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Organizational change with HR prespect

Organizational change with HR prespect

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Published by vandana
this is presented in 6th NATIONAL CONFERENCE(2009), organised by HINDUSTAN INSTITUTE OF MANAGEMENT AND COMPUTER STUDIES, AGRA.
this is presented in 6th NATIONAL CONFERENCE(2009), organised by HINDUSTAN INSTITUTE OF MANAGEMENT AND COMPUTER STUDIES, AGRA.

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Published by: vandana on Mar 24, 2009
Copyright:Attribution Non-commercial

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11/29/2012

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RESEARCH PAPER MANAGING ORGANIZATIONAL CHANGE 
 HR PRESPECTIVE 
PRATIBHA *
VANDANA * 
Organizational change can be thought of as stretching the goals andmanaging improving the way an organization thinks about and does itswork 
.Typically, the concept of organizational change is in regard to organization-widechange, as opposed to smaller changes such as adding a new person, modifying a program, etc. Examples of organization-wide change might include a change inmission, restructuring operations (e.g., restructuring to self-managed teams, layoffs,etc.), new technologies, mergers, major collaborations, "rightsizing", new programssuch as Total Quality Management, re-engineering, etc.Organizational change isdefines as change that has an impact on the way work is performed with significanteffect like termination of employment. The elimination and diminution of jobopportunities and job tenure etc. Nowadays its recession thus organizations are greatly focusing on their change programs and have become increasingly demanding with regard to performanceoutcomes. However stressful, to employ and effect their works and quality of life,although beneficial to the organization. The key feathers are change in technologychange in marketing condition social change and political change and legal changeand to see how to involve people in change rather imposing on them. In context of  present scenario of tough business competition there is always a need felt for star  performers and outstanding personnel who have the vision to fetch the best resultfor organization.Thus these key features help to tackle the problem related to organization. Asthe competition among companies is at all time high companies are brazingthemselves to changing situation by meeting customer demands in order to survivethey have to deal with change in all its dimensions technological personal anorganization to ensure success in the long run.
 
Change is inevitable in every aspect of life an organization are no exception tothis. Business environment is changing fast as a response to evolving conditionsmanager need to be tactful and resistance and push ahead.When business environment is changing human resources functionaries can illafford to lag behind or remain static. Their role is getting increasingly complex,dynamics, and challenging to say the least.
"People want change, they don't want to be changed."
A common definition used for change management is a set of processes that isemployed to ensure that significant changes are implemented in an orderly,controlled and systematic fashion to effect organizational change. One of the goalsof change management is with regards to the human aspects of overcomingresistance to change in order for organizational members to buy into change andachieve the organization's goal of an orderly and effective transformation.
The
ADKAR
 
Model
 
Change management has been developed over a period of time and one of themodels that have played an influence in change management is the ADKAR model.ADKAR was a model developed by Prosci. In this model, there are five specificstages that must be realized in order for an organization or an individual tosuccessfully change. They include:
A
wareness
- An individual or organization must know why a specificchange or series of changes are needed.
D
esire
- Either the individual or organizational members must have themotivation and desire to participate in the called for change or changes.
K
nowledge
- Knowing why one must change is not enough; an individualor organization must know how to change.
A
bility
- Every individual and organization that truly wants to change mustimplement new skills and behaviors to make the necessary changes happen.
R
einforcement
- Individuals and organizations must be reinforced tosustain any changes making them the new behavior, if not; an individual or organization will probably revert back to their old behavior.
10 PRINCIPLES TO MANAGE CHANGE
1
 . Address the “human side” systematically
. Any significant transformation creates“people issues.” New leaders will be asked to step up, jobs will be changed, newskills and capabilities must be developed, and employees will be uncertain andresistant. Dealing with these issues on a reactive, case-by-case basis puts speed,morale, and results at risk.
 
2.
 Start at the top
. Because change is inherently unsettling for people at all levels of an organization, when it is on the horizon, all eyes will turn to the CEO and theleadership team for strength, support, and direction. The leaders themselves mustembrace the new approaches first, both to challenge and to motivate the rest of theinstitution.3.
 Involve every layer 
. As transformation programs progress from defining strategyand setting targets to design and implementation, they affect different levels of theorganization. Change efforts must include plans for identifying leaders throughoutthe company and pushing responsibility for design and implementation down, sothat change “cascades” through the organization.4.
 Make the formal case
. Individuals are inherently rational and will question towhat extent change is needed, whether the company is headed in the right direction,and whether they want to commit personally to making change happen.5.
Create ownership
. Leaders of large change programs must overperform duringthe transformation and be the zealots who create a critical mass among the work force in favor of change. This requires more than mere buy-in or passive agreementthat the direction of change is acceptable.6.
Communicate the message
. Too often, change leaders make the mistake of  believing that others understand the issues, feel the need to change, and see the newdirection as clearly as they do. The best change programs reinforce core messagesthrough regular, timely advice that is both inspirational and practicable.7.
 Assess the cultural landscape
. Successful change programs pick up speed andintensity as they cascade down, making it critically important that leadersunderstand and account for culture and behaviors at each level of the organization.8.
 Address culture explicitly
. Once the culture is understood, it should be addressedas thoroughly as any other area in a change program. Leaders should be explicitabout the culture and underlying behaviors that will best support the new way of doing business, and find opportunities to model and reward those behaviors.9.
 Prepare for the unexpected 
. No change program goes completely according to plan. People react in unexpected ways; areas of anticipated resistance fall away; andthe external environment shifts. Effectively managing change requires continualreassessment of its impact and the organization's willingness and ability to adopt thenext wave of transformation.10.
 Speak to the individual 
. Change is both an institutional journey and a very personal one. People spend many hours each week at work; many think of their colleagues as a second family. Individuals (or teams of individuals) need to knowhow their work will change, what is expected of them during and after the change

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hi i m doing a project on change management.i really would like to have access to ur research paper.my email address is schirani69@hotmail.com
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