session 2 - intro of chaqnge

7/30/2019 Session 2 - Intro of Chaqnge

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ORGANIZATIONAL

CHANGE

Shweta Nahar


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Adapting to Change

Individuals, teams and

organizations that

recognize the inevitability

of change, learn to adaptto it, and attempt to

manage it, will be the

most successful.


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Management of change

Process by whichorganizations

moves from theirpresent state tosome desiredfuture state to

increase theireffectiveness.


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Organization change refers to process of

growth, decline and transformation within

the organization.

Change is complex because it involves

tension.

ORGANIZATIONAL CHANGE


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GEs change acceleration process:

E= QXA

E stands for effectiveness of changeQ stands for quality of the analysis

A stands for acceptance for the change.



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Forms of Organizational change

may change their strategy or purpose.

introduce new products or services or change the

way they produce and sell. change their technology, enter new markets, close

down dept or plants.

acquire other organizations or become acquired

by other organizations. Liberalization of economies leading to

deregulation of industries and global competition.



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Organizational change in India

Reached in India in 1991.

Announcement of series of policy measures

aimed at removing restriction and barriers toeconomic activities.

Indian companies have transformed themselves

and adopted a global mindset.


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Planned Change

Results from

deliberate

attempts by

managers toimprove

organizational

operations.


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Change factors

External factors

Technology

Marketing

conditionsSocial changes

Political and legal

changes

Internal Factors

Changes in the

managerial

personnelDeficiency in

Existing

organization

Nature of the workforce

To avoid

developing inertia


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Unfreeze

Change

RefreezeThree Phases ofPlanned Change


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Unfreezing

Help people accept

that change is

needed because the

existing situation isnot adequate


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Changing

Involves rearranging

of current work

norms and

relationships to meetnew needs


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Refreezing

Reinforces the

changes made so

that the new ways of

behaving becomestabilized


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Managing the Planned Change

Process

Improving the organizations ability to cope

with unplanned changes that are thrust upon it

Modifying employees attitudes and behaviors

to make them more effective contributors tothe organizations goals


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Initiating the Planned Change

Process

Recognize the need for change

Diagnose and plan change

Formulate Goals

Determine stakeholders needs

Examine driving and restraining forces


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Force-Field Analysis

Process of analyzing the forces that drive

change and the forces that restrain it


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Driving Forces

Factors that push

toward the new, more

desirable status quo


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Restraining Forces

Factors that exert

pressure to continue

past behaviors or to

resist new actions


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Reasons for Resistance to Change

Selective Perception

Lack of Information

Fear of the

Unknown

Habit

Resentment Toward

the Initiator

Structural Stability


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Overcoming Resistance to

Change

Education and Communication

Participation and Involvement

Facilitation and Support

Negotiation and Agreement

Manipulation

Coercion

Promote Positive Attitudes Toward Change


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Case-let

You run the IT department in an organisation. You are about to

install some new software on everyones PC. The 1st part of

our project, to develop the new software, was a great

success. The work you have done so far is ahead of the

schedule and below budget, so you are feeling very pleased.However, you are concerned because of the new software

works in a very different way to previous versions and by

installing it, you will be changing considerably the way people

in the organisation have to work. Unless everyone

understands and prepares for the new software in the correctway, the overall project will not be a success. You are not sure

how to face this challenge.

session 2 - intro of chaqnge

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