2.

Motivation stimulates individuals into action to achieve desired

goals. It is, therefore, a function of needs and drives. It mobilizes
energy, which enhances the potential for morale. Morale on the other
hand is the individual or group attitude towards a particular subject. It
contributes to a general feeling of satisfaction at the work place.
High morale is conventionally considered as a contributor to high
productivity, but such correlation may not always be true. This is
because high productivity may be the outcome of many other
organizational initiatives, which may be independent of employee
morale. Hence, even with low employee morale, high productivity is
achievable.
morale as ‘a mental condition or attitude of individuals and groups
which determines their willingness to cooperate.
If they seem to be dissatisfied, irritated, cranky, critical, restless, and
pessimistic, they are described as having poor or low morale.
Employees with high morale are motivated, and their morale also manifests in intangible outcomes
such as energy and enthusiasm, which reflect well on your company and create a work environment
in which new ideas are encouraged.

an employee motivated by high morale will keep his motivation as long as his morale is high.

Employees who are motivated do what they need to do, when they need to do it. They may even go
above and beyond the specific instructions you provide, through problem solving and working extra
hours if necessary.

You can motivate employees by attaching rewards to the completion of specific tasks, or fostering
friendly competition aimed at rewarding outstanding performance. Being specific about the desired
outcomes also can improve motivation by providing employees with a clear gauge of their progress.
Although these measures can be effective in achieving short-term results, the best way to maintain
ongoing motivation is to make employee morale a priority, in company policies and in practice.

As a manager, you have the capacity to build morale by creating a positive work environment. Make
employees feel valued by praising their accomplishments and encouraging them to learn rather than
criticizing their mistakes. Give them enough autonomy for them to make real contributions and feel
pride in company successes. Accommodate their personal lives by allowing flexible scheduling, as
long as this does not place an undue burden on coworkers. Foster team-building by planning
activities and occasional gatherings.
3. External Forces of Organizational Change
Political Forces: With the rapidly changing global political scenario and the upheavals in the global
politics, the worldwide economy is equally undergoing a quick change and presenting several challenges
before the organization in the form of changes in regulations, policies and also the economic framework in
the form of globalization and liberalization.

Economic Forces: The economic forces influence organization’s change management strategy by
either presenting opportunities or challenges in the form of economic uncertainties or growing competitive
pressures.

Various factors such as changes in the business cycle, prevalent inflation or deflation rate in the economy,
fluctuation in the interest rates, economic recession, changes in the economic policies or tax structures,
import/export duties, fluctuation in the oil prices globally, financial stability of the country and also
loss/increase in the consumer confidence towards the economic conditions of the country are some of the
crucial factors. For example change in the global market, economies create a ripple like effect and affect
the Indian markets too in terms of fluctuations in the capital markets, employment opportunities and rise
or fall in the consumer demand.

Technological Forces: Technological advancements and innovations in communication and computer

technology, have revolutionized the organizational functioning by facilitating newer ways of working and
added in newer range of products/services thus creating a need for developing a framework for managing
change effectively and proactively responding to the challenges as a result of these changes due to the
technological forces.

Internal Forces of Organizational Change

Systemic Forces: An organization is made up of a system and several subsystems which are
interconnected, just like the way in which a human system functions. The subsystems of an organization
are in direct interaction and influence the organizational behaviour as well. A change in any subsystem,
result in a change in the existing organizational processes and the complete alignment as well as the
relationship.

Inadequate Existing Administrative Processes: Each organization function by following a particular set
of procedures, rules, and regulations. With the changing times, an organization needs to change it’s rules
and existing administrative processes, failing which the administrative inadequacy might result in
organizational ineffectiveness.
Individual/Group Speculations: In anthropological terms, it is understood that man is a social animal
whose desires and requirements keep changing with the changing times, which result in differences in
individual as well as group expectations. Various factors on the positive front such as how ambitious an
individual is, achievement drive, career growth, personal and professional competencies and negative
factors such as one’s own fears, complexes and insecurities are some of the inter-individual as well as
inter group factors which influence an organizational functioning on a day to day basis and also its overall
performance.

