Professional Documents
Culture Documents
of
Change
Prof Bharat Nadkarni
Management of Change
What is Business?
Management of Change
Percentage surviving
38
10
21
15
14
20
10
25
50
75
100
0.50
Innovate or Perish
1.
2.
3.
Technological change
4.
5.
Learning organisation
A .. D .. R .. L ..I
Approach or Planning
Deployment or Implementation
Result
Learning
Improvement
Eliminate
2.
Simplify
3.
Integrate
4.
Automate
Management of Change
Organisational Effectiveness
Productivity
Profits
Efficiency
Quality
Accidents
Growth
Absentism
Turnover
Job Satisfaction
Motivation
Morale
Control
Conflict/Cohesion
Readiness
Stability
Goal Consensus
Internalisation of
Org. Goals
Managerial
Interpersonal Skills
Managerial Task
Skills
Information Mgmt
& Communications
Flexibility/Adaptati
on
Management of Change
Customers
Employees
Government
Society
Management of Change
Management of Change
Innovation
The NDB Concept
Managing Change
Jack Welsh Theory
Management of Change
Emerging Waves
Factor
Yesterday
Today
Economy
Characteristic
Market
Players
Kind of Players
Price Level
Consumer
Technology
Quality
Delivery
Pricing
Needs
Response
Relation
Approach
Style
Protected
Monopolistic
Sellers
Few
National
High
No choice
Open
Competitive
Buyers
Several
Global
Dropping
Multiple Choice
Low
High
Average
Weeks/Months/Years
High
Limited
Sluggish
Curt
Mass
Arrogant
High
Off the shelf
Cut-throat
Enhanced
Quick
Respect
Personalised
Understanding
Management of Change
New
Vision oriented
Value focused
Total quality
Customer driven
Stake holder focused
Speed oriented
Innovative, entrepreneurial
Flat, empowered
Information based
Cross functional
Flexible, learning
Global
Management of Change
Test Your Memory
When did you last see, or hear about these?
Typewriter / Stencils / Cyclostyling
Telex / teleprinter / telegram
Fountain pen / ink / blotting paper
Pagers
Slide rule
VCR
On the way out: Fax / Film roll / conventional
telephone
9 to 5
Management of Change
Management of Change
Intriguing Ineptitude
An oft-repeated clich: The only thing constant in life is
change
Yet, we are hopelessly clumsy at managing change.
Most attempts at change not only fail to lead to
improvements, but also result in organizational trauma.
Management of Change
Management of Change
The Typical Change Process
A key person has a brilliant idea
Overcome by the brilliance of his own idea, he is in a
tearing hurry to implement it.
He is totally insensitive to the immune system of his
organization.
He follows through unilaterally. Result:
Surprise
Anger
Rejection
Management of Change
Remember !!
The brilliance of an idea is not enough
Change strikes fear in the subconscious minds of those
affected by it.
Therefore, it must be communicated & sold wellin order
to be understood.
The time invested in this preparatory phase of
communicating the need for, and advantages of, change
is vital for the success of any change effort.
Management of Change
The Successful Approach: I4
Inform
Highlight the dangers lurking round the corner
Establish the need for change
Inspire
Highlight the benefits from change
Implement
Involve people
Allow experiments & tolerate failures
Institutionalize
Celebrate successes
Management of Change
Involves 3 steps
TQM : MURA
Innovations & Discrepancies in the system
Happens sometimes
Happens at some places
Happens to some people
Thank You
Competency Clusters
Business
Knowledge
Customer
Focus
Communicatio
n
Result
Focus
Innovati
Proactiviton
Leadership
Collaboratio
n
Adaptability
Conceptual Thinking (Futuristic,
DM, PS)
Management Games
1. Decision Making 2 situations
2. Coin game
3. Pattern Process making game
4. Negotiation game
5. Situation Role play Henri Gogaj game
6. Village game
7. Taxi Taxi driver game
8. Mumbai Pune Expressway game
9. Team Role play game
10. Coffee shop game
11. Maths score
12. Case study
a. New Year Booking b. Termination c. Leave sanction
Creating a vision
a. Describing the core ideology
b. Constructing the envisioned future
3.
Sustaining momentum
a. Providing resources for change
b. Building a support system for change agents
c. Developing new competencies and skills
d. Reinforcing new behaviours
e. Staying the course