HOW WE CAN MAKE THE

CHANGE EFFECTIVE…
ACTIVITIES-EFFECTIVE
CHANGE MANAGEMENT

1. MOTIVATING CHANGE
2. CREATING VISION
3. DEVOLOPING POLITICAL
SUPPORT
4. MANAGING THE
TRANSITION
5. SUSTAINING MOMENTUM
MOTIVATING CHANGE-

1. Creating Readiness for change-

 Sensitize organizations to
pressures for change
 Reveal difference between
current and desired states
 Convey credible positive
expectations for change
2. Overcoming Resistance to
Change

 Empathy & support

 Communication
 Participation & involvement
 Sensitize the pressure-
1.High pressure leads to change
2.Heavy foreign competition,
rapidly
changing technology, draw of
global markets
3.New leadership, poor product
quality, high production cost,
absenteeism.
 Make more sensitive to pressure
1.keep watching the surroundings
2.visiting other organizations-new
ideas , methods
3.benchmarks
 Reveal difference between current & desired
state-
1.generating a felt need for change
2.Information about the current functioning is
gathered & compared with desired states of
operation.
2.difference motivate to initiate
corrective changes
3.provide the feedback about current
organizational functioning-it energize the action
of change
 Convey credible positive expectations for
the change-
1.Positive expectation play a major
role
2.Expectation about success develop
greater commitment.
3.Communicate realistic, positive
expectations about change.
Empathy & support-
1.Learn how people are experiencing
change
2. Active listening
3. Make aware every one that they are
responsible for managing change.
 Communication-
1.rumors & gossips adds to the
anxiety
2.change information-through
meeting & presentations
 Participation & involvement
1.Make aware that everyone is
important
2.Results in diversity of ideas &
information
CREATING A VISION

 A vision describes the core values & purpose

that guide the organization as well as an
envisioned future toward change is directed.
 It provides a valued direction for designing ,
implementing and assessing organizational
change.
 3. vision energize commitment to
change.
4. leaders have an active role.
 a)-DESCRIBING THE CORE
IDEOLOGY.
b)-CONSTRUCTING THE
ENVISIONED FUTURE.
 DESCRIBING THE CORE IDEOLOGY
.core ideology describes
organization’s core values &
purpose.
.stable over time.
.core values-normally 3 to 5
principles / beliefs that have stood
the test of time & represent what
the organization stand for?
.core values are ‘values in use’ &
inform members what is important in the
organization.
.eg- DISNEY companies have values
around wholesomeness & imagination.
.define true nature of the firm & can’t
be separated from them.
 Core purpose-idealistic motivation
that brings people to work each day.
It is not a strategy , it describes
why the organization exists.
strategy describes how an objective
will be achieved.
 Example-slogan
DISNEYLAND was guided by
essential purpose of -“creating a
place where people can feel like kids
again”.
APPLE- “changing the way people
do their work”.
CONSTRUCTING AN ENVISIONED
FUTURE

 Includes the following elements

that can be communicated to
members…….
Bold & Valued outcomes:
.Descriptions of envisioned future
often include specific performance&
human outcomes that the
organization would like to achieve.
 Desired future state:
.This element specifies what the
organization should look like to achieve
bold & valued outcomes.
.It is a passionate & engaging statement
intended to draw organization members to
future.
.The organization features described in the
statement help define a desired future
state toward which change activities
should move.
DEVOLOPING POLITICAL
SUPPORT:
.Attempts to change organization
may threaten the balance of power
among groups.
.it results in political conflicts &
struggles.
.some groups will become less
powerful & others will gain
influence.
1.ASSESSING CHANGE AGENT
POWER
2.IDENTIFYING KEY STAKE
HOLDERS
3.INFLUENCING STAKEHOLDERS
ASSESSING CHANGE AGENT POWER-

