Leadership Merged Combined For MId Sem PDF

Leadership and Managing
Change
BITS Pilani Mohammad Faraz Naim

Pilani Campus Assistant Professor, Department of Management, BITS Pilani, Pilani campus
BITS Pilani
Pilani Campus
Contact hour 1&2- Fundamentals of

managing change
21.01.2023
Biographical note
 Dr. Mohammad Faraz Naim, presently working as Assistant

Professor in Department of Management, BITS Pilani, Pilani
campus.
 Ph.D. in Human Resource Management from Indian Institute

of Technology, Roorkee.
 12+ years of rich experience in teaching, research, and

industry.
 Belbin Accredited Professional, MBTI Certified Professional,

Certified People Analytics Specialist
BITS Pilani, Pilani Campus

BITS Pilani
Pilani Campus
Course Handout
Course objectives
 Understand and describe what change management is

and its significance.
 Explain particular models related to change
management,
 Recognize and identify various impediments to change
and strategies to minimize resistance to change.
 Understand Change in Groups, Teams, and
Organizations
 Describe the role of leadership in managing change

Learning objectives
 Overview
 Concept of Change
 Nature of change
 Change management
 The Psychology of change
 Why Organizations Change?
 The Key Drivers of Change
 Different Kinds of Change
 The Need for Change Management

• “Change is a fact of life in businesses today. To
keep pace in a constantly evolving business
world, organizations often need to implement
enterprise-wide changes affecting their
processes, products and people”

Overview
 Managing change is one of the most essential leadership

skills. Knowing how to lead and manage through tumultuous
and unexpected changes can make or break a company.
 Change management needs to happen at all levels of an
organization. In today’s VUCA climate, leaders at all levels in
the organization are involved in managing change.
 Organizational leaders must identify and respond quickly to
market changes and unexpected challenges. Companies
that consistently outperform competitors in profitability,
market share, revenue growth and customer satisfaction
reported greater ability to embrace changes.

Business case of role of
leadership
 The rate of organizational change has accelerated in this
decade. Global research and advisory company Gartner
reports that the average organization has undergone five
enterprise changes in the past three years and 73% of
organizations expect more change initiatives in the next
few years.
 As change initiatives have become more frequent and
widespread, the importance of managing individuals
through change has gained credence. Major changes can
affect organizations across all levels. Many corporate
leaders have concluded that failing to manage employees
through change can be costly.

Concept of change
– Is constant yet varies in degree and direction
– Produces uncertainty yet is not completely

unpredictable
– Creates both threats and opportunities
Managing change is an integral part

of every manager’s job.

Nature of change
• To make something different
• The process of causing a function, practice, or

thing to become different compared to its past
state.
• Change management is a process of transition

from the present state of work to the desired state,
addressing to various people and organizational
factors.

Change management: defined
 Change management is the systematic approach and

application of knowledge, tools and resources to deal with
changes at workplace.
 It involves adopting strategies to handle changes in
external conditions and the business environment.
 Effective change management goes beyond project
management and technical aspects and involves leading
the "people side" of major change within an organization.
 The primary goal of change management is to
successfully implement new processes, products and
business strategies while minimizing negative outcomes.

Effective change management implementation entails change
in employees’ min-sets and behaviors. However, employees
will only alter their mindsets if they see the need for change
and appreciate it as a progression phase. Men et al. (2020)
proclaim that even a small clique of employees who do not
appreciate the change can derail the process of
implementation. Consequently, the following psychological
conditions are needed to implement change-
 Sense of purpose
 Reinforcement systems
 Developing employee skills
 Role models

A practical example….
A new CEO took the helm of a large European retail bank that
employed more than 30,000 people. He set several targets:
doubling the economic profit of the bank, reducing its cost-to-
income ratio to 49 percent (from 56), and increasing its annual
revenue growth from the current 1 to 2 percent to 5 to 7 percent
—all within four years. But retail banking is almost a commodity
business. It could meet these performance goals, the CEO
realized, only by galvanizing its people to deliver far better
customer outcomes at a much lower cost. That meant changing
the culture of the bank by transforming it from a bureaucracy into
a federation of entrepreneurs: managers would be rewarded for
taking charge of problems and deciding, quickly, how to fix them.

Cont’d..
 First, the CEO developed these insights into a story that would
make sense to all of the bank’s employees, top to bottom, and would
persuade them to change their behavior in line with the new
principles.
 He drafted a top-level story of the way he perceived the bank’s
position and refined the story with the help of his executive directors.
 Every director assigned responsibility for each "deliverable" in the
story to one member of his or her team. Each team member then
had to develop a performance scorecard setting out what he or she
would do differently to meet the new goals
 Eventually, the story was told to story to their own direct reports, and
so on down five levels of the organization to the branch managers.

Part of the story told by the director of retail operations, for example,
was the customers’ desire for faster banking processes. One thing
slowing them down, according to the staff of the branches, was the
document imagers, which broke down, on average, every three days.
Ordering a new imager thus became a detail in each branch
manager’s story, and the branch staff could translate the top-level
story—"our customers want faster operations"—into a practical result
that also made their lives easier. At each level of the organization,
employees heard relevant version of the proposed changes from his
or her trusted immediate boss.
How could the CEO know that people really bought into his story? The
secret, he felt, was to ensure that it described how life would be better
for all of the bank’s stakeholders, not just investors and analysts.

