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Change Management Mu 0o18
Change Management Mu 0o18
ANS- organizational change has been studied from multiple perspectives at micro
and macro levels. It is one of the many perennial issues in organization and
management theory .We can broadly study them under seven main perspectives.
These are:
1. Environment-dependent perspectives
According to this perspective, organizational change is a function of external
environment and acts as a link between an organization`s internal practice
and procedures with the external world.
2. Contingency perspective
The contingency perspective focuses on the changes related to the structure
of the organization. The structure has two main dimensionsspecialization
and integration. The structure breaks down the complex tasks in the
organization into individual activities and integrates these separate activities
to achieve its purpose. Specialization is division of labor.
3. Resource-dependent perspective
As per this perspective, external stakeholders have control over the
organization. The external stakeholders` prominence in controlling the the
organization can be revealed by looking into power structure at the highest
level. The evidence of resource dependence is reflected in management
control, resource allocation, regulation, fund raising and so on. The groups
and organizations in the environment that have control over its resources
take control and the dependency on these is high.
4. Population-ecology perspective
The population advocates studying the population of multitude of
organizations instead of focusing on only one.
Population refers to organizations in a particular sector that occupies an
ecological niche in the environment where there are multiple niches. These
multiple niches provide resources for the organization. In order to survive in
their niches, organizations keep developing distinctive capabilities, skill,
patterns of behavior and management systems suited only for their specific
niches.
Q2. Explain the various steps at which control takes place in a Change
Management Process
Change Management Process Control:
In the change management process, controlling takes place at various steps, which
are as follows:
Step 1: Preparation for change
a) The required change has to be identified
b) Determination of the major concern and issues need to be determined
c) The obstacles or hurdles to be identified
d) Calculating the involvement of risk and determination of the cost of change
e) Understanding the reasons for resisting the change
f) A suitable method to be devised recognizing the requirement for change and
identification of the present position.
Step 2: Building a vision
a) Formulating a clear vision
b) helping people in identifying what is involved in a change i.e. the proposal for
change, the actions needed for it and its impact.
c) The ways to manage the change.
Step 3: Plan the change
a) Developing an appropriate strategy for the introduction of change
b) Designing of the change
c) Making available the complete details of what is involved in the change and
explain the need for change.
d) Involve people in planning the change.
e) All those who are concerning with the change to be communicated the plan
f) A timeframe to be devised for change
g) A plan of action to be made for monitoring change
h) Understanding the reasons for the resistance of change
Step 4: Implementing the change
a) The activities involved in implementing the change follow
b) The change management strategy to be implemented
c) Keeping the records of the progress
d) Assuring change is taking place and it is permanent in nature
e) Identification of the gaps and working upon weaknesses
f) Resistance to be overcome
g) Involvement of stakeholders who will be the recipients of change
h) An effective reward or incentive system to be developed
i) Adopting all the strategies related to change
Step 5: Monitoring and reviewing change
a) Change to be recorded and monitored
b) Assessing progress as compared to the set targets
c) Ensuring the achievement of the desired results
d) Determining the success of the project
e) Monitoring how the stakeholders perceive the change situation
f) Helping people who are not responding to the change
g) Sustenance of the change, without any backsliding
Q.3 Discuss the various factors affecting the choice strategy.
Ans.3 A number of factors need to be considered while choosing a proper change
strategy. A mix of strategies can be adopted depending upon a number of factors.
(i)
(ii)
(iii)
(iv)
(v)
(vi)
(Vii) Dependency FactorThe managements ability to command or demand is limited if the organization is
more employee-oriented. Therefore, the management will have to involve the
individuals in the organizational change. On the other hand, if the management is
powerful and authoritarian, the ability of the individuals in an organization to
oppose or resist any management decision for affecting a change is limited.
Q.4 what do you mean by organizational Effectiveness? Explain the
approaches involved in achieving Organizational Effectiveness.
ANS-As a wider concept, organizational effectiveness as represented by several
perspectives comprises an organizations fit with its external environment,
configuration of its internal subsystems for high performance, emphasis upon
organizational learning and ability to satisfy the needs of key stakeholders.
Organizational effectiveness has been defined as the degree of goal achievement.
The determination of an organizations goal is crucial in evaluating effectiveness of
an organization. The first step in the determination of goals is to distinguish
between official and operative goals.
Approaches to organizational Effectiveness:
(i)
(ii)
(iii)
(iv)
(v)
Market share and penetration are the success mantras and the focus is on
sidelining the competitors, escalating share price, and market leadership.
The organizational culture is the lower left quadrant. The hierarchy culture is
formal and structured. People are governed by good coordinators and better
organizers.
Q.6 write a brief note on the following:
A) Kurt Lewins Model of Change:
In order to ensure that change is permanent, Kurt Lewin described the three phases
of the change process which can enable the organization to move from the current
state to the desired state-Unfreezing, Changing and Refreezing.
Process Model of Organizational Change
Unfreezing: This stage is designed to make the employees aware and prepared
for the proposed change. Unfreezing leads to a clean state so that new ideas and
practices can be written on this, which can be accepted as the organizations style
of operation.
Changing: The next stage is the redefinition of behavior patterns. This is done once
the unfreezing process leads the members of the organization to recognize the need
for change and they are ready to accept such a change.
Refreezing: It is a final stage and represents the part where new behavior is
adopted as the normal way of life. In order for the change to be successfully
completed, the new behavior has to fully replace the old behavior and irreversible
under the changed circumstances.
B )Burke-Litwin Model of Organizational Performance and Change:
It adopts the open system approach towards an organization. In this model, the
external environment serves as the input dimension and the individual and the
organizational performance serves as the output dimension. The other remaining
components in this model refer to the primary throughput dimensions. The
feedback loop links the input with the output; and the arrows are bi-directional.
There are many reasons that results in change in organizations. This model helps in
the identification of different drivers of change and considers the implications for
change. Important elements of organizational success, such as mission and
strategy, leadership and organizational culture, are often impacted by changes that
originate outside the organization. It is your job to understand these external
changes and identify the implications for you and your team.
END