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management renuals

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  • Employee Recognition Certificate. Certificates are a classic way to commemorate achievements and milestones. Print on regular copy paper or try a heavier card stock for that rich look and feel. You might try printing on a color paper, such as light blue, canary yellow, or beige. Get creative! Honor your employees with this great certificate for pennies! Update the text to fit your own specific needs. A big impact prints right in your office for so little money! Customize the name area and simply print. Modern, clean design; beautiful color palette. 8 x 10 landscape certificate. Please leave us a 5 star rating for this free template from Super Easy Templates at www.supereasytemplates.com.
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    • 1.  
    • 2. . Our group members Team Members Chandni pathak Hiral Adeshara Dhanesh Tailor Shailesh Desai Druvil Patel Jil Vejani Jaini shah Charmi Shah Bhumit Shah Dhruv Panchal Chandni thakkar Pooja Mehta
    • 3. MANAGING ORGANIZATIONAL CHANGE AND DEVELOPMENT
      • What to change??????????
    • 4.
      • STRATEGIC CHANGE
      • A change in a company’s strategy, mission,and vision.
      • CULTURAL CHANGE
      • A change in a company’s shared values and aims.
    • 5. HOW TO GET EMPLOYEES TO EMBRACE NEW VALUES AND ADOPT A NEW CULTURE?????
      • Make it clear to your employees what you pay attention to,measure,and control.
      • React appropriately to ,critical incidents and organizational crises.
      • Deliberately role-model,teach ,and coach the value you want to emphasize.
    • 6.
      • Communicate your priorities by the way you allocate rewards and status
      • Make your HR procedures and criteria consistent with the values you hold.
    • 7.
      • STRUCTURAL CHANGE
      • The reorganizing or redesigning of an organization’s departmentalization, coordination,span of control, reporting relationships, or decision-making process.
    • 8.
      • CHANGE IN PEOPLE,ATTITUDES,AND SKILLS
      • organizational development interventions HR aimed at changing employees’ attitudes,values,and behaviour.
      • TECHNOLOGICAL CHANGES
      • modifications to the work methods an organization uses to accomplish its tasks.
    • 9. Leading Change: Lewin’s Process
      • Implementing and leading a change can be tricky.
      • Resistance to change can be a problem
      • Psychologist Kurt Lewin formulated the classic explanation of how to implement a change in the face of resistance.
    • 10. Lewin’s 3 Step Model Unfreezing Moving Refreezing
    • 11.
      • Refreezing : Refreezing refers to the establishing of new ways of working as ‘normal’ in the organization – making change stick.
      • Reinforce new behavior through reward systems, compensation plans and appraisal processes to support and maintain the changes.
    • 12.
      • Unfreezing : To create initial motivation to change by convincing people that current state is undesirable.
      • Moving : Moving means developing, communicating and adopting new behaviors, values, and attitudes sometimes through structural changes and sometimes through organizational changes.
    • 13.  
    • 14. A 10 step change process
      • Establish a sense of urgency
      • Once the leaders become aware of the need to change, most of them start creating a sense of urgency.
      • They inspire the people to move and make objectives real and relevant.
    • 15.
      • 2. Mobilize commitment through joint diagnosis of problems .
      • Leaders create one or more teams to diagnose the problems facing by the company.
      • Such teams can produce a shared understanding of what they can and must improve and thereby mobilize the commitment of those who must actually implement the change.
    • 16.
      • 3. Create a guiding coalition
      • No one can really implement the changes alone.
      • Most companies create a guiding coalition of influential people, who work together as a team to act as missionaries and implementers.
    • 17. 4. Develop a shared vision :- - New leadership vision - “Intended direction that bring emotional feelings in organization members.”
    • 18.
      • 5. Communicate the vision :-
      • - John Kotter says, “the real power of vision in releasing the common understanding of org. goals and direction.”
      • 1) Keep it simple: Eliminate jargon and unnecessary words.
      • 2) Use multiple forum: Meetings, memos, newspapers, formal-informal interaction.
      • 3) Use repetition: Ideas get impact when heard many times.
      • 4) Lead by example: Behaviors and decisions are consist with vision.
