Post on 29-Oct-2014
description
Organizational Change
ChangeChange
Change is an inevitable aspect of life. Organizations need capacity to adapt quickly. People are focus of most serious challenges. Large scale changes often incur significant problems
and challenges. Changes can be brought about by managers, non
managers, employees or an outside consultants
Organizational ChangeOrganizational Change
Organizational change is a structured approach in an organization for ensuring that changes are smoothly and successfully implemented to achieve lasting benefits. In the modern business environment, organizations face rapid change like never before.
Change managementChange management
Change management is an approach to transitioning individuals, teams, and organizations to a desired future state. In some project management contexts, change management refers to a project management process wherein changes to a project are formally introduced and approved.
Major Factors Affecting theSuccess of ChangeMajor Factors Affecting theSuccess of Change
Advocates of ChangeAdvocates of Change
Person leading change program is often most important force for change.
Internal or external OD practitioners may be
brought in to assist.
Degree of ChangeDegree of Change
Is change minor or major?
The greater the degree of change, the more difficult it is to implement and vice versa.
Time FrameTime Frame
Greater chance of success if change is gradual and in longer time frame.
Some organizations only chance for survival depends on radical change introduced swiftly.
Impact on CultureImpact on Culture
The greater the impact on existing culture, the greater the resistance and difficulty to implement change.
Evaluation on CultureEvaluation on Culture
Standards of performance developed to measure
change and impact on organization.
Changes on Organizational LevelChanges on Organizational Level
Policies. Procedures. Organization structures. Manufacturing processes. Work flows.
Change model Change model
Quadrant 1Quadrant 1
Minor change, minor impact on culture. Resistance will be at lowest level and success will be
most probable.
Quadrant 2Quadrant 2
Minor change, major impact on culture. Some resistance can be expected.
Quadrant 3Quadrant 3
Major change, minor impact on culture. Some resistance is likely. Good management can probably overcome it.
Quadrant 4Quadrant 4
Major change, major impact on culture. The greatest resistance can be predicted. The probability of success is low.
Forces for ChangeForces for Change
Force Examples
Nature of the workforce More cultural diversityAging populationMany new entrants with inadequate
skills
Technology Faster, cheaper, and more mobile computers
Economic shocks Rise and fall of dot-com stocks 2000–02 stock market collapseRecord low interest rates
Competition Global competitors
Mergers and consolidationsGrowth of e-commerce
Forces for ChangeForces for Change
Force Examples
Social trends Internet chat rooms World politics Iraq–U.S. war
Opening of markets in China War on terrorism following
9/11/01
Managing Planned ChangeManaging Planned Change
Goals of Planned Change
Improving the ability of the organization to adapt to changes in its environment
Changing the behavior of individuals and groups in the organization
Goals of Planned Change
Improving the ability of the organization to adapt to changes in its environment
Changing the behavior of individuals and groups in the organization
ChangeMaking things different
Planned ChangeActivities that are intentional and goal oriented
Restraining Forces Blocking Implementation of Change Restraining Forces Blocking Implementation of Change
Uncertainty regarding change. Fear of unknown. Disruption of routine. Loss of benefits. Threat to security. Threat to position power. Redistribution of power. Disturb existing social networks. Conformity to norms and culture.
Change agentChange agent
persons who act as catalysts and assume the responsibility for managing change are called change agents.
Factors that help change agentFactors that help change agent
Some of the things which will help him are:
A real need in the client system to change.
Genuine support from management.
Setting a personal example: listening, supporting behavior.
A sound background in the behavioral sciences.
A working knowledge of systems theory.
A belief in man as a rational, self-educating being fully
capable of learning better ways to do things.
Resistance to change
Definitions of resistance to changeDefinitions of resistance to change
“Resistance to change is an incomplete to change”.
Bridges “Resistance is a valuable passion, which can be
channeled more constructively”.
Weisbord “Resistance is the obstacle in the organization's
structure”.
Kotter “Resistance is protection ,energy and paradox”.
Maurer
Resistance to change is normal and even beneficial. It must be expected and acknowledged, and people's concerns must be listened to and responded to.
Here is a handy little formula that we can refer to that will allow us to deal with resistance positively and effectively.
D x V x F = R, where:
D = Dissatisfaction
V = Vision
F = First (or next) steps
R = Resistance to change This says that Dissatisfaction, Vision and First
Steps are all necessary in order to overcome Resistance to change.
Forms of Resistance to ChangeForms of Resistance to Change
– Overt and immediate
• Voicing complaints, engaging in job actions
– Implicit and deferred
• Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism
Sources of Individual Resistance to ChangeSources of Individual Resistance to Change
Sources of Organizational Resistance to ChangeSources of Organizational Resistance to Change
Life Cycle of Resistance to ChangeLife Cycle of Resistance to Change
The response to change tends to move through a life cycle of 5 phases:
Phase 1.
• Only few people who see need for
change.
• Resistance appears massive.
Phase 2.Phase 2.
• Forces for and against change become
identifiable.
• Change more thoroughly understood.
• Novelty of change tends to disappear.
Phase 3.Phase 3.
• Direct conflict and showdown between
forces.
• This phase probably means life or death
to change.
Phase 4.Phase 4.
• Remaining resistance seen as stubborn.
• Possibility that resisters will mobilize
support to shift balance of power.
Phase 5.Phase 5.
• Resisters to change are as few and as
alienated as were advocates in first
phase.
Overcoming Resistance to ChangeOvercoming Resistance to Change
Tactics for dealing with resistance to change:
• Education and communication
• Participation
• Facilitation and support
• Negotiation
• Manipulation and cooptation
• Selecting people who accept change
• Coercion
Tactics for dealing with resistance to change:
• Education and communication
• Participation
• Facilitation and support
• Negotiation
• Manipulation and cooptation
• Selecting people who accept change
• Coercion
Strategies to Lessen Resistance to changeStrategies to Lessen Resistance to change Education and communication. Create a vision. Participation and involvement of members. Facilitation and support. Negotiation and agreement.
References References www.wikipedia.com www.Chron.com www.Business dictionery.com Change management
- Radha R Sharma
Questions ?Questions ?
Thank YouThank You