Organisational Change Management

• Leadership And Organisational Change.

• Technology Management.
•Attitude Measurement For Change.
• Organisational Culture And Change.
•TQM Practices And Organisational Change.
•Knowledge Management And Change.
 Leadership &Organizational Change
https://www.diva-portal.org/smash/get/diva2:326289/fulltext01
check page 21-23

• Most of the organizations agree now a days that effective

leadership is one of the most important contributors to the
overall organizational performance and change. Intelligent
leaders are those who have a store of skills and knowledge
gained from experience that allows them to manage
effectively and efficiently the tasks of daily life. Effective
leadership is always required to bring effective changes .
• There are some leadership competences that have been
proven and are mandatory for effective and successful
leadership. There are different competences which are very
effective for leaders and which also have connection with the
successful organizational change.
• Virtanen highlights some competencies of leaders and
relates them to successful organizational change in his
model of leader competencies (Virtanen, 2000). The
table here highlights the role of leadership and his/her
competencies with successful organizational change. The
table also defines that these are the most important
capabilities and competences which are helpful and
useful for organizational changes. According to the
different authors the leadership competences are
strongly connected with the successful organizational
change.
• It is evident from the literature that initiating and
coordinating change always requires well developed
leadership skills. This is also true that any change
process mostly face the certain level of resistances, the
effective leader is one who can manage the resistance
and implement successful changes. Recognizing,
addressing and overcoming the resistance is always
lengthy and not an easy process. People resist changes
and especially they resist most to radical changes and it
is only the leader’s ability to overcome.
• Incremental changes often do not require the formal launch
because they are introduced in small doses. These are
normally easy to handle and adopt and are non resistible by
the employees and are normally for a limited time period, and
people working in organization are usually familiar with these
kinds of changes. Radical changes at the other end are difficult
to adopt and also have more resistance, which requires more
than mere leadership competences. Radical changes require
private acceptance and it is a role of senior leaders to aware
people to realize the need of change and therefore to create
willingness to relinquish old style of working in favor of new
ones.
 Technology Management
https://www.newgenapps.com/blog/steps-to-manage-technological-changes-in-business

• Technology Management is set of management disciplines

that allows organizations to manage its technological
fundamentals to create competitive advantage.

• The rate of change in technologies is at a rapid pace. With

advanced technologies coming up like machine learning,
artificial intelligence, big data, predictive analytics etc.
business leaders are facing big challenges in
implementing such systems. Managing technological changes
is not easy and this issue increases further with the size of the
organization.
steps to Implement Technological Changes in Organizations:

• 1. Identifying current loopholes: No technology should

be implemented before identifying the needs. The first thing you need to
do is identify what exactly is not working in your organization. Then you
check why it is not working, whether it is because of lack of talent, less
resource allocation, obsolete technology etc.  If it is the third then you
found your target.

• 2. Select the right technologies: The next step to

implementing new technology is finding the right one.  Select the
technology which is relevant to your business, has worked for your
competitors(if they used it), and is easy for your employees to catch
on.
3. Involve your employees: Involving employees in selection and
implementation of technologies has multifold benefits:
• They will be more open to the idea of a new IT system.
• They will be able to provide insights on what will work for them
and what won’t.
• Employees will be more open to providing inputs from their end
• This will increase their feeling of self-worth
• Employee involvement increases their feeling of security that they
won’t lose their job or lag behind because of new technologies.
• To involve them in decision making take inputs via votes, opinions
of supervisors and collect the ideas and concerns to make a
proper strategy for implementation.
• 4. Early Acceptance:  You need to give a good idea of
implementing a new technology in the initial stage only, even before
actually bringing in it in the organization. This way you will get enough
time to handle resistance from employees and analyze reaction.
• 5. Personal Incentive: The hard fact about implementing new
technology is that employees priority is their benefit and not the
company's. But you need to grow your company for which you need
employees to care for the company. This is a management issue which
will never fade away. So how to deal with it? Simple, offer
incentives. If you convince your employees that the new tech is going
to make their work easy or help them in a specific measurable way
then they will automatically start welcoming change.
6. Focus on Training: Many new implementations fail
because people rush through the training. Improper and
incomplete training is going to lead to a mess. Train your
employees well and give them to work on it and put up
questions. 
7. Pilot Operation: Pilot operation is basically selecting
a small segment of a company and implement new
technology for that section. This minimizes risk, proves
credibility to top management and helps in on boarding
other sections on successful demonstration. 
8. Expectation vs. Reality: One of the biggest failures
while implementing and managing technological
innovations is noticed because of the unreasonable
expectations. It is important to research about industry’s
average ROI and what you might expect based on your
resources. Have planned targets and realistic
expectations and be ready to face some deviations from
expectations. This problem is more evidently seen while
implementing technologies for which too much data is
not easily available and you might face some issues.
 Attitude Measurement For Change
http://www.psychologydiscussion.net/notes/notes-on-attitude-introduction-formation-changes-and-measurement
-psychology/13675

