NOTHING IS PERMANENT IN THIS WORLD BUT

change

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

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 train their managers & work force to cope with new demands, new problems and new challenges

FEATURES OF ORGANIZATIONAL 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.

Factors leading to change.

competition

Government rule & regulations technology Economic factors

Nature of work Force.

SOME Of The Examples Of The Companies Implementing Change

TYPES OF CHANGE IN ORGANIZATIONS

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
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RESISTANCE TO CHANGE
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.

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.

Sources to resistance to change.

Individual resistance

Organizational resistance

Habit-comfort zone
Undisclosed. Reasons security

INDIVIDUAL

Selective information Processing.

RESISTANCE Fear of the unknown

Economic factorPay-productivityTie up-inability.

Threat To Established resource Allocation

Structural & process inertia

organizational

Limited focus for change.

Threat To Established power Relations

Group Inertia-unions resistance Threat To Expertise.

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

HOW DOES OD WORK?

LEWINS 3 PHASE OD MODEL
UNFREEZING Resistance to change reduced need for change created (Equilibrium disturbed)

MOVING From old behavior to the new (Changes)

REFREEZING Change made permanent

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

SEVEN STEP BY RONALD LIPPITT, J WATSON & BRUCE WESTLEY

1. 2.

3. 4. 5.

6. 7.

Developing need for change( unfreezing) Establishing change relationship ( entry of change agent) Diagnosing the client systems problems Examining alternatives routes & goals Transforming intentions into actual change effort (3 ,4 , 5 moving stage) Generalizing & stabilizing Change Achieving a terminal relationship

KURT LEWIN

FORCE FIELD ANALYSIS

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)

FORCE FIELD ANALYSIS

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Due to change Disequilibrium Driving forces (Add driving forces) Restraining forces ( reduce restraining forces)

To bring in equilibrium & bring in change

Driving forces are 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.

Restraining Forces are 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.

EIGHT STEP BY JOHN KOTTER

1. 2. 3.

4.
5.

6.

7.

8.

Establishing a sense of urgency. Form a association to lead change. Create a new vision & strategies to achieve it. Communicate the vision Empower others to act on the vision by removing barriers to change & encouraging risk taking & creative problem solving. Plan for, create, & reward short term wins that moves the organization towards the new vision. Consolidate improvement , reassess changes & make necessary adjustment in the new program. Strengthen the changes by demonstrating relationship

ORGANIZATIONAL DEVELOPMENT 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

INTERVENTION STRATEGIES FOR IMPLEMENTING CHANGE

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.

Intervention strategies for implementing change

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 3rd 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

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.

LEARNING ORGANIZATION(LO)
A learning organization is 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

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.

METHODS OF LEARNING
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

CHARACTERISTICS OF LO
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.

LO HELPS IN ADDRESSING FOLLOWING

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

TO DEVELOP LEARNING ORGANISATION

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.

TO DEVELOP LEARNING ORGANISATION

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.

TO DEVELOP LEARNING ORGANISATION

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.

Thank you