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AMIT KHANDELWAL 06
NILESH PATIL 36
ANUPAM VADDHUPAN 09
VARUN DAKE 64
VIKRANT SHAH 65
ORGANIZATIONAL CHANGE
CONTENTS
1 INTRODUCTION
2 MODELS ILLUSTRATION
3 CHANGE MANAGEMENT
4 REACTIONS
5 OVERCOMING RESISTANCE
INTRODUCTION
WHAT IS CHANGE ?
SKILLS REQUIRED BY A MANAGER TO IMPLEMENT THE CHANGE PROCESS :
IDENTIFY THE PROBLEMS
FORMULATE STRATEGIES
GAIN ACCEPTANCE FROM PEOPLE
EFFECTIVE CHANGE PROGRAMMES
AMOTIVATING CHANGE
BCREATING A VISION
CDEVELOPING POLITICAL
SUPPORT
DMANAGING TRANSITION / SUSTAINING MOMEMTUM
LEWIN’S CHANGE MODEL
REFREEZING
MOVEMENT
UNFREEZING
SYSTEM MODEL OF CHANGE
TASK
PEOPLE
CULTURE
DESIGN
STRATEGY
TECHNOLOGY
Kotter’s Eight-Step Change Management Model
1 Create a sense of urgency
2 Establishing a powerful group to guide the change
3 Develop a vision
4 Communicate the vision
5 Empower Staff
6 Ensure there are short-term wins
7 Consolidate gains
8 Institutionalize change in culture of the organization
CHANGE AND TRANSITION MANAGEMENT
WHAT IS TRANSITION
MANAGEMENT ?
Transition management is the
process of systematically planning,
organizing, and implementing
change from the disassembly of
the current state to the realization
of a fully functional future state
within an organization.
Beckhard’s Prerequisites for Transformational Change
1 Ensuring senior management commitment.
2 Producing a written statement about the future direction.
3 Creating a shared awareness.
4 Assembling a body of key managers.
5 Generating an acceptance.
Beckhard’s Prerequisites for Transformational Change (Continued)
6 Recognizing resistance to change
7 Educating and training participants.
8 Persevering with the change process.
9 Facilitating with necessary resources.
10 Maintaining open communication.
Perpetual Transition Management
1 TRIGGER LAYER
2 VISION LAYER
3 CONVERSION LAYER
4 MAINTENANCE AND RENEWAL LAYER
EFFECTS OF ORGANIZATIONAL CHANGE
Operational Effects
Psychological Effects
Social Effects
How People React To CHANGE ..
1 INDIVIDUAL AND GROUP BEHAVIOR
2 POSITIVE OR NEGATIVE IMPACT
3 AGGRESSIVE OR HOSTILE BEHAVIOR
ACCEPTANCE OF CHANGE
1 Enthusiastic co-operation
2 Group co-operation
INDIFFERENCE TO CHANGE
1 Organized resistance
2 Frustration
3 Aggression
ORGANIZED RESISTANCE
Group performance affect by change
Resist the change due to feeling of frustration
Collective action more successful than separate personal resistance
Group action to cover up mistakes made by members as they implement new standard.
Group beliefs and norms
Ensure there are short-term wins
Union provide leadership
FRUSTRATION AND AGGRESSION
Psychological concept
Conflict act to deny personal desires
and needs
Future consequences of a change
Arouses hostile feelings
Absenteeism
Hostile feeling inwards might results in
blood pressure, ulcers, asthma
WHY CHANGE IS RESISTED ?
INDIVIDUALS
Why Individuals Resist CHANGE ?
RESISTANCE TO CHANGE
HABIT
Fear of the unknown
Selective perception
LACK OF INFO.
RESENTMENT TOWARDS INITIATOR
Why Organizations Resist CHANGE ?
Power Maintenance
Structural Stability
Functional Sub-
optimization
Organizational Culture
Group Norms
OVERCOMING RESISTANCE TO CHANGE
Education and Communication
Participation and Involvement
Facilitation and Support
Negotiation and Agreement
Manipulation and Co-optation
Explicit and Implicit Coercion
PROS AND CONS OF THE METHODS USED FOR DEALING WITH RESISTANCE
EDUCATION &
COMMUNICATION
PARTICIPATION &
INVOLVEMENT
People will help with
implementation
Time – Consuming
Participating people will
be committed
Time consuming
PROS AND CONS OF THE METHODS USED FOR DEALING WITH RESISTANCE (CONTD).
Works best with
adjustment problems
Time – Consuming ,
expensive and may still fail.
Easier to avoid major resistance
Can be too expensive in many cases
FACILITATION &
SUPPORT
NEGOTIATION &
AGREEMENT
PROS AND CONS OF THE METHODS USED FOR DEALING WITH RESISTANCE (CONTD).
Relatively quick and
inexpensive solution
Can lead to future
problems.
Speedy and tackles all resistance.
Risky
MANIPULATION &
CO-OPTATION
EXPLICIT & IMPLICIT
COERCION