Structural Changes: These changes alter the existing organizational structure as well as its overall
design. Structural changes can be regarded as a strategic move on the part of the organization’s to
improve profitability and for achieving a cost advantage. These changes may take the form of downsizing,
job redesign, decentralization, etc. For example, IBM for introducing reforms in its existing system and
procedures and for achieving cost effectiveness has enforced downsizing strategy.

Changes in the Technology: Within an organization, the technological changes may take the shape of
changes in the work processes, equipment, level/degree of automation, sequence of work, etc.

People Focused Change: In this context, the major focus is laid on people and their existing
competencies, human resource planning strategies, structural changes and employee reorientation and
replacement of an employee which mean shifting an employee to a different work arena where his/her
skills are best suited. It may also be involving establishing new recruitment policies and procedures in line
with the changes in the technology.

Issues with the Profitability: This can also be one of the primary causes which compel an organization
to restructure (downsize or resize) or to reengineer themselves. The organization may have profitability
issues either due to a loss in revenue, low productivity or a loss in the market share.

1.Human Resource Development (HRD) is the framework for helping employees

develop their personal and organizational skills, knowledge, and abilities.

HRD is one of the most significant opportunities that employees seek when they
consider you as an employer. The ability, and encouragement, to continue to
develop their skills help you to retain and motivate employees.

Human Resource Development includes such opportunities as employee

training, employee career development, performance management and
development, coaching, mentoring, succession planning, key employee
identification, tuition assistance, and organization development.

The focus of all aspects of Human Resource Development is on developing the

most superior workforce so that the organization and individual employees can
accomplish their work goals in service to customers.

Organizations have many opportunities for human resources or employee

development, both within and outside of the workplace.

Human Resource Development can be formal such as in classroom training, a

college course, or an organizational planned change effort. These are the options
that you have for developing your employees. Formal training can add value in
your workplace.

Or, Human Resource Development can be informal as in employee coaching by

a manager or internal training and development classes taught by internal staff or
a consultant. Mentoring by more experienced employees is also recommended
for employee development.

It is especially useful as employees become more senior within your

organization.

Traditionally, executive leaders and senior managers are resistant to training

classes and conference educational sessions.

Healthy organizations believe in Human Resource Development and cover all of

these bases. One option that is recommended, in preference to many other ways
in which organizations develop employees, is to provide internal training either
with internal staff or a paid facilitator or consultant.

5. An employee who resists change by not participating or making contrary choices can hinder the
success of the change as well as employee productivity and morale. For the good of the employees
and the organization, managers must learn to facilitate the introduction of changes into the
workplace.

resistance may be defined as a cognitive state, an emotional state and as a behavior. The cognitive
state refers to the negative mind set toward the change. The emotional state addresses the
emotional factors, such as frustration and aggression, which are caused by the change. As a
behavior, resistance is defined as an action or inaction towards the change. Resistance in any form
is intended to protect the employee from the perceived or real effects of change. Understanding the
different types of resistance will help managers in preparing employees for change.

defines morale as a mental condition or attitude of individual and groups which

determines their willingness to co-operate. Morale is basically a group
phenomenon. It describes the level of favourable or unfavorable attitudes.

Morale is basically a matter of human behaviour. It is an expression of the

attitudes which the member of an organization develop and adapt towards the
organization, its members, its purposes and its leaders.

Morale refers to the total satisfaction, a person derives from his job, his work
group, his boss, the organization and his general environment.

During change management, the resistance stage is critical to any business. But,
it is important for any concerned manager to note the signs of change resistance
some of which are decline in productivity, morale, and competency
Change is an inevitable part of business; however, for some it is an easier process to deal with than
it is for others. In fact, some employees put up resistance to the process, which can have some
negative effects for the company in question. These effects can be widespread and may affect the
morale of the staff if they are not addressed in a timely manner.

Lower Morale

When staffers resist a change taking place at work, they may feel less optimistic and hopeful about
their professional future with the company. This is particularly so if there is a lack of communication
regarding the change. Among other negative effects of resistance to change, lowered morale can
spread throughout the entire staff, which can in turn cause issues with both recruiting and retention.