Change problem ; Features of organizational change; Importance of change ; Reasons / factors leading to organizational change ; Change process ; Kurt Lewin's Model of change process ; Bringing organizational change; Rolf Smith's seven levels of change model
CHANGE, RESISTANCE TO CHANGE, OVERCOME RESISTANCE TO CHANGENavya Jayakumar
Alternation which occurs in the overall work environment of an organization
The whole organisation tends to be affected by the change in any part of it
An enterprise can be changed in several ways. Its technology can be changed, its structure, its people and other elements can be changed.
Organizational Change
Forces for Change
Case Study – General Motors
Planned vs Unplanned Change
Case Study – Coca Cola
Resistance to Change
Dealing with Resistance
Case Study – Uber
Approaches to Change Management
Case Study – Merger of ING Vysa and Kotak Mahindra Bank
CHANGE, RESISTANCE TO CHANGE, OVERCOME RESISTANCE TO CHANGENavya Jayakumar
Alternation which occurs in the overall work environment of an organization
The whole organisation tends to be affected by the change in any part of it
An enterprise can be changed in several ways. Its technology can be changed, its structure, its people and other elements can be changed.
Organizational Change
Forces for Change
Case Study – General Motors
Planned vs Unplanned Change
Case Study – Coca Cola
Resistance to Change
Dealing with Resistance
Case Study – Uber
Approaches to Change Management
Case Study – Merger of ING Vysa and Kotak Mahindra Bank
Forces for change - Organizational Change and Development - Manu Melwin Joymanumelwin
Given a choice, most organizations prefer stability to change because the more predictable and routine activities are, the higher the level of efficiency that can be obtained. Thus, the status quo is preferred in many cases.
But organizations are not static; they are continuously changing in response to a variety of forces coming from both inside and outside. For leaders, the challenge is to anticipate and direct change processes so that the performance is improved.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
“A process through which something becomes different.” This is the dictionary definition. Organisational change refers to the alteration in technology, structure, method, people, or their behaviour. Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization. Here we need to note that change in organizational culture is different from change in an organization. A new method or style or new rule is implemented here.
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
Forces for change - Organizational Change and Development - Manu Melwin Joymanumelwin
Given a choice, most organizations prefer stability to change because the more predictable and routine activities are, the higher the level of efficiency that can be obtained. Thus, the status quo is preferred in many cases.
But organizations are not static; they are continuously changing in response to a variety of forces coming from both inside and outside. For leaders, the challenge is to anticipate and direct change processes so that the performance is improved.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
“A process through which something becomes different.” This is the dictionary definition. Organisational change refers to the alteration in technology, structure, method, people, or their behaviour. Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization. Here we need to note that change in organizational culture is different from change in an organization. A new method or style or new rule is implemented here.
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
Organizational Change and Development - Module 1 - MG University - Organizat...manumelwin
Organizational change occurs when business strategies or major sections of an organization are altered.
It is defined as a change that has significant effects on the way work is performed in an organization.
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
Change Management processes typically provides a system of planning, scheduling, implementing, and tracking changes that need to be completed within an organization
“Ensure that standardized methods and techniques are used for efficient and prompt handling of all changes in order to prevent change-related incidents”.
This was prepared for our middle managers to explain management of change. I've put some youtube videos which were important to explain theories: I recommend you to watch those videos as well. Hope that you'll find helpful.
Organizational management growth evolution and declinedilip karnavat
Gives the brief about the organizational management and what are stages of growth and decline. Also how to make the reforms in the structure of organization in the changing envirorment. makes aware of how to direct the organization.
By definition, progress means change. This is not always comfortable. It may challenge our assumptions, and the way we are used to doing and seeing things. It asks us to have faith in
the larger picture, the eventual results, and each other. We need energy to deal with it, and perspective, and sometimes just a sense of humor”.