Key drivers of Change: Internal and
External
Technology
Global
Workforce
Events
Competition The Economy
Social
Trends
Objects of Change
Physical
Structure
Setting
Culture
Technology People
Change in structure, technology, and people
Why Organizations Change?
 Crises
 Ever-changing technology
 The Changing Global Economy
 Challenging the Status Quo
 Identification of opportunities
 Customer Needs Are Constantly Evolving
 Reaction to internal and external pressure
 Staying relevant
 Facilitating innovation

Cont’d..
 Industry changes
 Performance gaps
 Changing Demographics
 Change for the sake of change
 Something sounds good

Types of changes
First Order Changes Second order changes

(Continuous change) (Transformational change)
Types of Change
Type of Change Characteristics
Planned When organizational change is a deliberate action.
Emergent When change is a spontaneous event to respond to the
external eventualities.
Episodic When change decision is radical. Hence this type of change
is discontinuous.
Continuous When change is ongoing
Developmental` When change intends to improve.
Transitional When change seeks to achieve a specified desired state.
Transformational When change requires to shift the thought process to

achieve the results.
Whole Systems When change requires to account for all the constituents
part of the whole systems.
Planned Change
A process involving deliberate efforts to move an

organization or a unit from its current undesirable
state to a new, more desirable state
Awakening Energizing Unfreezing
Mobilizing Envisioning Moving
Reinforcing Enabling Refreezing

Why we dislike change?
• We tend to exhibit resistance to change.

• Resistance is a Normal Reaction to Disruption
and Real or Perceived Loss

Cont’d..
• The ambiguity and uncertainty that change

introduces
• The comfort of old habits
• A concern over personal loss of status,
money, authority, friendships, and personal
convenience
• The perception that change is incompatible
with the goals and interest of the organization

Successful change
management
1. Top management support and commitment
2. Creating vision for the future
3. Promoting collaboration
4. Address the “human side” systematically
5. Involve every layer
6. Create ownership
7. Communicate the message
8. Assess the cultural landscape
9. Prepare for the unexpected
10. Make it safe to ask questions and share feedback

Leading and managing change
https://www.youtube.com/watch?v=IzhGoTn1V0s

Video: The Elephant, The Rider and The Path – A Tale of
Behavior Change
https://www.youtube.com/watch?v=X9KP8uiGZTs

“Change before you have to.”
– Jack Welch

Caselet
https://docs.google.com/document/d/
1fp_IjmfJjW6jP2Sk8XAI1l0XsCD_kCQd/edit?
usp=sharing&ouid=106865501563224583948&rtpof=true
&sd=true

Supplementary resources
https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/
managingorganizationalchange.aspx
https://www.strategy-business.com/article/rr00006
https://www.mckinsey.com/capabilities/people-and-organizational-
performance/our-insights/the-psychology-of-change-management
https://hbr.org/2005/10/the-hard-side-of-change-management
https://www.forbes.com/sites/hvmacarthur/2019/05/28/leading-change-
management-in-the-modern-workplace/?sh=53e1336f2d37

Next session..
 Why is change difficult?

Questions

Change

Recap..
 Concept & nature of Change

 Change management
 The Psychology of change
 Why Organizations Change?
 The Key Drivers of Change

BITS Pilani
Pilani Campus
Contact hour 3 & 4- Why is change difficult?

28.01.2023
Learning objectives
 Why people resist change

 Managing resistance to change
 The process of managing change
 Uniformity to diversity
 Change Theories / Models/ Frameworks / Approaches to
Organizational Change Management

Backdrop
#Video transcript:
Bust the myth on Change

https://www.youtube.com/watch?v=vG5qbZPlIj8

Overview
• The challenge with changes comes from our tendency to

see them as problems rather than opportunities for learning
and growth. Most people are afraid of changing their
routines because they have either had a tough time
adapting in the past or have witnessed the difficulties
others have had. Why is it so hard to change when
everyone wants the same thing?
• As per research done by Columbia Business School, three

of the reasons why change is so difficult are closely related
to one's mindset: our brains are programmed for laziness;
our brain capacity is finite; and our brains simply don't like
change.
Cont’d..
• People find it difficult to take responsibility for something

they are unsure of rather than viewing it as a learning
opportunity. Instead, they leave the responsibility of
driving change to the person who initiates it. Managing
change requires more than one person.
7
Why people resist change?
• We tend to exhibit resistance to change.

• Resistance is a Normal Reaction to Disruption and Real
or Perceived Loss
• The ambiguity and uncertainty that change introduces
• A concern over personal loss of status, money, authority,
friendships, and personal convenience
• The perception that change is incompatible with the
goals and interest of the organization

Resistance to Change - Individual
Selective Information Force of Habit /

Processing Low tolerance for
change
Individual
Fear of the
Unknown /
Lack of Need for
understanding Economic Factors Security /
Self-
interest
Resistance to Change - Group
Group Inertia
Threat to Structural
Existing Inertia
Relationships
Organizational
Threat to Limited
Existing Focus
Allocations Threat of Change
to Expertise
Resistance to Change
• The Resistance to Change Paradox
– Organizations invite change when change offers
competitive advantage
– Organizations resist change when change threatens
the organization’s structure and control systems
– Organizations must balance stability (permanence)
with the need to react to external shifts (change)
– Resistance can warn off the need to reexamine the
need for change
Sources of Resistance to Change
• Organizational • Individual Sources
Sources
– Habit
– Over determination
– Security
– Narrow focus of
change – Economic factors
– Group inertia – Fear of the

unknown
– Threatened
expertise – Lack of awareness
– Threatened power – Social factors
– Resource allocation
changes
Managing resistance to change
Tactics for dealing with resistance to

change:
• Education and communication
• Participation
• Facilitation and support
• Negotiation
• Manipulation and cooptation
• Coercion
Issues in Managing Change
• Changing Organizational Cultures

– Cultures are naturally resistant to change.
– Conditions that facilitate cultural change:
• The occurrence of a dramatic crisis
• Leadership changing hands
• A young, flexible, and small organization
• A weak organizational culture
Contt’d..
• Handling Employee Stress

– Stress
• The adverse reaction people have to excessive pressure
placed on them from extraordinary demands, constraints,
or opportunities.
• Functional Stress
– Stress that has a positive effect on performance.
– How Potential Stress Becomes Actual Stress
• When there is uncertainty over the outcome.
• When the outcome is important.
Cont’d..
• Making Change Happen Successfully

– Embrace change—become a change-capable
organization.
– Create a simple, compelling message explaining why
change is necessary.
– Communicate constantly and honestly.
– Foster as much employee participation as possible—
get all employees committed.
– Encourage employees to be flexible.
– Remove those who resist and cannot be changed.
Uniformity to diversity
• The subject of diversity is one of the biggest challenges

facing leaders today, and it requires a significant shift in
perspective. Making the jump to a diverse team is critical
for any leader looking to stay at the top of their game.
• Strategic shuffling Get people in the team who are not

“Yes Men”, invite people who bring a different
perspective.

