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MU0018-Winter Drive-Assignment-2011 - Change Management - Set 1

MU0018-Winter Drive-Assignment-2011 - Change Management - Set 1

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Master of Business Administration-MBA Semester 4
 
Assignment - MU0018
Change Management - Set 1
Winter Drive
November 2011
Submitted By: Pritam D’Souza
 Sikkim Manipal University Registration No. : 571017160
1
=======================X=======================X=========================
 
Name ||
D’Souza Pritam Henry
 Registration Number || 571017160Learning Center Name || Halo Technologies, Thane, MumbaiLearning Center Code || 1976Course || Master of Business Administration - HRSemester || Fourth SemesterSubject || Change Management SET No. || 1Date of Submission at Learning Center || 23
rd
March 2012Marks Awarded ||
Directorate of Distance Learning, Sikkim Manipal University, II Floor,Syndicate Building, Manipal
576 104Signature of the Coordinator Signature of the LCSignature of Evaluator
Halo Technologies and Training Pvt. Ltd. || 65260303 || 9870050750 ||academics@halo.co.in
 
 
Master of Business Administration-MBA Semester 4
 
Assignment - MU0018
Change Management - Set 1
Winter Drive
November 2011
Submitted By: Pritam D’Souza
 Sikkim Manipal University Registration No. : 571017160
2
Q1. What are the requirements for making organizational change.Ans.Cummings and Worley (Organization Development and Change, 1995) describe a comprehensive,five-phase, general process for managing change, including:1) motivating change,2) creating vision,3) developing political support,4) managing the transition and5) sustaining momentum.That process seems suitable for organizing and describing general guidelines about managingchange. Whatever model you choose to use when guiding organizational change, that model shouldinclude the priorities and areas of emphasis described in the following five phases of change. Thecollaborative consulting model described integrates highlights from all of the five phases.
Motivating Change
This phase includes creating a readiness for change in your client organization and developingapproaches to overcome resistance to change. General guidelines for managing this phase includeenlightening members of the organization about the need for change, expressing the current statusof the organization and where it needs to be in the future, and developing realistic approaches about how change might be accomplished. Next, organization leaders need to recognize that people in theorganization are likely to resist making major changes for a variety of reasons, including fear of theunknown, inadequacy to deal with the change and whether the change will result in an adverseeffect on their jobs. People need to feel that their concerns are being heard. Leaders must widelycommunicate the need for the change and how the change can be accomplished successfully.Leaders must listen to the employees
people need to feel that the approach to change will includetheir strong input and ongoing involvement.
Creating Vision
Leaders in the organization must articulate a clear vision that describes what the change effort isstriving to accomplish. Ideally, people in the organization have strong input to the creation of thevision and how it can be achieved. The vision should clearly depict how the achievement of thevision will improve the organization. It is critically important that people believe that the vision isrelevant and realistic. Research indicates that cynicism is increasing in organizations in regard to
change efforts. People do not want to hear the need for the latest “silver bullet” that will completely
 turn the organization around and make things better for everyone all the time. They want to feelrespected enough by leaders to be involved and to work toward a vision that is realistic, yet promising in the long run.Often the vision is described in terms of overall outcomes (or changes) to be achieved by all or partsof the organization, including associated goals and objectives to achieve the outcomes. Sometimes,an overall purpose, or mission, is associated with the effort to achieve the vision, as well.
Developing Political Support 
This phase of change management is often overlooked, yet it is the phase that often stops successfulchange from occurring. Politics in organizations is about power. Power is important amongmembers of the organization when striving for the resources and influence necessary to successfullycarry out their jobs. Power is also important when striving to maintain jobs and job security. Powerusually comes from credibility, whether from strong expertise or integrity. Power also comes from
the authority of one’s position in the o
rganization.Some people have a strong negative reaction when talking about power because power often isassociated with negative applications, for example, manipulation, abuse or harassment. However,
 
Master of Business Administration-MBA Semester 4
 
Assignment - MU0018
Change Management - Set 1
Winter Drive
November 2011
Submitted By: Pritam D’Souza
 Sikkim Manipal University Registration No. : 571017160
3
Adapted from “Field Guide to Consulting and Organizational Development”
power, like conflict,exists in all human interactions and is not always bad. It is how power andconflict are used and managed that determine how power and conflict should be perceived.Matters of power and politics are critically important to recognize and manage duringorganizational change activities. Change often means shifts in power across management levels,functions and groups. To be successful, the change effort must recruit the support of all key powerplayers, for example, senior management, subject matter experts and others who are recognized ashaving strong expertise and integrity.A strong mechanism for ensuring alignment of power with the change effort is to develop a network of power-players who interact and count on each other to support and guide the change effort.Means to manage power can include ensuring that all power-players are involved in recognizing theneed for change, developing the vision and methods to achieve the vision, and organization-widecommunication about the status of change. Any recommendations or concerns expressed by those inpower must be promptly recognized and worked through.
Managing Transition
This phase occurs when the organization works to make the actual transition from the current stateto the future state. In consultations, this phase usually is called implementation of the action plans.
The plans can include a wide variety of “interventions,” or activities designed to make a change in
 the organization, for example, creating and/or modifying major structures and processes in theorganization. These changes might require ongoing coaching, training and enforcement of newpolicies and procedures. In addition, means of effective change management must continue,including strong, clear, ongoing communication about the need for the change, status of the change,
and solicitation of organization members’ continuing input to the change effort.
 Ideally, the various actions are integrated into one overall Change Management Plan that includesspecific objectives, or milestones, that must be accomplished by various deadlines, along withresponsibilities for achieving each objective. Rarely are these plans implemented exactly as planned.Thus, as important as developing the plan, is making the many ongoing adjustments to the plan withkey members of the organization, while keeping other members up-to-date about the changes andthe reasons for them.
 Sustaining Momentum
Often, the most difficult phase in managing change is this phase when leaders work to sustain themomentum of the implementation and adjustment of plans. Change efforts can encounter a widevariety of obstacles, for example, strong resistance from members of the organization, suddendeparture of a key leader in the organization, or a dramatic reduction in sales. Strong, visible,ongoing support from top leadership is critically important to show overall credibility andaccountabilities in the change effort. Those participating in the change effort often require ongoingsupport, often in the form of provision of resources, along with training and coaching. The role of support cannot be minimized
despite its importance during organizational change, the role of support is often forgotten. At this point in a consulting project, it may be wise for you to ensure youhave ongoing support (often from other consultants) that can provide you ongoing objectivity,affirmation, provision of resources and other forms of support. Employee performance management systems play a critical role in this phase of organizational change, including in setting goals, sharingfeedback about accomplishment of goals, rewarding behaviors that successfully achieve goals andaccomplish change, and addressing performance issues.=======================X=======================X=========================

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