 Change agent may be the leader of

the organization/department
undergoing change.
 In addition to one’s formal position-
three sources of personal power….
1.knowledge
2.personality
3.others support
IDENTIFYING KEY
STAKEHOLDERS-
 Change agents can identify powerful
individuals & groups.
 Staff groups, unions, departmental
managers, top level executives.
 Once stakeholders are identified,
crating a map of their influence
 This provide information about which
people & groups need to be influenced
to accept & support the changes.
INFLUENCING STAKEHOLDERS-
 Gaining the support of key
stakeholders to motivate a critical
mass for change.
 3 strategies
1.Playing it straight
2.Using social network.
3.Going around social system.
PLAYING STRAIGHT:
 Determining the needs of
particular stakeholders and
presenting information about how
the change can benefit them.
 Information & knowledge can
persuade people about the need
& direction for change.
 Success lies on change agent’s
knowledge base.
Using social networks-
 Forming alliances with other
powerful individuals and groups.
 Dealing directly with key decision
makers, using formal & informal
contacts to gain information.
 Change agents try to use their
social relationship to gain support
for change.
Going around the formal system:
 This strategy relies on a strong
personality base of power.
 It involves purposely
circumventing organizational
structures and procedures to get
the changes made.
MANAGING THE TRANSITION:
 Transition state is quite different
from the present state of the
organization & require special
management structures & activities.
1.Activity planning
2.Commitment planning
3.Management structures
ACTIVITY PLANNING:
 This involves making a road map for
change, citing specific activities and
events that must occur if the transition is
to be successful.
 It should gain top management approval,
be cost effective.
 Provide mid point goals:
It represents desirable organizational
condition between the current state &
desired future state
It give more concrete & manageable steps
and benchmark for change.
COMMITMENT PLANNING:
 Identifying key people & groups
whose commitment is needed for
change.
 A part of developing political
support.
CHANGE- MANAGEMENT
STRUCTURES:
 This management structures should
include people who have the power
to mobilize resources to promote
change, respect of existing
leadership & interpersonal and
political skills to guide the change
process.
 Alternative management structures:
1 .the chief executive manages the
change effort.
2.A project manager is temporarily
assigned to coordinate the transition.
3.Representatives of the major
departments involved in the change
jointly manage the project.
4.Natural leaders who have confidence &
trust of large employees are selected.
SUSTAINING MOMENTUM:
 FOLLOWING FIVE ACTIVITIES CAN HELP
TO SUSTAIN MOMENTUM FOR
CHANGE……..
1. PROVIDING RESOURCES FOR CHANGE.
2. BUILDING A SUPPORT SYSTEM FOR
CHANGE AGENTS.
3. DEVOLOPING NEW COMPETENCIES AND
SKILLS.
4. REINFORCING NEW BEHAVIORS
5. STAYING THE COURSE.
PROVIDING RESOURCES FOR CHANGE:

 ADDITIONAL FINANCIAL & HUMAN

RESOURCES.
 TRAINING
 CONSULTATION
 DATA COLLECTION
 FEEDBACK
 SPECIAL MEETING
 A SEPARATE “CHANGE BUDGET”
THAT EXISTS ALONG WITH CAPITAL
& OPERATING BUDGET CAN ENMARK
RESOURCES NEEDED FOR TRAINING
MEMBERS……
BUILDING A SUPPORT SYSTEM FOR
CHANGE AGENTS:

 TENSION FOR CHANGE AGENTS.

 CHANGE AGENTS MAY NEED TO
CREATE THEIR OWN SUPPORT
SYSTEM…
 IT INCLUDES A NETWORK OF
PEOPLE WITH WHOM THE CHANGE
AGENT HAS CLOSE PERSONAL
RELATIONSHIP.
DOVELOPING NEW COMPETENCIES
AND SKILLS:
 Changes can not be implemented unless
members gain new competencies
 Change agents must ensure the learning
 They must provide multiple learning
opportunities
1.traditional training programs
2.on the job counseling
3.simulation
Aim is to develop both technical & social
skills…..
REINFORCING NEW
BEHAVIOURS:
 Reinforce the kind of behaviors
needed to implement the change.
 Link formal rewards directly to the
desired behaviours.
 Desired behaviours can be
reinforced more frequently
through…
1.informal recognition
2.encouragement& praise
STAYING THE COURSE

 If the organization changes again

too quickly or abandons the change
before it is fully implemented the
desired results may never
materialize..
 Major reasons for why managers
fail to keep a study focus on change
implementation are…..
1. Many managers fail to anticipate the
decline in performance, productivity,
satisfaction as change is implemented…
2. Change need additional expense..
3. Perfectly good change project often
stopped when questions are raised about
short- term performance declines..
4. Lack of patience..
5. Bulk of ideas…
Reference
 Stephen P Robbins, Organizational
behaviour,12e,PHI.
 Fred luthans, Organizational
Behaviour,8e,Irvin/McGrawHill.
 R.K.Gupta, Managing Change, PHI.
 Dr.K.Harigopal,Management of change
 Cummings&Worley,Organizational
change and development,7th edition
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