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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