Change Management Ppt MBA

7/22/2019 Change Management Ppt MBA

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NOTHING IS PERMANENT IN THIS WORLD BUT

change


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CHANGE IS VERY ESSENTIAL PART OF

LIFE FOR ALL !!!!!


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CONCEPT

Change is any alteration that occurs in life may be

social life or work environment.

It has its effect on the recipient.

to survive organizations must traintheir managers& work force to cope with new demands, new

problems and new challenges


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FEATURESOFORGANIZATIONALCHANGE

Can occur in any part of the organisation.

Disturbs the old equilibrium & develops a new

equilibrium.Affect the whole organisation

Continuous process

Change can be reactive, proactive.


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Factors leading to change.

Nature of work

Force.

Economicfactors

technology

competition

Government

rule &

regulations


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SOME Of The ExamplesOf The ompaniesImplementing hange


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8

TYPESOFCHANGEINORGANIZATIONS

Evolutionary change:first order change

New state of things have on the same basic nature as a old stateof thing.

change that is gradual, incremental, and narrowly focused

Maintains and develops the organization

E.g. continuous and smaller changes to the structure of an

organisation Revolutionary change:second order change

New state of things emerge of different nature from the old state.

change that is sudden, drastic, and broadly focused

Transformational Fundamentally changes the way an organization functions

E.g. change in the product line,downsizing


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RESISTANCETOCHANGE

Resistance & change go hand in hand,

It is often view as dysfunctional but it has positive

effects also.

Resistance can be explicit, Implicit, immediate &

deferred.

Explicit & immediate occurs after implementation of

change and can be easily manage.

Eg: resistance for any policy then employees will

openly criticize it.

Management can adopt a pacifying approach &

resolve the resistance.


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Dealing with implicit & deferred resistance is

complicate as management does even get any hint

of the resistance.

The resistance is subtle ,express in the form of

absenteeism, increase in errors, decline in quality &

quantity of work.

Loose their loyalty & demotivated.

Deferred is more dangerous as they dont react

immediately but bottled up so resistance keep up

accumulating & final reaches the saturation.

Eventually employees react violently to minor

change.


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Sources to resistance to change.

Individual resistance

Organizational resistance


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Habit-comfort

zone

security

Economic factor-

Pay-productivity-

Tie up-inability.

Undisclosed.Reasons

Selective

information

Processing.

Fear of the

unknown

INDIVIDUAL

RESISTANCE


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organizational

resistance

Structural

&

process

inertia Limitedfocus

for change.

Group

Inertia-unions

Threat

To

Expertise.

Threat

To

Established

powerRelations

Threat

To

Established

resource

Allocation


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OVERCOMINGRESISTANCE

Education and communication

Participation

Building support and commitment

Negotiation

Manipulation and cooptation Selecting people who accept change

Coercion


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HOWDOESOD WORK?LEWINS3 PHASEOD MODEL

UNFREEZING

Resistance to change reduced

need for change created

(Equilibrium disturbed)

MOVING

From old behavior

to the new

(Changes)

REFREEZING

Change made

permanent


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Stage 1: Unfreezing

1. Creation of guilt / anxiety

2. Provision of psychological safety

Stage 2: Moving

1. Identify with new role model, mentor

2. The person starts acquiring information andevidences showing that change is desirable &

possible

Stage 3 : Refreezing

1. Integrate the behaviour in personality


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SEVENSTEP BYRONALDLIPPITT, J WATSON&

BRUCEWESTLEY

1. Developing need for change( unfreezing)

2. Establishing change relationship ( entry of change

agent)

3. Diagnosing the client systems problems

4. Examining alternatives routes & goals5. Transforming intentions into actual change effort

(3 ,4 , 5 moving stage)

6. Generalizing & stabilizing Change

7. Achieving a terminal relationship


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KURTLEWIN FORCEFIELDANALYSIS

Uses three terms : driving force, restraining force &

quasistatic equilibrium. Driving force: factors which pushes for change

Restraining force : Forces that maintain the present

equilibrium state. Which opposes the change to

happen. Both the forces are equal in opposite directions

then it achieves the quasistatic equilibrium.

Eg: The management course under the semester

system is switching over to trimester pattern.It will have two types of forces one which will

appreciate it (DF) & other which will criticize it (RF)

If the two forces are equal in strength then the

change will not occur.(quasistatic equilibrium)


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FORCEFIELDANALYSIS

- Due to change

- Disequilibrium

- Driving forces Restraining forces

(Add driving forces) ( reduce restraining

forces)

To bring in equilibrium & bring in change


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Driving forcesare those forces affecting a

situation that are pushing in a particular direction;

They tend to initiate a change and keep it going.

In terms of improving productivity in a work group,

pressure from a supervisor, incentive earnings, and

competition may be examples of driving forces.


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Restraining Forcesare forces acting to restrain or

decrease the driving forces. lack of interest, opposition,

and poor maintenance of equipment may be examples of

restraining forces against increased production. Current Equilibrium is maintained when the sum of the

driving forces equals the sum of the restraining forces.

If driving forces are stronger than restraining force , driving

force will help in bringing about the change. If restraining forces are stronger than driving force than

desired change can be achieve by reducing the restraining

force & increasing the driving force to introduce the

changes.