Cont’d..
Shared Thinking
• Involve those people in a project or a problem that could

use some sort of creative boost.
• Discuss an idea and give them time to reflect upon and it

will lead to a vastly improved idea.

Cont’d..
• As a leader one has to be willing to break from the way

we usually do things.
• Many people are more comfortable with old problems

over new solutions.

Cont’d..
• The ambiguity and uncertainty that change introduces

• A concern over personal loss of status, money,
authority, friendships, and personal convenience
• The perception that change is incompatible with the
goals and interest of the organization

Change Theories / Models / Frameworks /
Approaches to Organizational Change
Management

Change management framework / models offer an
approach to transitioning people, processes, and
resources to achieve better outcomes.‘
Change management theory helps people and

organizations focus on the future and make the right
decisions to get to that vision. It helps to streamline
business processes and make employees efficient to
ensure the growth of the organization.

The Change Process (Generic
model)
Diagnosis of
Management
problem and
Forces for change recognition of points of
need for change resistance
Selection of
Consideration
Evaluation methods &
implementation of alternatives
Lewin’s theory of Change
Kurt Lewin
Unfreezing Moving Refreezing
• Provide rationale • Provide information • Implement new

for change that suspects evaluation systems
• Create minor proposed changes • Create minor levels
levels of • Bring about actual of guilt/anxiety about
guilt/anxiety about shifts in behavior not changing
not changing • Implement new
• Create sense of hiring and promotion
psychological systems
safety concerning
change
Adapted from Exhibit 14-3: Process of Planned Change
Exhibit 13–1 The Change Process
Process model of Organizational Change
Unfreezing Changing Refreezing
Lewin’s Three-Step Process

Unfreezing the Status Quo
Desired
State
Restraining
Forces
Status
Quo
Driving
Forces
Time
ADKAR Model of Change
management
The ADKAR Model is an outcome-oriented change management
method that aims to limit resistance to organizational change. Created
by Jeffrey Hiatt, the founder of Prosci, the ADKAR Model is the Prosci
change management methodology.
The word “ADKAR” is an acronym for the five outcomes an individual
needs to achieve for a change to be
successful: Awareness, Desire, Knowledge, Ability and Reinforcemen
t
This powerful model is based on the understanding that
organizational change can only happen when individuals change.
Whereas the Prosci 3-Phase Process is a framework for
organizational change, the ADKAR Model focuses on individual
change—guiding individuals through a particular change

Applying ADKAR in an
organizational context
Goal 1: Create awareness of the need to change
Goal 2: Foster desire to make the change
Goal 3: Provide knowledge on how to change
Goal 4: Ensure that employees have the ability to make the
change
Goal 5: Reinforce the change

Kotter’s change management
theory
• Harvard Professor John Kotter’s 1996 book Leading
Change is a go-to reference on how to successfully
implement organizational change.
• The Kotter 8-step model is very popular because it

provides an easy-to-follow roadmap for change
managers, even if they aren’t experts in the field.
• Each stage outlines precisely what needs to be done in

order to keep a change project on track.

Cont’d..
• The model focuses on creating urgency in order to make a

change happen. Where it comes up short is in its lack of
feedback from all levels.
• Whether it’s making the transition to new business tools,

changing the location, or restructuring processes and
procedures, this framework can help you be highly
successful in your endeavors.
• It walks you through the process of initiating, managing,

and sustaining change, in eight steps.

Iceberg model of Change
• The Change Management Iceberg, proposed by Wilfried

Krüger, addresses organizational change by examining
how managers deal with barriers.
• According to Krüger, using an iceberg metaphor, explains
that many change managers only consider the top of the
iceberg: Cost, Quality and Time ("Issue Management").
• However, below the surface of the water there are two
more dimensions of Change and implementation
Management:
 Management of Perceptions and Beliefs, and
 Power and Politics Management

Cont’d..
Beneath the surface lie more powerful challenges such as perception,

beliefs, power, and politics. Kruger describes four categories of people,
their roles, and potential impacts on the acceptance of a new initiative.
Promoters: They have a positive attitude towards change
Potential Promoters: They have a positive attitude towards the
change but are not entirely convinced of its benefits; they can be
converted to Promoters by managing power and politics.
Opponents: They have a negative attitude and behavior towards
change. Management of perception and beliefs must be used to
change their attitude as much as possible.
Hidden Opponents: They may seem to support change but internally
have a negative attitude towards it.

Cont’d..
When planning for change initiative, consider the three areas

of management that, if implemented, may improve buy in and
outcomes. These are:
Issue Management: The top of the iceberg, which includes
cost, quality, and time.
Management of Perceptions and Beliefs (Attitudes):
Understanding both the outward and hidden perceptions and
beliefs of people must be considered to overcome these
barriers.
Power and Politics Management (Behaviors): For those
involved in the change and need slight convincing, power
and politics can play a valuable role.

Video: The Elephant, The Rider and The Path – A Tale of
Behavior Change
https://www.youtube.com/watch?v=X9KP8uiGZTs

https://www.youtube.com/watch?v=IzhGoTn1V0s
https://www.youtube.com/watch?v=k69i_yAhEcQ

“
“Change cannot be put on
people. The best way to
instill change is to do it
with them. Create it with
them”
– Lisa Bodell
Reading
https://hbr.org/2005/10/the-hard-side-of-change-
management

Supplementary resources
https://www.lifehack.org/604180/why-changing-for-the-better-isnt-as-difficult-as-it-
seems
https://big-agile.com/blog/2022/change-leadership-frameworks
https://www.apty.io/blog/organizational-change-management-models

Next session..
 Individual perspectives of Change management

Thank you!