This presentation explains importance and genesis of quality assessment framework used by NAAC for assessing quality of education in higher education institutions
Scientific discovery, Steps in scientific discovery process, Difference between science & technology, Impact of technology on national and organizational progress
Importance of successful change management ; Change management principles ; Change management process ; Resistance to change ; ; Building culture for change ; ADKAR Model ; Change management strategies; John P Kotter's change management strategies
Management of creativity; Stimulating individual creativity ... Lateral thinking , Checklists, Morphological analysis;; Stimulating group creativity ... Brainstorming, Slipwriting;; Edward De Bono's Six Thinking Hats...
Drivers for product innovation; Process innovation; Concurrent engineering; Business process re-engineering - BPR; Reverse engineering; Value chain model & process innovation
Reasons for failure of innovation; Economics of innovation; Importance of innovation management; Innovations strategies for a nation and an organization; Traits of innovative organizations; Types of innovative organizations; Management of innovation
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
Technology strategy at national level; Technology strategy at organizational level; Generation / development of technology; S curve of technology evolution; Technology progression
Types of technology transfer & acquisition; Modes of technology transfer; Importance, barriers & steps in internal technology transfer; Importance, barriers & steps in external technology transfer; Management of technology acquisition by a nation;
Basics of technology absorption; Management of technology absorption by an organization and a nation; Types & characteristics of technology diffusion, Global trends of technology diffusion & management
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
2. What is Change ?
• “ It is not the strongest of the species that
survive, nor the most intelligent; but the
most responsive to change.”
• “ The quality of a successful man is to flow
and not to freeze” – Ralph Waldo Emerson.
What is Organizational Change ?
3. What is Change Problem?
• At the heart of change management lies the change
problem, that is, some future state to be realized,
some current state to be left behind, and some
structured, organized process for getting from the
one state to the other state.
• At a conceptual level, the change problem is a
matter of moving from one state (A) to another
state (B).
• In simpler terms, the change problem can be
treated as smaller problems having to do with the
how, what, and why of change.
• a. Change as a 'How’ Problem b . Change as a
‘What’ Problem c. Change as a ‘Why’ Problem
4. Nature / Features / Characteristics of
Organizational Change
• Change makes things different
• Change is inevitable
• Change is usually an ongoing activity
• Change results from factors both inside and
outside the organization
• Change offers new opportunities and poses new
challenges
• Change takes place in all parts of an organisation
• Change takes place at varying rates in different
parts of an organization.
5. Nature / Features / Characteristics of
Organizational Change
Contd …
• Changes take place at different levels of an
organization
• Change may be both planned & unplanned
• The rate of change may be slow or fast.
• The quantum / magnitude of change may be
of First Order (Incremental) or Second
Order (Radical).
• Organizational changes are not always
uniform.
6. Importance of Change
• Change brings risk and uncertainties, which,
if not managed properly, may lead to huge
costs to the organization or even collapse of
the organization
• Change sometimes bring challenges without
which life and business activities may
become monotonous and repetitive.
• Change may bring new business
opportunities
• Change sometimes brings new threats which
act as stimuli for improvements
7. Importance of Change
Contd …
• Change process may be used by the organizations to
move from current state of business operations to
next higher state of business operations.
• Change process may enable the organization to
abandon some negative cultural values, some
outdated & obsolete practices and methods etc.
• Change process can be used to raise motivation viz.
by creating desire to support and participate in the
change
• Change process may lead to more satisfaction
through improvement in worker skills and more
worker participation
8. Types of Organizational Change
a. Planned Change (intentional or goal oriented) and
Unplanned Change (accidental)
b. Fast Change and Slow Change ( in terms of rate of
change)
c. First Order Change (incremental) and Second
Order Change (fundamental or radical) in terms of
magnitude / quantum
9. Causes / Reasons / Factors for
Organizational Change
a. External Factors: some factors are:
• Change in Government Policies
• Technological Advancement / Progress in external
environment
• Change in demographic characteristics
• Market changes
• Change in economic conditions – boom vs recession
• Increase in raw material / input costs
• Social Pressures etc.
