Post on 03-Nov-2014
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CHANGE MANAGEMENT
Submitted by:-
• Anuj Gilra
• Sundep mohanti
• Sachyen dilip
• Ravikiran
• Govardhan
• Jagdish
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CONTENTS
What is change ?
What is change management?
Types of changes
How these changes influence the transferring circumstances
conclusion
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WHAT IS CHANGE Change is something that presses us out of our
comfort zone. “Change is won by victors not victims; and that choice is ours” Change management is a structured approach to
shifting/transitioning individuals, teams, and organizations from a current state to a desired future state.
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FORCES FOR CHANGE Force Examples Nature of the workforce More cultural diversity
Aging population Many new entrants with
inadequate skills Technology Faster, cheaper, and more mobile
computers On-line music sharing
Deciphering of the human genetic code Economic shocks Rise and fall of dot-com stocks
2000–02 stock market collapse Record low interest rates
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CONTI…..
Competition Global competitorsMergers and consolidationsGrowth of e-commerce
Social trends Internet chat rooms Retirement of Baby BoomersRise in discount and “big box” retailers
World politics Iraq–U.S. war
Opening of markets in China War on terrorism following 9/11/01
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LEWIN’S THREE-STEP CHANGE MODEL
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UNFREEZING THE STATUS QUO
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UNFREEZE STAGE
We have to create tension amongst the recipient of
change.
The reason is to break the personal defences and group
norms psychologically.
The undermining and destruction of all social support.
Demeaning and humiliating experience to help
individual.
The consistent linking of reward with willingness to
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CHANGE MOVEMENT
This means a movement from existing to the desired
form.
Stage in transition is known as “crazy period.
Important thing is to follow the desired objectives or
system in a consistently.
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REFREEZE Once the new objective or desired state of affairs has been
achieved the problem with this phase is to institutionalize the new system so that people might not revert back to the older ways of doing things. The purpose in this phase is to stabilize new learning. This can be done through behavioral reinforcement.
There is an explicit recognition to the fact that change will be resisted.
This resistance can be overcome thru management and good leadership.
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KOTTER’S EIGHT-STEP PLAN FOR IMPLEMENTING CHANGE
1. Establish a sense of urgency by creating a compelling reason for why change is needed.
2. Form a coalition with enough power to lead the change.3. Create a new vision to direct the change and strategies for
achieving the vision.4. Communicate the vision throughout the organization.5. Empower others to act on the vision by removing barriers to
change and encouraging risk taking and creative problem solving.6. Plan for, create, and reward short-term “wins” that move the
organization toward the new vision.7. Consolidate improvements, reassess changes, and make necessary
adjustments in the new programs.8. Reinforce the changes by demonstrating the relationship between
new behaviors and organizational success.IBA For Academic Purpose
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ORGANIZATIONAL DEVELOPMENT
OD Values:1. Respect for people2. Trust and support3. Power equalization4. Confrontation5. Participation
Organizational Development (OD)
A collection of planned interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being.
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ORGANIZATIONAL DEVELOPMENT TECHNIQUES
Sensitivity Training Training groups (T-groups). Provides increased awareness of
others and self. Increases empathy with others,
improves listening skills, greater openness, and increased tolerance.
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ORGANIZATIONAL DEVELOPMENT TECHNIQUES (CONT’D)
Survey Feedback Approach
The use of questionnaires to identify discrepancies among member perceptions; discussion follows and remedies are suggested.
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ORGANIZATIONAL DEVELOPMENT TECHNIQUES (CONT’D)
Process Consultation (PC)
A consultant gives a client insights into what is going on around the client, within the client, and between the client and other people; identifies processes that need improvement.
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ORGANIZATIONAL DEVELOPMENT TECHNIQUES (CONT’D)
Team Building Activities:• Goal and priority setting.• Developing interpersonal relations.• Role analysis to each member’s role and
responsibilities.• Team process analysis.
Team Building
High interaction among team members to increase trust and openness.
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ORGANIZATIONAL DEVELOPMENT TECHNIQUES (CONT’D)
Intergroup Problem Solving:• Groups independently develop lists of perceptions.• Share and discuss lists.• Look for causes of misperceptions.• Work to develop integrative solutions.
Intergroup Development
OD efforts to change the attitudes, stereotypes, and perceptions that groups have of each other.
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CONCLUSION
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