Change

Recap..
 Why people resist change

 Managing resistance to change
 The process of managing change
 Uniformity to diversity
 Change Theories / Models/ Frameworks /
Approaches to Organizational Change
Management

BITS Pilani
Pilani Campus
Individual perspectives of Change

management
04.02.2023
Learning objectives
 Leadership competency
 Personality
 MBTI
 Self change
 Effective Change Implementation:
Organizational development approaches to
change
 Role of Change Agents
4
Leadership competency

• Leadership competencies are described as leadership behaviors and
skills that, when developed, lead to superior performance. For now we’ll
use the example of “collaboration.” It’s clear that collaborative leaders
generally drive higher engagement and generate greater and more
sustainable results.
• By using a competency-based approach to leadership, organizations
can better identify and develop their next generation of
leaders. Essential leadership competencies and global competencies
have been defined by researchers. However, future business trends and
strategy should drive the development of new leadership competencies.

Hidak & kera (2018) Organizational Change and Leadership
A focus on leadership competencies and skill
development promotes better leadership. However, skills
needed for a particular position may change depending
on the specific leadership level in the organization. By
using a competency approach, organizations can
determine what positions at which levels require specific
competencies. Researchers at the Center for Creative
Leadership have identified some essential leadership
competencies that are consistent among organizations.
They divide the overall structure into competencies for
leading the organization, leading the self and leading
others in the organization

Source: https://exeqserve.com/whats-leadership-management-development-program-edwin-ebreo/

• Consider a group of leaders attend a workshop about
collaboration. Some of those leaders tend to see
things only in terms of their own perspective. They
assume they know the “right” way to do things, see the
world in terms of “one right answer,” have low self-
awareness, and have difficulty admitting to themselves
or others when they are not sure of something.
Imagine how limited their collaboration will be. They
may ask superficial questions of others, mostly to get
their buy-in to what they have already decided,
perhaps trying to act interested in what they have
11-11
Cont’d..
• to say, but others know better than to really

question them. Another group of leaders know
that complex situations require the integration of
multiple perspectives, have no problem exhibiting
vulnerability by saying, “I don’t know all the
answers” and provide a context that makes it
clear that all perspectives are valued and
welcomed. There is no fear that ideas will be
dismissed or discounted or ridiculed. Imagine
how rich the collaboration will be, how engaging
and exciting and generative.
11-12
Cont’d..
More than half of all leaders think like the

first leaders we described above. And only
about 10% think like the second leaders.
That is a real problem.
11-13
Leadership competencies & Hi-Pots
Identification
High potentials are often regarded as the possible future
leaders of an organization. Consequently, the process of
identifying high potentials is very important to both
succession planning and leadership development.
Researchers distributed a survey at a leadership
conference to leaders from a variety of organization sizes
and industries. The survey asked questions about the high
potential identification process as well as the perceived
fairness of the process. The findings revealed that
competencies were used to identify high potentials 69% of
the time.
12-14
Cont’d..
The most important competencies used to identify

high potentials were orientation toward results,
communication skills, adaptability, strategic
skills and ability to make decisions. Additionally,
the survey found that the high potential identification
process, the communication of the process and
evaluation were all significantly related to feelings of
perceived fairness. This example illustrates how
leadership competencies can be used in the
workplace. A fair process for identifying high
potentials, such as a competency approach, may
lead to higher perceived fairness.
Personality: defined
“Personality refers to the

enduring characteristics and
behavior that comprise a
person's unique adjustment to
life”
11-16
Big Five Personality model
11-17
Myers-Briggs Type Indicator
(MBTI)™
• In personality typology, the Myers–Briggs Type
Indicator (MBTI) is an introspective self-report
questionnaire indicating differing psychological
preferences in how people perceive the world
and make decisions. Uses different pairs of
attributes to classify people in 1 of 16 different
personality types.
11-18
Cont’d…
• EI describes a way to describe how people respond and

interact with the world around them
• SN involves looking at how people gather information
from the world around them
• TF focuses on how people make decisions based on the
information that they gathered from their sensing or
intuition functions.
• JP involves how people tend to deal with the outside
world. Those who lean toward judging prefer structure
and firm decisions.
11-19
Myers-Briggs Type Indicator
(MBTI)™
11-20
Cont’d..
• ISTJ - The Inspector: Reserved and practical, they tend to be loyal,

orderly, and traditional.
• ISTP - The Crafter: Highly independent, they enjoy new experiences that
provide first-hand learning.
• ISFJ - The Protector: Warm-hearted and dedicated, they are always
ready to protect the people they care about.
• ISFP - The Artist: Easy-going and flexible, they tend to be reserved and
artistic.
• INFJ - The Advocate: Creative and analytical, they are considered one of
the rarest Myers-Briggs types.3
• INFP - The Mediator: Idealistic with high values, they strive to make the
world a better place.
• INTJ - The Architect: High logical, they are both very creative and
analytical.
11-21
Cont’d..
• INTP - The Thinker: Quiet and introverted, they are known for
having a rich inner world.
• ESTP - The Persuader: Out-going and dramatic, they enjoy
spending time with others and focusing on the here-and-now.
• ESTJ - The Director: Assertive and rule-oriented, they have
high principles and a tendency to take charge.
• ESFP - The Performer: Outgoing and spontaneous, they enjoy
taking center stage.
• ESFJ - The Caregiver: Soft-hearted and outgoing, they tend to
believe the best about other people.
• ENFP - The Champion: Charismatic and energetic, they enjoy
situations where they can put their creativity to work.
11-22
Cont’d..
• ENFJ - The Giver: Loyal and sensitive, they are known