10. Causes / Reasons / Factors for
Organizational Change
b. Internal Factors: some factors are:
• Change in leadership
• Structural reorganization
• Adoption or Implementation of new technology
• Decline in profitability
• Productivity concerns
• Industrial Relation Problems etc.
11. 10 Major Forces of Change in Current Era
• Demographic Changes
• Political Stability - demand for social justice,
inclusive growth
• Environmental issues
• Health Care issues - medical tourism etc
• Tech & Innovation – breakthrough & disruptive
technologies / innovation
• Economic Transformation – globalization, open &
inter-connected economies
• Education & Awareness
• Rising needs for Infrastructure
• Safety and Security
• Balance of Power- Have vs have-nots, Developed vs
Developing countries, North vs south
12. What is Change Process?
• It is the process which changes the
state or which results in change
• Change process as “Unfreezing, Changing
& Refreezing”
• Change process as problem solving &
problem finding
13. Kurt Lewin’s Model of Change Process
• Also known as Unfreeze-Change – Refreeze
Model
• Lewin suggested following three steps for
ensuring successful change
14. Kurt Lewin’s Model of Change Process
1. Unfreeze – change efforts to overcome the
pressures of resistance to change. Driving
forces for change need to be greater than
restraining forces working for status quo.
Following steps need to be taken:
• Determine what needs to be done
• Ensure there is strong support from upper
management
• Create the need for change
• Understand & Manage doubts & concerns
16. Kurt Lewin’s Model of Change Process
contd …
2. Change – moving to new state. Following steps need to
be taken:
• Communicate often
• Dispel rumours
• Empower action
• Involve people in the process
3. Refreeze – Stabilizing the change; making new
change permanent. Following steps need to be
taken:
• Anchor the changes into culture
• Develop ways to sustain the change
• Provide support & training
• Celebrate success
17. Bringing Organizational Change
a. Diagnosing the Organizational capability to
change
b. Formula for Change
c. Bringing change - Seven Levels of Change Model
18. Bringing Organizational Change
a. Diagnosing the Organizational capability to change
• Before initiating change process, it is very
important to diagnose / assess the organizational
capability to change.
• If it is not assessed / diagnosed, then, at later
stages, change process may go out of control,
leading to huge costs to the organization.
Following parameters can be used to diagnose / assess
organizational capability to change: -----
• Organization culture
• Vision for future
• Commitment of top management
19. Bringing Organizational Change
a. Diagnosing the Organizational capability to change
Contd ....
• Risk taking attitude of top management
• Risk taking capabilities of the organization
• Degree of flexibility in organizational systems and
overall working
• Effective communication
• Strong leadership
• Pool of dedicated managers and senior executives
• Commitment, motivation and participation of
workforce
• Convergence of organizational goals and individual
goals
20. Bringing Organizational Change
b. Formula for Change
• The formula for change was developed by Richard
Beckard and and David Gleicher. It is sometimes
referred to as Gleicher’s formula.
• The Gleicher’s formula stresses that the
combination of organisational dissatisfaction,
vision for the future and the possibility of
immediate, tactical action must be stronger than
the resistance within the organisation in order for
meaningful change to occur.
• Driving forces must be > restraining forces
21. Bringing Organizational Change
Modified / Rectified Model
c. Bringing change – Rolf Smith’s Seven Levels of Change
Model
• Level 1: Increasing Effectiveness—Doing The Right
Things
• Level 2: Improving Efficiency—Doing Things Right
• Level 3: Enhancing—Doing Things Better
• Level 4: Cutting or Abandoning the Unnecessary Things –
viz Product simplification
• Level 5: Copying / Imitation — i.e Doing Things which
Other People are Doing – viz Copying / Imitation, Reverse
engineering, Benchmarking
• Level 6: Doing Different — Doing Things No One Else is
Doing – Re-engineering
• Level 7: Doing Impossible—Doing What Cannot be Done -
some Breakthrough- a revolutionary or shocking
departure from convention