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B y K un war Aje et S i ngh B ag he l P GD M {H R} 3044

Ma n h a s t o m o u l d h i m s e l f c o n t i n u o u s l y t o m ee t n e w d e m a n d a n d f a c e ne w s i t u a t i o n s . T h e n t h e q u es ti o n a ri s e w h a t i s t h e o r ga n i z a ti on a l c h a n g e ? the term 'O r ga n i z a ti on a l C h a n g e i m p l i e s t h e cr ea ti o n o f i m b a l a n c e i n t h e e x i s t en c e pa tt e r n o r s i t u a t i o n .What is change?????? • C h a n g e i s t h e l a w o f na t u r e . I t i s n e c e ss a r y w a y o f li f e i n m o s t o r ga n i z a ti on s f o r t he i r s u r viv a l a n d g r o wt h . • • .

The reason for change are categorized as follows. deficiency in existing organizational patterns.Reason for the Change • Change in the organization is a must whether brought about deliberately or unwillingly. . technological and psychological reasons. change in business conditions. change in managerial personnel. size of the organization. government policies.

Models of change • Although there are a lots of change models and theories have been formulated by various experts and management gurus but here we will give a glance on few models of change At first we will discuss about Lewin's Three Step Change Model • .

Lewin's Three Step Change Model • Most theories of organizational change originated from the landmark work of social psychologist Kurt Lewin. manage. and stabilize the change process. and refreezing. changing. . Lewin developed a three stage model of planned change which explained how to initiate. The three stages are unfreezing.

Continue……(from last slide) • • Let us now consider the three stages of change. individuals are encouraged to replace old behaviors and attitudes with those desired by management. Unfreezing The focus of this stage is to create the motivation to change. Managers can begin the unfreezing process by disconfirming the usefulness or appropriateness of employees' present behaviors or attitudes. . In so doing.

The purpose is to help employees learn new concepts or points of view. this stage entails providing employees with new information. mentors. benchmarking the company against world-class organizations. new behavioral models. and training are useful mechanisms to facilitate change . or new ways of looking at things.Continue……(from last slide) • C h an gi n g : Because change involves learning. experts. Role models.

Continue……(from last slide) • Refreezing Change is stabilized during refreezing by helping employees integrate the changed behavior or attitude into their normal way of doing things. Once exhibited. This is accomplished by first giving employees the chance to exhibit the new behaviors or attitudes. Additional coaching and modeling also are used at this point to reinforce the stability of the . positive reinforcement is used to reinforce the desired.


Entry This stage involves the development of. 2. Edgar Huse proposed a sevenstage OD model based upon the original three-stage model of Lewin. 3. The change agent and client jointly explore issues to elicit the problems in need of attention. Scouting .Where representatives from the organization meet with the OD consultant to identify and discuss the need for change. and mutual agreement .Edgar Huse's seven stage Model of Change • In 1980.

This . Planning A detailed series of intervention techniques and actions are brought together into a timetable or project plan for the change process.Continue……(from last slide) 3. the consultant diagnoses the underlying organizational problems based upon their previous knowledge and training. 4. Diagnosis Here. This stage involves the identification of specific improvement goals and a planned intervention strategy.

The stage of 'refreezing' the system. Previously established action steps are implemented.Continue……(from last i de) 5. Stabilization & Evaluation . .Thesl intervention is carried out according to the agreed plans. Action . 6. practices and systems are absorbed into everyday routines. Evaluation is conducted to determine the success of the change process and any need for further action is established. Newly implemented codes of action.

Increase urgency .John P Kotter's 'eight steps to successful change' • Kotter's eight step change model can be summarised as: 2.inspire people to move.get the team to establish a simple vision and strategy. and the right mix of skills and levels. focus on emotional and creative aspects . Get the vision right . Build the guiding team . make objectives real and relevant.get the right people in place with the right emotional commitment. 4. 3.

communicate the essentials.Remove obstacles. Communicate for buy-in .make technology work for you rather than against. enable constructive feedback and lots of support from leaders . and to appeal and respond to people's needs. 5. simply.Set aims that .Involve as many people as possible. De-clutter communications .reward and recognise progress and achievements. Create short-term wins . 6.Continue……(from last slide) 4. Empower action .

encourage ongoing progress reporting .Foster and encourage determination and persistence .highlight achieved and future milestones.ongoing change .Continue……(from last slide) 7. 8. Make change stick .Reinforce the value of successful change via recruitment. promotion. new change leaders. Weave change into culture. . Don't let up .

Any Questions??? Thank You .