for being understanding and generous.
• ENTP - The Debater: Highly inventive, they love being
surrounded by ideas and tend to start many projects (but
may struggle to finish them).
• ENTJ - The Commander: Outspoken and confident, they
are great at making plans and organizing projects.
11-23
MBTI in leadership
• https://www.youtube.com/watch?
v=33YpaP7Eosc
11-24
Working with Different Personality
Types
• Leaders can work effectively by:
– Understanding one’s own personality and how
they react to others
– Treating everyone with respect
– Acknowledging each person’s strengths
– Striving for understanding
– Remembering that everyone wants to fit in
11-25
Who is a Change Agent
• Change agents are people (individuals or groups) that
not only initiate but also manage change within
organisations.
• They can be internal to an organisation such as

managers or employees, or external such as consultants
who are tasked with overseeing change management.
• A change agent usually focuses his efforts on the effect

of changing technologies, structures, and tasks on
interpersonal and group relationships in the organization.
11-26
Cont’d...
• Anticipates who will lose what

• Plans for the resources people will need to
successfully change
• Effectively communicates the what , when, why and
how of the change
• Creates a change-monitoring system to check
whether plans are being put into action
• Prepares to facilitate the change rather than just make
the change happen
• Looks at how he / she will need to change to work
effectively in the new system.
11-27
Types of Change Agents
1. External change agents: They are generally the
behavioural scientists who specialise in human
behaviour. They work as consultants for the company
anda devise its change strategy.
2. Internal change agents: They belong to the

organisation only and depending on the need where the
change is required, they are selected from different
levels and departments. Internal change agents are
usually the managers who are trained by the consultants
(external change agents) to implement change as on
ongoing process.
11-28
Roles of a Change Agent
• They announce the need for change in the organisation.
• They diagnose the present situation in the organisation,
foresees changes in the environment and helps the client
company in adapting to the changing environment.
• They help in smoothly carrying out the change
process.
• They formulate strategies for change.
• They use behavioural skills to deal with emotional and
social problems of employees.
• He trains the internal change agents to implement the
change process and introduce it further in the
organisation.
11-29
Individual perspective to change
management
• The necessity for the individual change model is that it
makes the organization more effective. The individual
perspective can be viewed in terms of two broad
classifications, the behaviorist category argues that that the
positive reinforcement will have a positive impact in the
organization whereas the physiologist believes that the
external environment and the reason are also the key
factors that should be considered. The change management
has two influential changes which are used widely they
include the reward and incentive programs and the other
influential factor is the level of the participation from the
employees with the reasoning and the critical understanding
as the core basis.
11-30
Cont’d..
• For example one of the warehouses in the United

Kingdom implemented an enterprise resource system in
its business for the effective business performance.
There were products which need to be shipped to
different countries, but the employees were told that the
system is not programmed for such processing even
though the new ERP system can do it. This situation was
due to poor change management in the organization
11-31
Self change

Closing remarks
Leadership competencies can be used to effectively

select, develop and promote leaders in an organization.
Certain factors such as business strategy and future
trends should be taken into account when creating
leadership competencies. All business strategies are
different and HR practitioners should use the business
strategy, including the global business strategy, to drive
the use of competencies in selecting and developing
leaders. By effectively building a unique set of skills for
the organization's leaders, the firm will sustain
competitive advantage.

Cont’d..
• Put employees first, not customers: Giving employees

autonomy and support is key: allowing them the freedom to
take a break if needed, or to decide how to manage
emotions, and supporting the employee if a customer is rude..
• Recent research suggest that when employees felt that their

emotional labor was financially rewarded - with tips or raises,
for example - that performing surface acting was actually
satisfying, and less unpleasant. Understand the role of
emotions and moods to better explain and predict behavior.

Importance of Change
https://www.youtube.com/watch?v=T6psMak_DmM

Case study
https://docs.google.com/document/d/
1A9wz_buaBHPykU6eMfXCuudUldJxUMYo/edit?
usp=sharing&ouid=106865501563224583948&rtpof=true
&sd=true

Additional readings
MBTI assessment
https://www.16personalities.com/free-personality-test
https://www.verywellmind.com/the-myers-briggs-type-indicator-
2795583
https://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/the-
16-mbti-types.htm

Next session..
 Change vs transformation

Questions

Change

Recap..
 Leadership competency
 Personality
 MBTI
 Self change
 Effective Change Implementation:
Organizational development approaches to
change
 Role of Change Agents

BITS Pilani
Pilani Campus
Change vs transformation
10.02.2023
Learning objectives
 Perspectives of change management’

 Change Vs Transformation
 Phases of transformation process
4
Biological perspective
• This approach considers change from the

perspectives of an individual organism as it is
born from the baby, grows to an adult, matures
and ultimately dies.
11-5
Rational perspective
• This alignment is within the power of managers

to manipulate because they are charged with
the best use of resources to achieve
organizational objectives.
11-6
Environment dependent organization
perspective
• The organizational environment is the set of forces

surrounding an organization that have the potential
to affect the way it operates.
• The environment consists of specific and general

forces.
11-7
Contingency perspective
• Contingency theory states that in order to

manage its environment effectively, an
organization should design its structure to fit with
its environment.
• A poor fit between structure and environment

leads to failure, a close fit leads to success.
11-8
Sources of Environmental Uncertainty
• VUCA environment
11-9
Resource dependence perspective
• Resource dependence theory argues that the goal

of an organization is to minimize its dependence
on other organizations for the supply of scarce
resources and to find ways of influencing these
organizations to make resources available.
• Organizations develop various strategies to

manage their resource dependencies and control
their access to scarce resources.
11-10
Institutional perspective
• Institutional theory focuses on the deeper and more

