Organisational Change, change agents and QWL

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Text of Organisational Change, change agents and QWL


ORGANISATIONAL CHANGE ,CHANGE AGENTS&QUALITY OF WORK LIFE (QWL) WHAT IS AN ORGANISATION?Group of people intentionally organised to accomplish an overall, common set of goals.An organized structure for arranging and classifying.Creating an arrangement of positions and responsibilities through and by means of which an enterprise can carry out its work.

What is change?Change alone is unchanging Heraclitus (535 B.C 475 B.C.)Change is the law of nature.Change is inevitable.Man has to mould himself to meet new demand and face new situations.It is necessary for organisations for their survival and growth.

What is Organisational change?The systematic management of new business model integration into an organisation and the ability to adapt this change into the organisation so that the transformation enhances the organisational relationships with all its constituents.

Organisational change is an ongoing process in order to bring the organisational systems and process in line with factors prevailing in the external and internal environment of the organisation. It is important to usher in long-term success in an organisation.

What is organisational change?Organizational change is imperative to increase the knowledgebase of an organization. It facilitates the overhauling of organizational systems and processes.In order to survive, it is imperative for the organization to anticipate any change in the environment and proactively work towards eliminating the effect of the same.

Some common examples of organisational change:Change in mission statement.Restructuring operations with the use of new technology.Mergers and major colloborations.Rightsizing the organisation.Total Quality Management (TQM)Business Process Reengineering. (BPR)Implementing Enterprise Resource Planning program (ERP)


What Provokes "Organizational Change"?Change should not be done for the sake of change its a strategy to accomplish some overall goal.Change is provoked by some major outside driving force. E.g., substantial cuts in funding, address major new markets/clients need for dramatic increase in productivity/ services.Transition to a new chief executive can also provoke changes when his/her new and unique personality pervades the entire organisation.



Who is a Change Agent?Change agent is a person , who initially instigates the change by being visionary, persuasive and consistent.Successful change must involve top management , including the board of directors and chief executive.Change is usually best carried out as a team-wide effort.Communications about the change should be frequent and with the all organisation members.

Areas of change by change agents: Change agent may be an outsider or inside the organisation.

Change agents can change the following four categories: I. Changing Structure 2. Changing Technology 3. Changing the physical setting 4. Changing people.

Competencies of Change Agents: Objectives: 1.Sensitivity to changes in key personnel and market conditions which impact the goals of the project. 2. Setting of clearly defined, realistic goals. 3. Flexibility in responding to changes without the control of the project manager. Competencies of Change Agents: Roles: 4. Team-building abilities. 5. Establishing effective working groups. 6. Define & delegate respective responsibilities clearly. 7. Creating network and maintaining appropriate contacts within and outside the organisation.

Competencies of Change Agents: Communication: 8. Transmitting communication effectively to colleagues & subordinates the need for changes. 9. Interpersonal skills, including selection, listening, collecting appropriate information and managing meetings. 10. Stimulating motivation and commitment in others involved. 11. Personal enthusiasm in expressing plans and ideas.


KURT LEWINS CHANGE MODEL Kurt Lewin, a social psychologist propounded this model in the early twentieth century.

He is recognised as the founder of social psychology.

Lewin developed this change model as a three-stage process.

KURT LEWINS CHANGE MODELStage I: UnfreezePeople are taken from a state of beingUnready to change to being ready and Willing to make the first step.

Stage II: ChangeAfter unfrozen of people, the next question is how You keep them going.

Stage III: Refreeze People are taken from transition stage to stable and productive stage.





OrganiseCoach & Train



Help and guidance

Regular feedbackSet performance indicators

Monitor and evaluate performance

Establish systems to make it happen QUALITY OF WORK LIFEThe success of any organisation is highly dependant on how it attracts, recruits, motivates and retains its workforce. Todays organisations need to be more flexible so that they are equipped to develop their workforce and enjoy their commitment.

Therefore, organisations are required to adopt a strategy to improve the employees Quality of work life to satisfy both organisational objectives and employees needs.

QUALITY OF WORK LIFEQWL can be defined as The quality of relationship betweenEmployees and the total working environment.

It is a process by which an organisation responds to employee needsfor developing mechanisms to allow them to share fully in makingDecisions that designs their lives at work.

The QWL appraoach considers human as an asset rather than a cost. Factors affecting Quality of work life: Career and job satisfaction. Working conditions. General well being Work life balance Stress at work Control at work Attitude Opportunities


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Presented by: Vijayanarayanan.A.G. II M.Com