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EIGHTSTEPBYJOHNKOTTER

1. Establishing a sense of urgency.

2. Form a association to lead change.3. Create a new vision & strategies to achieve it.

4. Communicate the vision

5. Empower others to act on the vision by removing

barriers to change & encouraging risk taking & creativeproblem solving.

6. Plan for, create, & reward short term wins that moves

the organization towards the new vision.

7. Consolidate improvement , reassess changes & makenecessary adjustment in the new program.

8. Strengthen the changes by demonstrating relationship


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ORGANIZATIONALDEVELOPMENT

INTERVENTIONS

Intervention means planned activities in which client

& consultant participate during the course of OD

program.

It is the action component of OD.

Set of activities, strategies, action plan carried out

to solve problem or bring in organizational change

is called as interventions


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INTERVENTIONSTRATEGIESFORIMPLEMENTINGCHANGE Diagnostic Activities- fact finding activities

Team building Activities-to enhance the effectiveoperation of system teams, i.e role analysis, appreciation

and concern exercise, responsibility charting, etc

Intergroup Activities-to improve the effectiveness of

interdependent groups. Survey Feedback Activities- focused on the use of

questionnaires to generate information. It helps the

management to diagnose and solve the problems by

providing various insights and information aboutemployees beliefs and attitudes

Education & Training Activities- to improve skills and

knowledge.


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Techno Structural or Structural Activities-to improve

organizational structures and job redesigns. Process Consultation Activities-to help members gain the

skills and understanding necessary to identify and solve

problems themselves.

Third Party Peacemaking Activities-a skilled 3rdparty aims athelping the organizational members to manage their

interpersonal conflicts through problem solving, bargaining

and conciliation.

Coaching and Counseling Activities- This method helpsmanagers & executives to clarify their goals, deals with

potential awkward blocks & improve their performance.

Planning and Goal Setting Activities-to improve effectiveness

by establishing better fit between personal and organization

objectives.

Intervention strategies for implementing change


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INTERVENTIONSTRATEGIESFORIMPLEMENTING

CHANGE

Management & Leadershipfocus is on building the

competencies needed to lead the organization in the future &includes traditional lectures as well as simultaneous, action

learning & case studies. Also aims to improve organization

performance by increasing effectiveness of formal & informal

leaders.

Strategic Management Activities-which helps key policy

makers reflect on the organizations basic mission and goals,

environmental demands, threats and opportunities.

Organizational Transformation Activities- every aspect of the

organization is changed: structure, management philosophy,reward systems, work design, mission, values and culture.


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LEARNINGORGANIZATION(LO)

A learning organizationis the term given to a company

that facilitates the learning of its members andcontinuously transforms itself.[

Learning organizations develop as a result of the

pressures facing modern organizations and enables them

to remain competitive in the business environment. It is generic term given to strategies and initiatives for

improving organizational effectiveness.

Emphasis is on developing capabilities, capacities, &

qualities of staff and on approaches based on behavioral,attitudinal and as well as skill enhancement.

By Stephen LO is an organization that developed

continuous capacity to adapt & change


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Learning id essential to survive.

Some organization go through the process oflearning in a systematic manner & use the

knowledge derived to improve the business

processes & stay ahead in competition.


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METHODSOFLEARNING

1. Single loop learning : When something goes wrong,

problem is diagnosed & corrected. This knowledge is added

to the knowledge base of the organization for future

reference.

Attempts are made to add knowledge to the existing

knowledge base.Organisational policies, goals and basic

nature of activities remains the same.

2. Double loop learning: Individual questions the validity of

the existing rules & regulation.

In this method, an individual seek to solve a problem in a way

that is significantly different from the one followed in theorganisation.

It is to change the organisation polices, goals & procedure.

It may bring about change in structure, relationship, &

strategies in the organisation


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CHARACTERISTICSOFLO

Employees share common vision which everyone

agrees on.

Constantly adopt new ways of thinking & work

procedures.

Free communication.

Subdue their personal interests & cooperate with

each other to achieve the vision.


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LO HELPSINADDRESSING FOLLOWING

PROBLEMS

Excessive specialization & separation of

department by function.

Unhealthy competition between mangers.

Emphasis on problem solving rather than

preventive actions.


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TODEVELOPLEARNINGORGANISATION

1. Commitment to change & innovation:

- Management should constantly encourage

innovation & continuous improvement in the

organisation.

- For this employees need to be trained & developed

to acquire skills required to think & act

systematically & participate in change & innovation

program.


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2. Change in Organisational structure:

- Structures involving too many layers of hierarchy &

too many departments, create barriers in the

organisation & do not facilitate learning among

employees.

- Hence management has to cut down the hierarchy

levels & merge departments. Use of cross

functional teams increase coordination, cooperation

& minimize differences between them.


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3. Change in organizational culture:

- Risk taking, Openness & growth are the

requirement of learning organisation.

- So to foster learning organisation, management

should reward employees who take risk ( even

though they fail to achieve the result ) & propose

innovative ideas.


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Thank you

Documents

Change Management Ppt MBA