Change management

1. ORGANIZATIONAL CHANGE
Naveen Raj D.S

2. CHANGECHANGE
Means the alteration of status quo
Is the necessary aspect of human life
One of the few things of real permanence is
‘change’.
Whole society is changing in some form or other

3. ORGANIZATIONAL CHANGE
• Refers to alteration of work environment in
an organization. Eg:- Technology, Structural
arrangement, Job design, people etc
• Change in any part of the organisation
affects the entire organisation and some
subsequent changes are required in other
parts
• OC is required to maintain equilibrium
between various external and internal
forces to achieve organizational goals

4. External factors
Technological changes
Changes in marketing conditions
Economic shocks
Social changes
Political and legal changes
Internal Factors
Nature of workforce
Change in managerial personnel
Deficiency in existing organisation
Change in share holders / BOD
Forces for
Organizational change

5. CHANGE PROCESSCHANGE PROCESS
(Actions for Change)(Actions for Change)
1. Unfreezing the situation
2. Changing
3. Refreezing

6. UNFREEZING
Process makes individual or organization
aware and prepares them for change
(Change should not be surprise)

7. CHANGING
• Moving to the new condition
• Individuals are changed to learn new behaviour
• For effective changing
• Recognise that primary purpose of change is
to improve performance
• Make individuals responsible for their own
change
• Encourage team performance
• Encourage learning by doing

8. STEPS IN MANAGING CHANGE
1. Identify the need for change and
area of change
2. Develop new goals and objectives
3. Select an agent for change
4. Diagnose the problem

9. 5. Select methodology
6. Develop a plan
7. Strategy for
implementation of the plan
8. Implementation of the
plan
9. Receive and evaluate
feedback

10. PLANNED CHANGE
• Planned change aims to prepare total
organisation or a major portion of it to
adapt to significant changes in the
organization's goals and directions.
• It attempts all aspects of organization
which are closely interrelated -
technology, task, structure and people.

11. STRUCTURE
TECHNOLOGY TASK
PEOPLE

12. • Introduction of automated data processing
devices like computers
• Change in methods of production
• Changing problem solving and decision making
procedures
Change in Technology

13. • Technology changes affect nature of task. It
determines type of task that may be
required to complete an operation.
• Task related changes must focus on.
1. High internal work motivation
2. High quality work performance
TASK RELATED CHANGES

14. STRUCTURE RELATED CHANGES
1. Changing no of hierarchical levels
2. Changing one form of organization to
another form
3. Changing span of management
4. Changing authority
PEOPLE RELATED CHANGES
1. Skills
2. Behaviour

15. OBJECTIVES OF PLANNED CHANGE
1.Environmental adaptation
2.Individual adaptation
3.Structural adaptation
4.Technological adaptation
5.Task adaptation

16. RESISTANCE TO CHANGE
• Change, no matter how beneficial, is generally
resented and is always difficult to implement.
There are many factors that increase resistance
to change.

17. FACTORS
1. Insecurity
2. Lack of communication
3. Rapidity and extend of change
4. Group resistance
5. Emotional turmoil
6. Loss of power and control
7. Reduced opportunity for incentives
8. Status quo
9. Lack of trust in change agent
10. Sunk cost

18. MANAGING RESISTANCE
TO CHANGE
1. Participation and Involvement
2. Communication and Education
3. Building support and commitment
4. Leadership
5. Implementing Changes fairly by negotiation
and agreement

19. 6. Willingness for the sake of group
7. Develop positive relationships
8. Selecting people who accept change
9. Manipulation and Cooptation
10. Timing of change
11. Coercion

20. Approaches to Manage Organisational
Change
1. Lewin’s Three Step Model
REFREEZING
MOVEMENT
UNFREEZING

21. 2. Kotter’s Eight Step Plan
• Establish a sense of urgency by creating a compelling
reason for why change is needed.
•Form a coalition with enough power to lead the
change.
•Create a new vision to direct the change and strategies
for achieving the vision.
•Communicate the vision throughout the organisation.
•Empower other s to act on the vision
•Plan for, create and reward short term wins that move
the organisation toward new vision.
•Consolidate improvements, reassess changes and make
necessary adjustments in the new program
•Reinforce the changes by demonstrating the
relationship between new behaviours and
organisational success.

22. 3. Action Research - Change based on systematic
collection of data and selection of change action
based on what the analysed data indicate.
4. Organizational Development – collection of
change methods that try to improve
organizational effectiveness and employee wel
being