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management renuals


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management renuals

  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
  2. 3. MANAGING ORGANIZATIONAL CHANGE AND DEVELOPMENT <ul><li>What to change?????????? </li></ul>
  3. 4. <ul><li>STRATEGIC CHANGE </li></ul><ul><li>A change in a company’s strategy, mission,and vision. </li></ul><ul><li>CULTURAL CHANGE </li></ul><ul><li>A change in a company’s shared values and aims. </li></ul>
  4. 5. HOW TO GET EMPLOYEES TO EMBRACE NEW VALUES AND ADOPT A NEW CULTURE????? <ul><li>Make it clear to your employees what you pay attention to,measure,and control. </li></ul><ul><li>React appropriately to ,critical incidents and organizational crises. </li></ul><ul><li>Deliberately role-model,teach ,and coach the value you want to emphasize. </li></ul>
  5. 6. <ul><li>Communicate your priorities by the way you allocate rewards and status </li></ul><ul><li>Make your HR procedures and criteria consistent with the values you hold. </li></ul>
  6. 7. <ul><li>STRUCTURAL CHANGE </li></ul><ul><li>The reorganizing or redesigning of an organization’s departmentalization, coordination,span of control, reporting relationships, or decision-making process. </li></ul>
  7. 8. <ul><li>CHANGE IN PEOPLE,ATTITUDES,AND SKILLS </li></ul><ul><li>organizational development interventions HR aimed at changing employees’ attitudes,values,and behaviour. </li></ul><ul><li>TECHNOLOGICAL CHANGES </li></ul><ul><li>modifications to the work methods an organization uses to accomplish its tasks. </li></ul>
  8. 9. Leading Change: Lewin’s Process <ul><li>Implementing and leading a change can be tricky. </li></ul><ul><li>Resistance to change can be a problem </li></ul><ul><li>Psychologist Kurt Lewin formulated the classic explanation of how to implement a change in the face of resistance. </li></ul>
  9. 10. Lewin’s 3 Step Model Unfreezing Moving Refreezing
  10. 11. <ul><li>Refreezing : Refreezing refers to the establishing of new ways of working as ‘normal’ in the organization – making change stick. </li></ul><ul><li>Reinforce new behavior through reward systems, compensation plans and appraisal processes to support and maintain the changes. </li></ul>
  11. 12. <ul><li>Unfreezing : To create initial motivation to change by convincing people that current state is undesirable. </li></ul><ul><li>Moving : Moving means developing, communicating and adopting new behaviors, values, and attitudes sometimes through structural changes and sometimes through organizational changes. </li></ul>
  12. 14. A 10 step change process <ul><li>Establish a sense of urgency </li></ul><ul><li>Once the leaders become aware of the need to change, most of them start creating a sense of urgency. </li></ul><ul><li>They inspire the people to move and make objectives real and relevant. </li></ul>
  13. 15. <ul><li>2. Mobilize commitment through joint diagnosis of problems . </li></ul><ul><li>Leaders create one or more teams to diagnose the problems facing by the company. </li></ul><ul><li>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. </li></ul>
  14. 16. <ul><li>3. Create a guiding coalition </li></ul><ul><li>No one can really implement the changes alone. </li></ul><ul><li>Most companies create a guiding coalition of influential people, who work together as a team to act as missionaries and implementers. </li></ul>
  15. 17. 4. Develop a shared vision :- - New leadership vision - “Intended direction that bring emotional feelings in organization members.”
  16. 18. <ul><li>5. Communicate the vision :- </li></ul><ul><li>- John Kotter says, “the real power of vision in releasing the common understanding of org. goals and direction.” </li></ul><ul><li>1) Keep it simple: Eliminate jargon and unnecessary words. </li></ul><ul><li>2) Use multiple forum: Meetings, memos, newspapers, formal-informal interaction. </li></ul><ul><li>3) Use repetition: Ideas get impact when heard many times. </li></ul><ul><li>4) Lead by example: Behaviors and decisions are consist with vision. </li></ul>
  17. 19. <ul><li>6. Help employees to make the change :- </li></ul><ul><li>- Futile to communicate your vision and to have employees want to make it a reality, if don’t have money, skills, procedures, policies, </li></ul><ul><li>- org. chart, Bosses make difficult to inact. </li></ul>
  18. 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.