resilient aspects of social structure. It considers the
processes by which structures including schemas,
rules, norms, and routines, become established as
authoritative guidelines for social behavior.
11-11
Contd..
• Scott (1995) indicates that in order to survive,

organizations must conform to the rules and
belief systems prevailing in the environment The
institutional perspective recognizes that
pressure to conform might come from other
organizations as well as social, government,
legal, cultural, or other pressures.
11-12
Process oriented perspective
• Process oriented change perspective addresses

how an organization views change
management as a set of steps followed for a
particular project or an initiative. For the given
transformational effort, it is the strategy and set
of plans focused on moving people through the
change.
• Preparation, management, and reinforcement

stages.
11-13
Adaptation perspective
• Organizations scan the relevant environment,

formulate strategic responses to environmental
cues and make attempts to adapt to changing
environmental context to be sustainable.
11-14
Psychological perspective
• Understanding the perceptions, feelings and

emotions of employees is critical for effective
change management.
11-15
System perspective
• A set of interconnected things.

• For example a human body can be considered
a system, with a range of subsystems like the
muscular and respiratory system.
11-16
Organization Transformation
Transformational change
• According to Head (1997), transformational
change refers to change in the structure, culture
and key processes of an organization.
• As per Chapman (2002), transformational change
requires changes in the attitude, beliefs and
values of the employees.
• As per Stace and Dunphy (2001),
transformational change involves a redefinition of
the overall organization’s strategies, gaining the
employees commitment towards the process of
transformation and reorienting the culture of the
entire organization. 11-18
Cont’d..
• Transformational change means alterations in

certain areas which is caused due to an
interaction with the environmental factors and
creates a need for new behaviors or changes in
the behaviors of the organizational employees.
11-19
Organization Transformation
• Organizational Transformation is a process of
profound and radical change that orients an
organization in a new direction and takes it to an
entirely different level of effectiveness. The
transformation implies a basic change of
character and little or no resemblance with the past
configuration or structure.
• It is a term referring collectively to such activities as

reengineering, redesigning and redefining business
systems. It can occur in response to or in
anticipation major changes in the organization’s
environment or technology. 11-20
Organizational transformation is more
than simply changing the way a
company conducts business. It is
about changing the organizational
culture to adapt to the new challenges.
11-21
Intervention Overview
• Human Process Interventions

• Techno-structural Interventions
• Human Resources Management Interventions
• Strategic Interventions
11-22
Human Process Interventions
• Process Consultation and Team Building

• Third-party Interventions (Conflict Resolution)
11-23
Technostructural Interventions
• Structural Design
• High Involvement Organizations
• Total Quality Management
• Work Design
11-24
Human Resources Management
Interventions
• Goal Setting
• Performance Appraisal
• Reward Systems
• Coaching and Mentoring
• Career Planning and Development
• Management and Leadership
• Managing Work Force Diversity
• Employee Wellness Programs
11-25
Strategic Interventions
• Culture Change
• Self-designing Organizations
• Organizational Learning & knowledge
management
11-26
Culture Change
• Culture change is the most common form of

organization transformation. The number of
culture change interventions has grown
accordingly. Organization culture is also the
focus of growing research and protecting these
implied rights.
11-27
Self-Designing organizations
• Self-designing organizations have built-in capacity

to transform themselves to achieve high
performance in today’s competitive and changing
environment.
• Systemic change process altering most features of
the organization
• Process is ongoing, never finished—continuous
improvement and change
• Need support of multiple stakeholders
• All levels of the organization adopt new strategies
and change behaviors
11-28
Case example
• The automation that digital tools bring saves tons
of work hours and efforts. Some of the real-world
examples of success using digital transformation
are Walmart. It has used AR and VR technology to
give a real-world experience of services and
technology.
• Walmart connects their retailers across the US to
their private supplier factories in China for quicker
supply chain replenishment. To provide accurate
product suggestions
11-29
Steps to Successful Organizational
Transformation
• Establishing a sense of urgency - Examining market and
competitive realities - Identifying and discussing crises,
potential crises, or major opportunities
• Forming a powerful guiding coalition - Assembling a group with
enough power to lead the change effort - Encouraging the
group to work together as a team.
• Creating a vision - Creating a vision to help direct the change
effort - Developing strategies for achieving the vision.
11-30
Cont’d..
• Communicating the vision - Using every vehicle

possible to communicate the new vision and strategies
- Teaching new behaviors by the example of the new
coalition.
• Empowering others to act on the vision - Getting rid of
obstacles to change - Changing systems or structures
that seriously undermine the vision - Encouraging risk
taking and non-traditional ideas, activities, and actions.
• Planning & Implementation of an Intervention Strategy
11-31
Characteristics of transformational
change
 Transformational change is triggered by external
environmental or internal disruptions.
 Change can be characterized as systemic and
revolutionary cause nature of the organization is
altered fundamentally.
 Change demands a new organizing paradigm.
Organization undertaking transformational change
are, by definition, involved in 2nd-order or gamma
types of change. Gamma change involves
discontinuous shifts in mental or organizational
framework.
11-32
Cont’d..
 Change is driven by senior executives and line

management.
 Transformational change requires considerable
innovation and learning. Organizational members
must learn how to enact the new behaviors required
to implement new strategy direction.
• Organization transformation implies radical changes
in how members perceive, think, and behave at work.
These changes go far beyond making the existing
organization better or fine-tuning the status quo.
• They are concerned with fundamentally altering the
organizational assumptions about its functioning and
how it relates to the environment.
11-33
Managerial Implications
• Organizations often experience a brief period of
improved performance, only to return to the status quo.
This creates uncertainty about future transformation
efforts.
• Organizations must implement strategies that will
sustain their competitive advantage. However, to
maximize transformation efforts, they must learn how to
align leadership and all employees with the new ways
of conducting business to sustain the transformation.
• It’s about resources, timelines and budgets. Creating
an effective vision is the first step towards
organizational transformation.
11-34
Cont’d..
• Senior management plays a critical role in an

