change management in Organizational Behavior

1. CHANGE MANAGEMENT
Submitted by:•
Anuj Gilra
•
Sundep mohanti
•
Sachyen dilip
•
Ravikiran
•
Govardhan
•
Jagdish

2. CONTENTS

What is change ?

What is change management?

Types of changes

How these changes influence the transferring
circumstances

conclusion
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3. WHAT IS CHANGE
Change is something that presses us out of our
comfort zone.
“Change is won by victors not victims; and that
choice is ours”
 Change management is a structured approach to
shifting/transitioning individuals, teams, and
organizations from a current state to a desired
future state.

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4. FORCES FOR CHANGE




Force
Examples
Nature of the workforce More cultural diversity
Aging population
Many new entrants with
inadequate skills
Technology
Faster, cheaper, and more mobile
computers
On-line music sharing
Deciphering of the human genetic
code
Economic shocks Rise and fall of dot-com stocks
2000–02 stock market collapse
Record low interest rates
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5. CONTI…..

Competition

Social trends

World politics Iraq–U.S. war
Opening of markets in China
War on terrorism following 9/11/01
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Global competitors
Mergers and consolidations
Growth of e-commerce
Internet chat rooms
Retirement of Baby Boomers
Rise in discount and “big box” retailers
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6. LEWIN’S THREE-STEP CHANGE MODEL
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7. UNFREEZING THE STATUS QUO
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8. UNFREEZE STAGE

We have to create tension amongst the recipient of
change.

The reason is to break the personal defences and group
norms psychologically.

The undermining and destruction of all social support.

Demeaning and humiliating experience to help individual.

The consistent linking of reward with willingness to
change.
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9. CHANGE MOVEMENT

This means a movement from existing to the desired
form.

Stage in transition is known as “crazy period.

Important thing is to follow the desired objectives or
system in a consistently.
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10. REFREEZE

Once the new objective or desired state of affairs has been
achieved the problem with this phase is to institutionalize
the new system so that people might not revert back to the
older ways of doing things. The purpose in this phase is to
stabilize new learning. This can be done through
behavioral reinforcement.

There is an explicit recognition to the fact that change will
be resisted.

This resistance can be overcome thru management and
good leadership.
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11. KOTTER’S EIGHT-STEP PLAN FOR
IMPLEMENTING CHANGE
1. Establish a sense of urgency by creating a compelling reason for
why change is needed.
2. Form a coalition with enough power to lead the change.
3. Create a new vision to direct the change and strategies for
achieving the vision.
4. Communicate the vision throughout the organization.
5. Empower others to act on the vision by removing barriers to
change and encouraging risk taking and creative problem solving.
6. Plan for, create, and reward short-term “wins” that move the
organization toward the new vision.
7. Consolidate improvements, reassess changes, and make necessary
adjustments in the new programs.
8. Reinforce the changes by demonstrating the relationship between
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new behaviors and organizational success.

12. ORGANIZATIONAL DEVELOPMENT
Organizational Development (OD)
A collection of planned interventions, built on humanisticdemocratic values, that seeks to improve organizational
effectiveness and employee well-being.
OD Values:
1. Respect for people
2. Trust and support
3. Power equalization
4. Confrontation
5. Participation
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13. ORGANIZATIONAL DEVELOPMENT
TECHNIQUES
Sensitivity Training
 Training groups (T-groups).
 Provides increased awareness of
others and self.
 Increases empathy with others,
improves listening skills, greater
openness, and increased tolerance.
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14. ORGANIZATIONAL DEVELOPMENT
TECHNIQUES (CONT’D)
Survey Feedback Approach
The use of questionnaires to identify discrepancies
among member perceptions; discussion follows
and remedies are suggested.
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15. ORGANIZATIONAL DEVELOPMENT
TECHNIQUES (CONT’D)
Process Consultation (PC)
A consultant gives a client insights into what is going on
around the client, within the client, and between the client
and other people; identifies processes that need
improvement.
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16. ORGANIZATIONAL DEVELOPMENT
TECHNIQUES (CONT’D)
Team Building
High interaction among team members to
increase trust and openness.
Team Building Activities:
• Goal and priority setting.
• Developing interpersonal relations.
• Role analysis to each member’s role and
responsibilities.
• Team process analysis.
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17. ORGANIZATIONAL DEVELOPMENT
TECHNIQUES (CONT’D)
Intergroup Development
OD efforts to change the attitudes, stereotypes, and
perceptions that groups have of each other.
Intergroup Problem Solving:
• Groups independently develop lists of perceptions.
• Share and discuss lists.
• Look for causes of misperceptions.
• Work to develop integrative solutions.
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18. CONCLUSION
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