• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Report in organization maed  em managing change.
 

Report in organization maed em managing change.

on

  • 1,073 views

 

Statistics

Views

Total Views
1,073
Views on SlideShare
1,073
Embed Views
0

Actions

Likes
0
Downloads
21
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Report in organization maed  em managing change. Report in organization maed em managing change. Presentation Transcript

    • MANAGING CHANGE
      Tom Peters
      - “To up the odds of survival, leaders at all
      levels must become obsessive about change”
      - “Change must become the norm, not cause
      for alarm.”
      Jack Welch
      - “When the rate of change on the outside
      exceeds the rate of change on the inside, the
      end is in sight”
    • Essential skills that the manager must master if the organization is to compete globally
      • Managing change
      • Dealing with its impact on the corporate
      culture
      >>>Organizations today are beset by
      change
      >>>Others have trouble transferring their
      skills to a new assignment in different
      industry.
    • To be successful, managers must be able to adapt the following changes:
      • a growing organizations
      • new assignment
      • changing customer needs
      • changing employee
      expectations
      • changing competition
    • Change as a global issue
      >>One of the driving pressures for change is the desire to compete globally.
      America’s Global Trading Partners:
      Japan
      China
      Europe
      • Erick A. Cronson
      <<“Change has to be radical – if you stay in your comfort zone, you will not be internationally competitive.”
      • Joseph V.Marulli
      <<Transformation has to be in the
      leader‘s heart, in your heart, and in the hearts of all the senior people
    • Types of change
      1.Technological Changes
      2. Environmental Changes
      3. Internal Changes
    • Types of changes affecting organizations
      Technological
      Machines
      Equipment
      Processes
      Automation
      Computers
      New raw materials
      Robots
      Environmental
      Laws
      Taxes
      Social trends
      Fashion trends
      Political trends
      Economic trends
      Interest rates
      Consumer trends
      Competition
      Suppliers
      population trends
      Internal
      Policies
      Procedures
      New Methods
      Rules
      Reorganization
      Budget adjustment
      Restructuring of jobs
      Personnel
      Management
      Ownership
      Products/services sold
    • The change process
      Kurt Lewin— Change is a function of the forces that support or promote the change and those forces that oppose or resist the change
      Lewin’s Three –Step Model for Change
      Unfreezing-deals with breaking down the forces supporting or maintaining the old behavior
      Presenting a new alternative-involvesoffering a clear and attractive option representing new patterns of behavior
      Refreezing-requires that the change behavior be reinforced by the formal or informal reward systems and by the work group.
    • Reasons for resisting change
      Fear of the unknown
      Economics
      Fear that skills and expertise will lose value
      Threats to power
      Additional work and inconvenience
      Threats to interpersonal relations
    • Four Basic Situations Usually Occur:
      If employees cannot foresee how the change will affect them, they will resist the change or be neutral at best.
      If employees perceive that the change does not fit their needs and hopes, they will resist the change.
      If employees see that the change is inevitable, they may first resist and then resign themselves to the change.
    • If employees view the change as being in their best interests, they will be motivated to make the change work.
      STEPS ARE RECOMMENDED BEFORE ISSUING A CHANGE DIRECTIVE
      Determine the response needed from the employee to accomplish the task effectively.
      Estimate the expected response if the directive is simply published or orally passed to the employee (as many are)
    • 3. If a discrepancy exists between the needed response and the estimated response, determine how the two responses can be reconciled(opposition is never an acceptable response)
    • Employee response model
      Very negative 1. Opposition
      Neutral 2. Acceptance
      Very Positive 3. Commitment
    • SEVERAL SUGGESTIONS FOR REDUCING RESISTANCE TO CHANGE
      Build Trust
      Discuss Upcoming Changes
      Involve the Employees
      Make Sure the Changes Are Reasonable
      Avoid Threats
      Follow a Sensible Time Schedule
      Leading Change
      Establish a Sense of Urgency
      Create a Guiding Coalition
    • Model for leading change
    • Model for leading change
    • SEVERAL SUGGESTIONS FOR REDUCING RESISTANCE TO CHANGE
      10. Develop a vision and strategy
      11. Communicate the Change Vision
      12. Empower Broad-Based Action
      Generate Short-Term Wins
      Consolidate Gains and Produce More Change
      Anchor New Approaches in the Culture
    • ORGANIZATIONAL DEVELOPMENT
      --is an organizationwide, planned effort managed from the top, with a goal of increasing organizational performance through planned interventions in the organization
      Ultimate goal---to structure the organizational environment so that managers and employees can use their skills and abilities to the fullest
    • MOST ORGANIZATIONAL DEVELOPMENT EFFORTS INCLUDE THE FOLLOWING PHASES
      Diagnosis—in this stage one should collect data for a reason
      Most frequently used methods for doing diagnosis
      Review available records.
      Survey questionnaires.
      Personal interviews.
      Direct observations.
    • MOST ORGANIZATIONAL DEVELOPMENT EFFORTS INCLUDE THE FOLLOWING PHASES
      Change planning-the data collected in the diagnosis stage must be carefully interpreted to determine the best plan for organizational improvement
      --the key to interpreting data is to look for trends and areas of general agreement
      --the end result of the change planning process is to identify specific problem areas and outline steps for resolving the problems
      Intervention/education—its purpose is to share the information obtained in the diagnostic phase with the affected employees and help them realize the need for change
    • Most frequently used intervention/education methods
      • Direct Feedback
      • Team Building
      SOME OF THE SPECIFIC ACTIVITIES USED:
      Clarifying employee roles
      Reducing conflict
      Improving interpersonal relations
      Improving problem-solving skills
    • Most frequently used intervention/education methods
      Sensitivity Training—designed to make one or more aware of oneself and one’s impact to others
      ---involves a group, usually called a training group or T-group, that meets and has no agenda or particular focus
      EVALUATION---the most difficult phase in OD process the basic question to be answered is, Did the OD process produce the desired results?
    • Managing innovations
      INNOVATIONS—is an organization’s best sustainable source of growth, competitive advantage , and new wealth.
      Four Principles According to Robert Tucker
      An organization’s approach to innovation must be comprehensive.
      Innovation must include systematic, organized and continual search for new opportunities
    • Four Principles According to Robert Tucker
      3. Organizations must involve everyone in the innovation process.
      4. An organization must work constantly on improving its climate for innovation.
    • The Learning Organization
      >>has been defined as an organization skilled at creating , acquiring and transferring knowledge , and in modifying behavior to reflect the new knowledge
    • Five Principles for Creating a Learning Organization---Peter Senge
      Systems Thinking—managers must learn to see the big picture and not concentrate only on their part; they must learn to recognize the effects of one level of learning on another
      Personal mastery--Individual managers and employees must be empowered to experiment, innovate and explore
      Mental models—Managers and employees should be encouraged to develop mental models as ways of stretching their minds to find new and better ways of doing things
    • 4. Shared vision—Managers should develop and communicate a shared vision that can be used as a framework fro addressing problems and opportunities.
      5.Team building—Team learning is the process of aligning a team so as to avoid wasted energy and to get the desired results.
      HONDA, CORNING & GENERAL ELECTRIC>>>examples of companies that have become good learning organizations
    • Thank you..& Godbless us!!!
      By: MARJORIE R. VILLAFUERTE
      (MAED-EM)
      March 19,2011