Change management

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Change management

  1. 1. CHANGE MANAGEMENT Submitted by:• Anuj Gilra • Sundep mohanti • Sachyen dilip • Ravikiran • Govardhan • Jagdish
  2. 2. CONTENTS  What is change ?  What is change management?  Types of changes  How these changes influence the transferring circumstances  conclusion IBA For Academic Purpose 2
  3. 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.  IBA For Academic Purpose 3
  4. 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 4 IBA For Academic Purpose
  5. 5. CONTI…..  Competition  Social trends  World politics Iraq–U.S. war Opening of markets in China War on terrorism following 9/11/01 IBA For Academic Purpose Global competitors Mergers and consolidations Growth of e-commerce Internet chat rooms Retirement of Baby Boomers Rise in discount and “big box” retailers 5
  6. 6. LEWIN’S THREE-STEP CHANGE MODEL IBA For Academic Purpose 6
  7. 7. UNFREEZING THE STATUS QUO IBA For Academic Purpose 7
  8. 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. IBA For Academic Purpose 8
  9. 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. IBA For Academic Purpose 9
  10. 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. IBA For Academic Purpose 10
  11. 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 11 new behaviors and organizational success.
  12. 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 IBA For Academic Purpose 12
  13. 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. IBA For Academic Purpose 13
  14. 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. IBA For Academic Purpose 14
  15. 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. IBA For Academic Purpose 15
  16. 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. IBA For Academic Purpose 16
  17. 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. IBA For Academic Purpose 17
  18. 18. CONCLUSION IBA For Academic Purpose 18
  19. 19. IBA For Academic Purpose 19

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