It emphasis on the Organisational Change along with an example of VFSL Company.

2. UNIT-4
ORGANIZATIONAL
CHANGE

4. Venkataramana Food
Specialities Limited
(VFSL)

6. Human Resources
• Investment in training and
development
• Promotion and reward systems

7. Functional Resources
Improving Integration in a functional
structure by combining sales and
marketing.
CEO
SALES MARKETING
CEO
SALES &
MARKETING

8. Technological Capabilities
• Adoption and use of new technologies
• Development of new products/
technologies and the changing of
existing one’s
• Technological capabilities are a core
competence

9. Organizational Capabilities
Board of Directors
Owner
HR.
Manger
Operations
manager
Marketing
manager
Finance
manager
Advertising
&
Sales
LOGISTICSSales
Supervisor
Sales Staffs
Purchase
INVENTORY STORES

11. Levin's Force-Field Theory of Change

12. Forces for change in VFSL
 Competitive Forces
 Economics Forces
 Demographic Forces
 Social Forces
 Ethical Forces

13. Resistance to Change in VFSL
Organizational level resistance
• Power & conflict
• Mechanistic structure
• Organizational culture

14. Group-level resistance
Individual-level resistance

15. Levin's Force-Field Theory of Change

16. EVOLUTIONARY CHANGE

18. MANAGING CHANGE: ACTION RESEARCH
DIAGNOSING THE ORGANISATION
• Problems that needs to be solved
• Collecting information from the employees in
the organization

19. DETERMINING THE DESIRED FUTURE STATE
• Various alternative courses of action
• Organization should focus on grievance handing
and promotion

20. IMPLEMENTING ACTION
1) Identify possible impediments to change
2) Who will be responsible for making the changes?
3) Which specific strategy will be more effective?

21. EVALUATING THE ACTION
Compare the performance of the employees
before and after the change to see the efficiency

22. INSTITUTIONALIZING ACTION RESEARCH
• Make it a required habit or a norm adopted by
every member of an organization
• Members at all level must be rewarded

25. 1. What is the problem that had been
diagnosed in VFSL?
a) Working Hours
b) Grievance
c) Rewards
d) Working Environment

26. 2. Out of the following which Forces
for change does not exists in VFSL?
a) Ethical Forces
b) Competitive Forces
c) Social Forces
d) Global Forces

27. 3. What strategy is used for generating and
acquiring knowledge that managers can use
to define an organisation’s desired future
state and to plan a change program that
allows the organization to reach that state?
a) Organizational Development
b) Top-down change
c) Team Building
d) Action Research

28. 4. Which among the following is not a step
in action research?
a)Selective Perception and Retention
b)Determining the desired future state
c) Evaluating the action
d)Implementing action

29. 5. It is an OD technique that uses team
building to improve the work interactions
of different functions or division.
a)Sensitivity Training
b) Team Building
c) Intergroup Training
d) Organizational Mirroring

30. 6. Out the following which Evolutionary
change is used in VFSL?
a)Sociotechnical System Theory
b) TQM
c) Flexible Workers
d) Reengineering & Flexible Work Teams

31. 7. It is implemented by employees at low
levels in the organization and gradually
rises it is felt throughout the organization.
a)Team Building
b) Bottom-up Change
c) Intergroup Training
d) Coercion

32. 8. The process by which managers
streamline the organizational hierarchy
and lay off managers and workers to
reduce bureaucratic costs.
a) E-Engineering
b) Reengineering
c) Downsizing
d) Sociotechnical System

33. 9. Which of the following doesn’t comes
under OD techniques to deal with
resistance to change?
a)Team Building and Intergroup Training
b) Participation and Empowerment
c) Bargaining and Negotiation
d)Education and Communication.

34. 10. An activity that cuts across functional
boundaries and is vital to the quick
delivery of goods and services or that
promotes high quality or low costs.
a)TQM
b) Business Process
c) Sociotechnical System
d) E-Engineering

36. 1. (b) Grievance
2. (d) Global Forces
3. (d) Action Research
4. (a) Selective Perception and Retention
5. (c) Intergroup Training
6. (b) TQM
7. (b) Bottom-up Change
8. (c) Downsizing
9. (a) Team Building and
Intergroup Training
10. (b) Business Process