  19. 21. <ul><li>9. Anchor the new ways of doing things in co’s culture :- </li></ul><ul><li>- Org. changes require a corresponding change in culture and values. </li></ul><ul><li>- Leaders take steps to role-model & communicate the new values. </li></ul><ul><li>10 . Monitor progress and adjust the vision as required :- </li></ul><ul><li>- Appoint an oversight team to monitor the progress and challenges faced by new self managing team in org. </li></ul>
  20. 22. Organizational Development <ul><li>It is one of the most widely used ways to bring the organizational changes. </li></ul><ul><li>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. </li></ul><ul><li>In large companies, the OD process is almost handled through HR. </li></ul>
  21. 23. Characteristics of OD <ul><li>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. </li></ul><ul><li>It applies behavioral science knowledge to improve the organizational effectiveness. </li></ul><ul><li>It changes the attitudes, values, & beliefs of the employees to improve the functioning of the organization. </li></ul><ul><li>Changes the organization in a particular direction towards problem solving, quality work, and effectiveness. </li></ul>
  22. 24. Types of OD applications <ul><li>Human process </li></ul><ul><li>Techno structural </li></ul><ul><li>Human resource management </li></ul><ul><li>Strategic applications </li></ul>
  23. 25. Human Process Sensitivity Training :- <ul><li>Basic aim is to increase the individual’s insight into his or her own </li></ul><ul><li>behavior. </li></ul><ul><li>The focus is on the feelings & the emotions of the members in the </li></ul><ul><li>group. </li></ul><ul><li>The success of this application depends on the feedback that each </li></ul><ul><li>person gets from the others. </li></ul>
  24. 26. Team Building :- <ul><li>Here, the consultant interviewing each of the group members & </li></ul><ul><li>leaders before the meetings. </li></ul><ul><li>They all are asked about the problems which they are facing and what </li></ul><ul><li>are the various obstacles which keep the group away from the better </li></ul><ul><li>performance. </li></ul><ul><li>Themes are represented to find out the important issues. </li></ul><ul><li>Lastly, the discussion explores and group members came to </li></ul><ul><li>the final decision. </li></ul>
  25. 27. Confrontation Meetings :- <ul><li>This technique helps to bring out the misconceptions and </li></ul><ul><li>problems about intergroup relationship into open so that it can </li></ul><ul><li>be resolved. </li></ul><ul><li>The basic approach here is, participants themselves provide the </li></ul><ul><li>input for the meeting. </li></ul><ul><li>They, then meet finally & thrash out the misconceptions in an </li></ul><ul><li>effort to reduce the tensions. </li></ul>
  26. 28. Survey Research <ul><li>A method that involves surveying employees attitudes and providing feedback to the work groups as a basis for problem solving and action planning. </li></ul><ul><li>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. </li></ul>
  27. 29. Technostructural Interventions <ul><li>OD also focuses on changes firm’s structures, methods and job designs using this technique. </li></ul><ul><li>These interventions focus on improving productivity & efficiency. </li></ul>
  28. 30. Human Resource Management Technique <ul><li>OD practitioners increasingly use action research to enable employees to analyze and change their firm’s personnel practices. </li></ul><ul><li>Target of change might include the performance appraisal and reward systems, as well as installing diversity programs. </li></ul>
  29. 31. Strategic Applications <ul><li>Strategic interventions are aimed at achieving a fit among firm’s strategy, structure, culture, environment. </li></ul>
  30. 32. <ul><li>Integrated strategic management </li></ul><ul><li>It consist of four steps: </li></ul><ul><li>1)Managers and employees analyze the current strategy & organizational design </li></ul><ul><li>2)Choose a desired strategy & organizational design </li></ul><ul><li>3)Design a strategic change plan </li></ul><ul><li>4)Implement the stretagic change plan and measure and review the results </li></ul>
  31. 33. Instituting Quality Management Programs <ul><li>Quality </li></ul><ul><ul><ul><ul><li>Quality is the totality of features and characteristics of a product or services that bears on its ability to satisfy given needs. </li></ul></ul></ul></ul><ul><ul><ul><ul><li>“ Quality measures how well a product or service meet customer needs.” </li></ul></ul></ul></ul><ul><ul><ul><ul><li> Example : ISO 9000 </li></ul></ul></ul></ul>
  32. 34. <ul><li>Total Quality Management program </li></ul><ul><li>These programs aimed at maximizing quality and customer satisfaction through continuous improvements. </li></ul>