    • 19.
      • 6. Help employees to make the change :-
      • - Futile to communicate your vision and to have employees want to make it a reality, if don’t have money, skills, procedures, policies,
      • - org. chart, Bosses make difficult to inact.
    • 20. 7. Generate short-term wins :- - Redesigning control system, or launching a new division take time - Team working on it need some intermediate reinforcement. 8. Consolidate gains and produce more change :- - Short-term wins can generate the credibility to move ahead to change the systems, structures and policies that don’t fit well with org. - Produce more change by hiring & promoting new people, providing new opportunities for short-term wins by employees.
    • 21.
      • 9. Anchor the new ways of doing things in co’s culture :-
      • - Org. changes require a corresponding change in culture and values.
      • - Leaders take steps to role-model & communicate the new values.
      • 10 . Monitor progress and adjust the vision as required :-
      • - Appoint an oversight team to monitor the progress and challenges faced by new self managing team in org.
    • 22. Organizational Development
      • It is one of the most widely used ways to bring the organizational changes.
      • OD is a special approach to organizational change in which the employees themselves formulate the change that’s required and implement it, often with the assistance of a trained consultant.
      • In large companies, the OD process is almost handled through HR.
    • 23. Characteristics of OD
      • Usually involves the action research, which means collecting the data from a group, department & then feeding the information back to the employees so that they can analyze & develop hypothesis about what the problems might be.
      • It applies behavioral science knowledge to improve the organizational effectiveness.
      • It changes the attitudes, values, & beliefs of the employees to improve the functioning of the organization.
      • Changes the organization in a particular direction towards problem solving, quality work, and effectiveness.
    • 24. Types of OD applications
      • Human process
      • Techno structural
      • Human resource management
      • Strategic applications
    • 25. Human Process Sensitivity Training :-
      • Basic aim is to increase the individual’s insight into his or her own
      • behavior.
      • The focus is on the feelings & the emotions of the members in the
      • group.
      • The success of this application depends on the feedback that each
      • person gets from the others.
    • 26. Team Building :-
      • Here, the consultant interviewing each of the group members &
      • leaders before the meetings.
      • They all are asked about the problems which they are facing and what
      • are the various obstacles which keep the group away from the better
      • performance.
      • Themes are represented to find out the important issues.
      • Lastly, the discussion explores and group members came to
      • the final decision.
    • 27. Confrontation Meetings :-
      • This technique helps to bring out the misconceptions and
      • problems about intergroup relationship into open so that it can
      • be resolved.
      • The basic approach here is, participants themselves provide the
      • input for the meeting.
      • They, then meet finally & thrash out the misconceptions in an
      • effort to reduce the tensions.
    • 28. Survey Research
      • A method that involves surveying employees attitudes and providing feedback to the work groups as a basis for problem solving and action planning.
      • Such method is a convenient way to unfreeze a company’s management and employees by providing a comparative, graphic illustration of the fact that organization does have problems to solve.
    • 29. Technostructural Interventions
      • OD also focuses on changes firm’s structures, methods and job designs using this technique.
      • These interventions focus on improving productivity & efficiency.
    • 30. Human Resource Management Technique
      • OD practitioners increasingly use action research to enable employees to analyze and change their firm’s personnel practices.
      • Target of change might include the performance appraisal and reward systems, as well as installing diversity programs.
    • 31. Strategic Applications
      • Strategic interventions are aimed at achieving a fit among firm’s strategy, structure, culture, environment.
    • 32.
      • Integrated strategic management
      • It consist of four steps:
      • 1)Managers and employees analyze the current strategy & organizational design
      • 2)Choose a desired strategy & organizational design
      • 3)Design a strategic change plan
      • 4)Implement the stretagic change plan and measure and review the results
    • 33. Instituting Quality Management Programs
      • Quality
            • Quality is the totality of features and characteristics of a product or services that bears on its ability to satisfy given needs.
            • “ Quality measures how well a product or service meet customer needs.”
            • Example : ISO 9000
    • 34.
      • Total Quality Management program
      • These programs aimed at maximizing quality and customer satisfaction through continuous improvements.