in-service trainings (INSETs) Making them involved and
be the leaders of this change
(Burke, 2011) Pre-observation meeting Observation Post observation/
Reflection on action Ts to write the effective teaching criteria with TT guidance involving them in the change process
TT observations-developmental Admin Observations-evaluative Leadership Analysis

Modelling of TTs- effective practices in class and INSETs
Expecting the staff to show immediate changes in teaching, and lay-offs

Leadership handicap:
Lacked individualized consideration and inspirational appeal which are the characteristics of transformational leaders (Laureate Education, Inc., 2012a)
Political factors that restrict the director’s choice and time given for change
Ts feeling anxious about the observation process- developmental? evaluative?
Teacher resistance to the new teaching model Political Frame Identify who might resist and why
Build coalitions, involve them in this change process ( have them share their practices and have group discussions around their practices) Tips and Strategies Giving authority to TTs Structural and Cultural Analysis of the Context A case of organizational change

Structural and cultural analysis of the context before the change occurred

Examine the change process through four lenses: Structural, Cultural, Human Resource, Political

Leadership Analysis

Resistance Analysis and Sustainability of change


Tips and Strategies Outline Cultural Analysis "Edgar Schein's three concepts: artifacts, espoused beliefs, and basic assumptions" enable us to understand organizational culture ( as cited in Burke, 2011, p.231)
observing them in training sessions and observations
respecting their beliefs, but introducing effective practices and encouraging them to give feedback -change the behavior first as values are the hardest (Burke, 2011). Bolman, L. G., & Deal, T. E. (2008). Reframing organizations: Artistry, choice, and leadership (4th ed.). San Francisco, CA: Jossey-Bass.

Burke, W. W. (2011). Organization change: Theory and practice (3rd ed.). Thousand Oaks, CA: SAGE Publications, Inc.

Fullan, M. (2001). Leading in a culture of change. San Francisco, CA: Jossey-Bass

Laureate Education, Inc. (Executive Producer). (2012a). Transformational Leadership. Baltimore, MD: Author.

Laureate Education, Inc. (Executive Producer). (2012b). Sustaining Change. Baltimore, MD: Author. References
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