195433h371-Change-Management-Ppt-MBA.ppt

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1. NOTHING IS PERMANENT IN THIS WORLD BUT
“change”

3. CHANGE IS VERY ESSENTIAL PART OF
LIFE FOR ALL !!!!!

4. 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

5. FEATURESOFORGANIZATIONAL CHANGE
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.

6. Factors leading to change.
Nature of work
Force.
Economic
factors
technology
competition
Government
rule &
regulations

7. SOME Of The Examples Of The
Companies Implementing Change

8. 8
TYPESOFCHANGEINORGANIZATIONS
 Evolutionary change:first order change
 New state of things have on the same basic nature as a old state
of 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

9. 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.

10. 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 don’t react
immediately but bottled up so resistance keep up
accumulating & final reaches the saturation.
Eventually employees react violently to minor
change.

11. Sources to resistance to change.
Individual resistance
Organizational resistance

12. Habit-comfort
zone
security
Economic factor-
Pay-productivity-
Tie up-inability.
Undisclosed.
Reasons
Selective
information
Processing.
Fear of the
unknown
INDIVIDUAL
RESISTANCE

13. organizational
resistance
Structural
&
process
inertia Limited
focus
for change.
Group
Inertia-unions
Threat
To
Expertise.
Threat
To
Established
power
Relations
Threat
To
Established
resource
Allocation

14. OVERCOMING RESISTANCE
Education and communication
Participation
Building support and commitment
Negotiation
Manipulation and cooptation
Selecting people who accept change
Coercion

15. HOWDOESOD WORK?
LEWIN’S3 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

16. 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 and
evidences showing that change is desirable &
possible
Stage 3 : Refreezing
1.Integrate the behaviour in personality

17. SEVENSTEPBYRONALDLIPPITT, 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 & goals
5.Transforming intentions into actual change effort
(3 ,4 , 5 moving stage)
6.Generalizing & stabilizing Change
7.Achieving a terminal relationship

18. KURTLEWINFORCEFIELDANALYSIS
Uses three terms : driving force, restraining force &
quasi –static 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 quasi –static 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.(quasi –static equilibrium)

19. FORCEFIELDANALYSIS
- Due to change
- Disequilibrium
-Driving forces Restraining forces
(Add driving forces) ( reduce restraining
forces)
To bring in equilibrium & bring in change

20. 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.

21. 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.

22. 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 & creative
problem solving.
6.Plan for, create, & reward short term “wins” that moves
the organization towards the new vision.
7.Consolidate improvement , reassess changes & make
necessary adjustment in the new program.
8.Strengthen the changes by demonstrating relationship

23. 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

24. INTERVENTIONSTRATEGIESFORIMPLEMENTINGCHANGE
Diagnostic Activities-fact finding activities
Team building Activities-to enhance the effective
operation 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 about
employees beliefs and attitudes
Education & Training Activities-to improve skills and
knowledge.

25. 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 3
rd
party aims at
helping the organizational members to manage their
interpersonal conflicts through problem solving, bargaining
and conciliation.
Coaching and Counseling Activities-This method helps
managers & 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

26. INTERVENTIONSTRATEGIESFORIMPLEMENTING
CHANGE
Management & Leadership –focus 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.

27. LEARNINGORGANIZATION(LO)
Alearning organizationis the term given to a company
that facilitates the learning of its members and
continuously 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

28. Learning id essential to survive.
Some organization go through the process of
learning in a systematic manner & use the
knowledge derived to improve the business
processes & stay ahead in competition.


29. 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 the
organisation.
It is to change the organisation polices, goals & procedure.
It may bring about change in structure, relationship, &
strategies in the organisation

30. CHARACTERISTICS OFLO
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.

31. LO HELPSINADDRESSING FOLLOWING
PROBLEMS
Excessive specialization & separation of
department by function.
Unhealthy competition between mangers.
Emphasis on problem solving rather than
preventive actions.

32. 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.

33. TODEVELOPLEARNINGORGANISATION
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.

34. TODEVELOPLEARNINGORGANISATION
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.

35. Thank you