organization's transformation efforts. Leaders
model the way and set the direction and provide the
vision of the company. Leaders motivate
employees to overcome the obstacles between
what occurs today and what needs to occur in the
transformation for the future. Leadership teams
must inspire all levels of the organization to “want
to” work toward the new outcomes.
• If everyone is energized, but doesn’t know what to
do, transformation will not occur. In addition, if
everyone is energized but follows their own vision,
transformation is impossible. This is where a
strategic plan is key. 11-35
Cont’d..
• Transformation requires a road map to chart direction

and track progress. Without a strategic plan, a company
is put at risk in today’s competitive environment—anyone
can become your competition at any time.
• Translating the strategic plan into action is where most
organizations fall short. Employees are inspired to reach
the future, but are unsure of where to start. The
management of change should not be more complicated
than the actual change being implemented. People need
to know how the change fits with other priorities in the
company, and also the urgency of the specific change.
Employees must be involved in the transformation
process, but management must provide unified
11-36
leadership
ALL ORGANIZATIONS MUST ASSESS
AND REACT TO THEIR
SURROUNDINGS OR RISK BECOMING
OBSOLETE.
11-37
Change vs transformation
https://www.integrify.com/blog/posts/transformation
-vs-change-whats-the-difference
/

Additional readings
https://rocknchange.com/change-vs-transformation/
https://smallbusiness.chron.com/examples-transformational-change-18261.html
https://transformation.work/insights/the-difference-between-change-and-transfo
rmation/

Next session..
 Shaping Culture & Values

Questions

Change
Mohammad Faraz Naim
BITS Pilani Assistant Professor, Department of Management, BITS
Pilani, Pilani campus
Pilani Campus
Recap..
Change vs transformation

BITS Pilani
Pilani Campus
Shaping Culture & Values

25.02.2023
Learning objectives
 Shaping Culture & Values

 Importance of culture
 Leadership culture
 How leaders shape organizational culture?
 How does culture affect leadership?
 Cultural strength, adaptation & performance
 Cultural Leadership
 Values-based Leadership

Culture
Set of key values, assumptions, understandings,

and norms
– Shared by members of an organization
– Taught to new members
• Norms - Shared standards that define what
behaviors are acceptable and desirable
within a group of people

Exhibit 14.1 - Levels of Corporate Culture
6
What is shaping culture ?
Shaping culture requires that all aspects of the

organization work together. Organizations who
thrive at shaping culture are those best able to
align their culture to their overall strategy and
integrate internal processes

Steps for Successful Culture Shaping
Diagnose
Unify
Activate
Integrate
sustain

Leadership culture
 Leadership culture is important to building

organizational culture. Leadership culture is how
leaders interact with one another and their team
members.
 It's the way leaders operate, communicate, and

make decisions. And it's about the everyday
working environment: their behaviours,
interactions, beliefs, and values.

Cont’d..
 Leaders can reinforce values while

simultaneously holding people accountable. This
influence over others can be either positive or
negative based on the leadership style and
execution of strategy, but both effective and
ineffective leadership will shape organizational
culture.
 Leaders must understand their role in shaping

an organisation’s culture

How do leaders shape culture?
 Leaders' values, actions, and the development

of their teams need to visibly reinforce the
culture of the organization.
 Through the example they set, leaders shape
the culture in their words and actions every day.
 These actions then gain momentum through
structures and policies to shape how employees
operate.

Ways leaders should shape culture
 A leader needs to align with the culture and

model desired behaviours.
 A leader needs to understand his or her fit
within the culture and use that awareness to
drive positive change.
 A leader needs to connect with employees’
hearts and minds, aligning to a common
purpose.

Shaping values
 Core values determine a company’s culture – they
form the guiding principles it embraces to inform
behaviours as it moves toward the fulfilment of its
goals and long-term objectives.
 They help prospective employers and employees
identify if they are a good fit.
 They make decision-making more efficient
 They give customers an insight into what a
company stands for.
 They inspire employees to be more aware of the
effects of their behaviour
 They create a spirit of togetherness BITS Pilani, Pilani Campus
How to shape values in the organization ?
1. Assess Your Current Organizational Culture

2. Review Your Strategic Business Plan
3. Determine the Culture Needed to Achieve Your
Plan
4. Decide If Your Values Need to Shift
5. Define What Your Chosen Values Really Mean
6. Incorporate These Values into Organizational
Processes
7. Take your organizational values to the next level
by aligning them with your team’s core
competencies BITS Pilani, Pilani Campus
Cultural Strength, Adaptation
& Performance
 Degree of agreement among employees about the
importance of specific values and ways of doing
things
 Widespread consensus results in a strong and cohesive culture
 Extensive agreement results in a weak culture
 A strong culture is distinguished by firmly held core
values that are organized, shared and transmitted
by employees.
 Leaders need to be role models who demonstrate
behaviours that reflect the company's core values.
 Effective leaders show their employees what
actions they should take to fully embrace
Examples of strong culture
A strong culture is an organizational culture that
has significant influence on the behavior of
employees.
 Shared experiences
 Habits
 Expectations
 Ethical climate
 Traditions
 Tone
 Language BITS Pilani, Pilani Campus
ADAPTATION
Adaptation is an essential skill set, especially in
today's ever-changing, unpredictable world.
Businesses that are adaptive can achieve more
because of their flexible nature.
How To Build A Culture Of Adaptability?

