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

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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