Implementation of Implementation of Organizational Change ProcessOrganizational Change Process

Implementation of Implementation of Organizational Change ProcessOrganizational Change Process

Submitted by:-Bhupendra,Ramandeep SinghVinod Kumar SinghMBA(Exe) 6th Sem

OVERVIEW A change initiative is not complete without

proper implementation and the process of implementation change in itself is a challenge that follows every change endeavor.

It’s a fact that about 1/3 or 2/3 of all organization change initiative fail.

Buchanan and Huczynski (1997) recognised the existence of 3 distinct approaches in managing the implementation phase of the change process.

Change implementation as a project. The participative approach to implement change.The contingency approach to change

implementation.

Change implementation as a project.The project design of change is based on the

conventional life based methods.

The participative approach to implement change.

It entails incremental modes and consultative techniques in change implementation.

The contingency approach to change implementation.

It is a radical approach that takes into account variables such as scale of change and change leadership style.

It is important to understanding whatever approach the organization adopts to implement the change process initiative, detailed understanding of

‘Whats’‘Whys’‘Hows’

Arthur D. Little (ADL) Inc. investigated the most frequent motivators, critical implementation factors and barriers to change. It’s a clear vision and active involvement of senior management are critical factors.

Lack of commitment amongst organizational menbers to be the top top barrier.

The absence of senior management champions.

The Delta Technique Given by Armstrong (1982) based on Lewin’s

3-stage change process model.The technique stresses the unfreezing stage,

wherein it is essential to expand adequate time and effort towards helping the individual to unfreeze.

It aim at addressing such phenomenon by motivating and encouraging the individual to actively seek negative feedback/disconfirming evidence.

Individual is also encouraged to suggest alternatives to current ways of operating.

In the changing phase as analogous to Lewin’s change model, the delta technique suggests that the change agent assists the individual to develop a low risk approach to change in a way that individual feels that he/she is in control of change process.

Once the change process is accomplisged and the refreezing phase of the process begins, the change agent must ensure obtaining periodic feedback.

The efforts of change agent to bring about desired changes is individuals include the following steps:-

1) Define the problem (s)

2) Finding the alternative solution (s) to the problem(s)

3) Experimentation with participation

4) Feedback

The delta technique helps in identifying potential change areas and implementing certain useful changes.

Appropriate for the situation in which management sees the problem, but in which desired changes conflict with the current beliefs.

Judson (1991) put forth a model where change implementation comprises of five phases.

1. Analyzing and planning the change

2. Communicating the change

3. Gaining acceptance of new behaviour

4. Change from status quo to desired state

5. Consolidating and institutionalizing the new state

Kotter (1995) delineated 8 steps that change agents may follows in implementation.

Galpin’s Nine Wedges Change Model• Galpin (1996) proposes a model with nine wedges

that form a wheel. The wheel comprises of the following wedges:

(1) Establishing the need to change; (2) Developing and disseminating a vision of a planned

change;(3) Diagnosing and analyzing the current situation;(4) Generating recommendations; (5) Detailing the recommendations; (6) Pilot testing the recommendations; (7) Preparing the recommendations for rollout; (8) Rolling out the recommendations; (9) Measuring, reinforcing, and refining the change.

SKILLS FOR MANAGING CHANGE

One of the potent ways to prevail in globally competitive and changing environment across sector is to identify, cultivate and utilize competencies of people in the organization to adapt the changing environment.

HR has four major tasks- To function as a partner in strategy execution. To serve as an expert in organization and execution of

tasks To adopt the role of employee champion and to be a

dynamic change agent

Training and development are powerful mechanism to bring about change.

Scanning the Environment:- Managers need to have broad understanding of an environment surrounding their business and need constantly monitor external drivers of change.

Market/customersShare holdersTechnologyEconomySocial tends

Diagnosing the Organization's Capability:- The purpose of this is to cope with and deliver to the demands of the market and the external environment. Most of the leaders recognize it and know what needs to be changed; however, they find that the organization is beset with a lot of inertia and need to struggles to get the organization move fast enough.

Organizing for change:- StrategyFormulating a strategy.Leveraging structure.Flat Structure.Network Organization.Cellular OrganizationLeveraging SystemsAppraisal systems

Strategic considerations for change in appraisal system:-

1.Strategy of step-by-step change.

2.Strategy of level-by-level change.

3.Strategy of change department-by-department.

4.A mixed approach.

Rewards systemSystem for career developmentCommunication systemCultural change as a lever

Organising For Change:

• The organisation goes through two phases-One stage characterised by a phase of inertia when there is no progress or slow progress and a predetermined course of action. Almost halfway new insight develops that challenges the inertia patterns and there is a phase of transition

Organising For Change:

• A second round of inertia follows after transition. This phase is markred by new equalibrium or a phase of inertia when change implementers get together and accelerate their efforts to compete the work started during transition period.This pattern is called the punctuated equalibrium model.

Formulation a Strategy.

• Organizational strategy will flow from the vision of the organization . The vision ought to be relatively constants ; however, business strategy needs to be aligned with the change in the market; it needs to be pragmatic. Though the responsibility for corporate strategy rest with the CEO.

Leveraging Structure

• Structure can be leveraged for change by bringing about re-organisation in the organisation. Re-organisation or restructuring involves reallocating the resources where they are needed Companies restructure themselves to reduce cycle time, service time and become more responsive to customer needs.

Flat Structure

• The vertical, hierarchical structures with traditional organization that worked well in stable environment but are unsuitable for situations of dynamic change are being replaced with flat structures.

Network organisation• The recent focus on total quality and

responsiveness to customer needs has laid stress on horizontal processes in an organization, which eventually benefit the customer by linking various elements of the customer/supplier chain. In this setup everyone is a customer of someone else. Information technology has created network organizations through telecommuting in which people form teams across the globe.

Cellular Organisation• Another way of leveraging structure is to

create cells within the organization. A collection of small teams with a high degree of autonomy is what constitutes a cellular organization. When a group researches the size of about 50 people, it forms its own ‘cell’ which is responsible for all the aspects of the organization except payroll.

LEVERAGING SYSTEM• It is often observed that the systems and

business process adopted by the organisation in the past become outdated and inappropriate in the new context . This has been observed particularly in the late 1990’s. The old systems act as a drag on the ability of an organisation to go ahead with change.

APPRAISAL SYSTEMS• Appraisal systems in the form of annual

confidence report in about 30 per cent of organization in India had been introduced with a view to controlling the behavior of an employee, using it as a means of giving him rewards, threats or punishment to make decision regarding salary increases and so on. Therefore the command and control method of appraisal needs to be replaced with feedback, counseling.