Professional Documents
Culture Documents
Organizationa
l
Change
Organizational Change can be defined
as,
a concerted (determined), planned effort
to increase Organizational effectiveness
help thorough changes in Organization
dynamics using behavioral science
knowledge
to make different in some particular
to make radically different
to give a different position, course, or direction to
to replace with another
to make a shift from one to another
to exchange for an equivalent sum or comparable item
to undergo a modification of
to undergo transformation, transition or substitution
TYPE OF CHANGES:
Following are examples of candidates for Change
Management. Computing Systems hardware:
Hardware changes:
Additions, deletions, reconfigurations, relocations, or
preventative or emergency maintenance.
Computing Systems software:
PTF's, product releases, versions, table changes,
tuning, alterations to libraries, catalogs,
monitors, traps, or changes to priority mechanisms.
Environmental:
Power, UPS system, generators, air conditioning,
chilled water, electrical work, facility
maintenance, security systems, fire control systems.
Network Systems:
Additions, modifications, lines, modems routers,
network access, controllers, servers, protocol
converters. Software components either distributed or
centralized, bitnet tables,
router software, servers.
Operating Procedures:
Changes in equipment downtime schedules, planned
system outages, changes in delivering services, or
changes to service levels.
Workstations and Public Clusters:
Changes in hours of availability, hardware
configurations, operating systems, utilities,
applications including release levels or versions,
installations or de-installations of systems, servers.
Change management means to plan,
initiate, realize, control, and finally
stabilize change processes on both,
corporate and personal level.
Change may cover such diverse
problems as for example strategic
direction or personal development
programs for staff.
Examples of organization-wide change
might include a change in mission,
restructuring operations
(e.g., restructuring to self-managed
teams, layoffs, etc.),
new technologies, mergers, major
collaborations, "rightsizing"
Why is it Important to Adapt to Change?
System
dynamics
Increased Managerial and
Technological
Economic
global administrative
changes processes
forces
competition
System dynamics
Human behavior,
Constant and Dynamic (Many) interactions
Relationship among subsystem (Cordial)
Internal politics, group/ ind Behavior
Formal & Informal relationships
Inadequacy of Admin Process
Happened change
Unpredictable. Occurs due to external
forces.
Reactive change
Refreeze
Change/Move
Unfreeze
Restraining forces
CURRENT STATE
Driving forces
Unfreezing
The purpose of Unfreezing is to heighten
the awareness of employees about
discrepancies currently prevailing in their
behavior, the system and the
organizational climate & attune them to
the need for change-INFORMATION
Behavior desired by orgn & behavior
exhibited - present behavior is
disconfirmed
Unfreezing
Entry
Diagnosis
Planning
Action
Stabilization
&
Evaluation
Action
Planning model
Strategy (Intended)
Impact analysis
Structure Structure
Process Process
Technology Technology
Culture Culture
HRM HRM
Facilitated by
•Building support structure
(Internal support system, individual, team, top mgt and
systems and external support)
•Monitoring, evaluating and correcting
•Transition management
•Sustaining the momentum
Confusion :A mental state characterized by
disorientation regarding time, place, or lack of
orderly thought
Anxiety :Anxiety is a multi system response to a
perceived threat or Change
Resistance :A force that tends to oppose or retard
motion.
Frustration : refers to the state of someone who
denies himself, or who is denied,
Treadmill :A monotonous task or set of tasks
seeming to have no end.
Inertia : The tendency of resisting acceleration
John P Kotter's 'eight steps to
successful change'
Increase urgency - inspire people to
move, make objectives real and
relevant.
Build the guiding team - get the right
people in place with the right emotional
commitment, and the right mix of skills
and levels.
John P Kotter's 'eight steps to
successful change'
Get the vision right - get the team to
establish a simple vision and strategy focus on
emotional and creative aspects necessary to
drive service and efficiency.
Communicate for buy-in - Involve as many
people as possible, communicate the
essentials, simply, and to appeal and respond
to people's needs. De-clutter communications
- make technology work for you rather than
against.
John P Kotter's 'eight steps to
successful change'
Empower actions - Remove obstacles,
enable constructive feedback and lots of
support from leaders - reward and
recognize progress and achievements.
Create short-term wins - Set aims that
are easy to achieve - in bite-size chunks.
Manageable numbers of initiatives.
Finish current stages before starting new
ones.
John P Kotter's 'eight steps to
successful change'
Don't let up - Foster and encourage
determination and persistence - ongoing
change - encourage ongoing progress
reporting - highlight achieved and future
milestones.
Make change stick - Reinforce the
value of successful change via
recruitment, promotion, new change
leaders. Weave change into culture.