 Define What Adaptability Means To You
 Create A Flat Organization
 Model Adaptability For Your Team
 Embrace Change
 Get Comfortable With Failure
 Exhibit A Growth Mindset
 Show Your Teams How You Can Change Course
 Think Long Term
 Prioritize Cross-Functional Communications And
Leadership
 Leverage External Collaborations

Exhibit 1 - Combining Culture and
Performance
Sources: Adapted from Jeff Rosenthal and Mary Ann Masarech, “High-Performance Cultures: How Values Can Drive Business Results,” Journal of
Organizational Excellence (Spring 2003), pp.3-18; and Dave Ulrich, Steve Kerr, and Ron Ashkenas, Figure 11-2, GE Leadership Decision Matrix, The
GE Work-Out: How to Implement GE’s Revolutionary Method for Busing Bureaucracy and Attaching Organizational Problems- Fast! (New York:
McGraw Hill, 2002), p. 230
21
Performance culture
 A performance culture drives high-achievement

and positive results. This can lead to greater
financial results and can help meet customer
needs.
 Based on a solid organizational mission or
purpose.
 Embodies shared responsive values that guide
decisions and business practices.
 Encourages individual employee ownership of
both bottom-line results and the organization’s
cultural backbone.
Steps to Adopt a High-Achieving
Performance Culture
1. Determine the behavioural changes that will help
you boost business performance.
2. Reframe the mindsets of your employees.
3. Create significant business initiatives to better
reinforce the preferred company culture.
4. Create opportunities for your workers to
overcome challenges in order to change their
behaviors.
5. Change work schedules and assignments to
provide a coherent experience.
6. Focus on implementing employee-centric
changes. BITS Pilani, Pilani Campus
Cont’d..
7. Develop a plan of action

8. Recognize and communicate key data.
9. Provide Measurements to Drive High
Performance
10.Hire the best people for the job

Exhibit 2- Four Corporate
Cultures
25
How leaders shape
organizational culture?
https://www.forbes.com/sites/williamcraig/2019/04/02/how-
leaders-shape-company-culture/?sh=7796c6e91b50

How does culture affect leadership?
?

Cultural leadership
 Primary way in which leaders influence norms

and values to build a high-performance culture
 Cultural leader: Actively uses signals and

symbols to influence corporate culture
Articulates a vision for the organizational culture
that employees can believe in
Ensures daily activities reinforce the cultural
vision.

Cont’d..
 It concerns senior managers and directors in

subsidized cultural institutions; public officials
developing and implementing policy for the
cultural sector; and a huge range of producers,
innovators and entrepreneurs in small companies,
production houses and teams. In the cultural
world, nobody has a monopoly on leadership.
 it means leading culture itself - making work,
productions and projects which show different
ways of thinking, feeling and experiencing the
world - bringing dynamism to the economy and
wider society.
Qualities of cultural leaders
 Determination and an appetite to lead, with a

creative backbone
 Curiosity which stretches across and beyond
the cultural sector, and beyond geographical and
cultural boundaries
 Self-knowledge and an understanding of how to
play to their strengths
 Openness to change and generosity in sharing
their experience with others, and to coaching
and developing their colleagues

Cont’d..
 A passion for culture which drives them and

enthuses others
 A willingness to share responsibility but at the
same time be ultimately accountable for the
success (or otherwise) of their organization, project
or cause.
 Resourceful and optimistic, combining steely
resolve with humility –they should be ambitious for
an organization or cause, not just for themselves

Values-based leadership
 Relationship between leaders and followers that is
based on shared, strongly internalized values
 Created by demonstrating a leaders personal value
and by practicing spiritual leadership.
 Values-based leadership is the idea that leaders
should draw upon their own and others‘.
 It asserts that people are mostly motivated by
values and live according to these beliefs.
 As a philosophy, values-based leadership assumes
that an organisation based around shared values is
likely to be more flexible and productive
Cont’d..
 Leaders who apply this philosophy are likely to

experience certain inner benefits.
 Leaders will make better choices feeling more comfortable to
act upon them.
 Leaders are likely to build better, more trusting, less stressful
relationships with followers.
 Leaders are more likely to feel aligned with their

'authentic self‘.
 A person's values are at the core of their sense
of identity. So by definition, authentic leaders will
always act from their highest values.

Benefits of value based
leadership
Improved communication
Stronger relationships
Increased productivity
Helps in achieving goals
Improved decision-making

Features of values-based leadership
Fairness,
Honesty,
Equality,
Humanitarianism,
Loyalty,
Progress,
Pragmatism,
Excellence
Cooperation

Case study
https://hbsp.harvard.edu/tu/a8ad8820

Next session..
 Culture and Cultural Change

Questions

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Leadership and Managing

BITS Pilani Mohammad Faraz Naim

Contact hour 1&2- Fundamentals of

 Dr. Mohammad Faraz Naim, presently working as Assistant

 Ph.D. in Human Resource Management from Indian Institute

 12+ years of rich experience in teaching, research, and

 Belbin Accredited Professional, MBTI Certified Professional,

BITS Pilani, Pilani Campus

 Understand and describe what change management is

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

 Managing change is one of the most essential leadership

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

– Is constant yet varies in degree and direction

– Produces uncertainty yet is not completely

– Creates both threats and opportunities

Managing change is an integral part

BITS Pilani, Pilani Campus

• To make something different

• The process of causing a function, practice, or

• Change management is a process of transition

BITS Pilani, Pilani Campus

 Change management is the systematic approach and

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

Competition The Economy

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

First Order Changes Second order changes

Transformational When change requires to shift the thought process to

A process involving deliberate efforts to move an

Awakening Energizing Unfreezing

Mobilizing Envisioning Moving

Reinforcing Enabling Refreezing

• We tend to exhibit resistance to change.

BITS Pilani, Pilani Campus

• The ambiguity and uncertainty that change

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

 Why is change difficult?

BITS Pilani, Pilani Campus

BITS Pilani, Pilani Campus

BITS Pilani Mohammad Faraz Naim

 Concept & nature of Change

BITS Pilani, Pilani Campus

Contact hour 3 & 4- Why is change difficult?

 Why people resist change

BITS Pilani, Pilani Campus

Bust the myth on Change

BITS Pilani, Pilani Campus

• The challenge with changes comes from our tendency to

• As per research done by Columbia Business School, three

• People find it difficult to take responsibility for something