UTSAV DUBEY 2013311 UMANG WARUDKAR 2013309 VAIBHAV SACHDEVA 2013313 VAINAV SHAH 2013314 VARNIKA GOEL 2013315

VIVEK CHOUDHARY 2013338

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CHANGE
Change Management: A structured approach to shifting/transitioning individuals, teams and organizations from current state to a desired future state.

Organizational Change: It is generally considered to be an organization-wide change. It includes management of changes to the organizational culture, business processes, physical environment, job design / responsibilities, staff skills / knowledge and policies / procedures When the change is fundamental and radical, one might call it organizational transformation

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Forces which necessitate change

Change should not be done for the sake of change it is a strategy to accomplish overall goal Usually organizational change is provoked by some major outside driving force and also may be triggered by various internal factors.
External drivers of change Internal drivers of change

Political Forces Economical Forces Technological Forces Government Forces Increased Global competition

Organization dynamics Administrative policies & rigidity Expectations of the internal customer Structural inadequacy Technological factors Human Resources Planning Profitability Issues
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Changing customer needs expectations & preferences

Human Reaction to Organization Change

There is a very close relationship between change & human attitudes Human reaction to change depends on how a change will effect ones need & satisfaction. Attitudes are very important in determining resistance to change. Individual reaction to organization change occurs in any of the following forms :1. Acceptance If an employee perceives that change will effect his/her favorably, then he/she will accept the change. 2. Resistance If an employee perceives the change is unfavorable to them, they resist to change 3. Indifference - In some cases changes in organization or environment fails to bring reaction to the employee. There are two reaction to change, acceptance & resistance, but in some cases no reaction 4. Forced Acceptance Employee or people may resist to the change in initial state but if the change force are stronger than resistance force, then they have to accept change.
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Causes of Resistance to Organization Change

1. Individual resistance Arises due to differing perceptions, personalities & needs. Some of the reasons appears to be rational & emotional. The reasons are listed below : Economic Factors Psychological Factors Social factors

2. Group Resistance While working in organization the employee form informal group in the organization. The main reason why the group resist change is that they fear that their cohesiveness or existence is threatened by it
3. Organizational Resistance Change is resisted at the level of the organization itself True in case of organizations which are conservative in nature Government agencies want to continue doing what they have been doing for a number of years even though there is a need of change in their service.
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Famous founders who resisted change

Ken Olson President of Digital Equipment was a pioneering computer company in 1977 said There is no reason anybody would like to a personal computer at home Bill Gates Founder of Microsoft said in 1981 640 Kbyte is enough memory for anybody Jan Timmer Top manager at Phillips said who would ever need a silver disc

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EMOTIONS

Sadness
Guilt Anxiety Acceptance
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Managing change with employees

Ask for the question and concerns Ask for the feeling and opinions Ask for feeling and opinions Resist becoming defensive Be visible and involved Provide information Be patient

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Minimizing Resistance to Change

Be Timely The need for change Involvement Communication The Past Watch for staff reaction Control Staff anxiety Use Social media Storytelling Increase engagement by asking questions Create small wins Training Programs Dont change for the sake of change Dont be afraid to change your mind
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ROLE OF A CHANGE AGENT

A change agent is a person who makes a positive change Be it in their organization, economy, or the world at large. Through their actions, timely questions, and/or direct or indirect leadership and positive examples they set for others. A change agent helps create a much bigger positive impact, beyond the power of just one person, through a series of connections he or she has with other people.

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Force Field Analysis Kurt Lewin

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Example - FAO

The Food and Agriculture Organization of the United Nations (FAO) adapted force field analysis. To improve success in afforestation and reforestation programmes list all the driving forces and restraining forces. It then rates each force by its importance and by the degree of control it exerts over that force. This means that for each force, the higher the total of importance and control, the more impact the agency should have in trying to address that force. For example, suppose that 'improved operational planning' can reduce 'losses to fires and grazing' as well as 'poor procedures for hiring and paying field workers'. Because it has these crossimpacts, in this example, the agency decided to give special attention to 'operational planning'.
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REFERENCES

savedfiles?s_title=management-of-change&user_login=lritzel http://business21c.com.au/wp-content/uploads/strategy-tube/Case05.pdf http://www.businessinsider.com/10-examples-of-excellent-businessleadership-2010-2?IR=T#how-starbucks-ceo-handled-company-tragedy5 http://www.hr.ucdavis.edu/worklifewellness/ASAP/mgrstoolkit/Managing%20Change.pd http://www.careerjunction.co.za/career-advice/coaching-by-cath/top-tipsfor-dealing-with-unexpected-and-unwanted-change-at-work-163 http://www.relationship-economy.com/wpcontent/uploads/2009/10/force_field_analysis1.png http://www.tesolmedia.com/resources/Green_Know_ChangeAgent_Read ing.pdf http://prevailproject.org/resources/websites/

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