• Social psychologists have devised a number of techniques for

measuring attitudes; these techniques are called attitude
scales.
• The major problem in developing an attitude scale is to select a
series of statements that will have the following characteristics-
(1) an attitude scale should discriminate between people holding
different attitudes.
(2) the scale should cover the entire range of positions on the
attitude.
(3) it should avoid statements that imply positions on several
attitude at the same time.
 Various methods
• 1. Thurston Attitude Scale: To develop an attitude
scale the following steps are involved:
• (i) The first step is to write out a large number of statements,
each of which expresses a viewpoint of some kind towards
the company.
• (ii) Each of these statements is typed on a separate slip
of paper and the judge is asked to place each statement
in one of several piles ranging from statement judged to
express the least favourable view points to statements
judged to ex­press the most favourable viewpoints.
• (iii) Statement judged to express varying degrees of
favourableness between these extremes are placed in the
piles that are judged best to characterise their relative degree
of favourableness.
• (iv) Many judges are used in the process, sometimes as many
as 100 or more. These judges are assisting the construction of
the scale. They are not having their attitudes measured. The
allocation of statements to the several piles is a part of the
process of constructing the scale.
 2. Likert Scale:
• Each statements has five degrees of approval
and ask the person taking the scale of check
one of the five degrees:
• i. Strongly approved
• ii. Approved
• iii. Undecided
• iv. Disapproved
• v. Strongly disapproved
 3. Opinions Survey:
• The specific information can be obtained by the use of
questionnaire that provides for giving opinions about specific
matters such as working conditions, future prospects,
company policies prerequisites etc., the usual practice in
opinion questionnaire is that of obtaining a single response
to each question in either ‘yes’ or ‘no’.
• In Particular the Employees may be asked to check each item
in one of the three ways:
• SATISFIED
• NEUTRAL
• DISSATISFIED
 4. Interviews:
• Still another method of obtaining information about personnel
reaction is the use of interviews. The workers should be
interviewed by the representatives of some outside organizations
such as a consultancy firm or a university department. The
employees are given assurance that the information furnished
will not be used for any administrative function.
• In a guided interview the interviewer asks a series of questions so
that each of which may be answered by a simple Yes or no or by
some other words. In the unguided interview the interviewer
asks more general question to encourage the employee to
express himself and solicit information about his job satisfaction,
job involvement and commitment.
Organisational Culture And Change
• The change processes which we have done
earlier.
 TQM Practices And Organisational Change.
http://www.yourarticlelibrary.com/organization/total-quality-management-tqm-2/45172

• As a corporate culture, TQM is focused on satisfying

current customers with low cost and high quality, and
developing new procedures and controls to achieve
this. When defining TQM, it is better to look at it in
relation to the term ‘total quality’. Total quality is the
quality of work of all people at all levels in all
functional areas. Management in relation to total
quality, therefore, denotes an organizational
improvement in strategy.
• TQM philosophy emphasizes achieving quality
of work by enriching quality of all people
directly or indirectly related to that work,
irrespective of their hierarchical levels and
functional areas. Thus, broadly speaking, TQM
is an organizational improvement strategy,
enforcing desired behavioural changes of the
employees.
• Yet, in another way, we can define TQM as
value addition activities, which focus on the
following four key performance areas in an
organization.
• a. Quality
• b. Process
• c. Equipment
• d. People
• Learning from organizations that have successfully
practiced TQM, it is evident that the most commonly
used TQM technique is the formation of a short-term
problem-solving group for simplifying and
streamlining work practices. The second most
commonly used technique is training. The third
common practice is to have a top-down approach. 
• The other two practices call for developing
relationships with the suppliers and obtaining data
about customers.
• The success of TQM programmes largely
depend on appropriate OB/HR interventions
such as emphasis on continuous training and
development activity, encouraging participation
in management through small group forums,
increasing employees’ motivation, looking after
the career development of employees,
employee empowerment, and infusing
attitudinal changes at the top.
 Knowledge Management And Change
• Knowledge management is essentially about getting
the right knowledge to the right person at the right
time.
• Organisational change raises a conflict because of
its potentiality to imbalance the relationship
between employers and employees.
• Knowledge management can reduce the resistance
through identifying and analysing both definable
and indefinable parameters of individual behaviour.
• Knowledge has to be managed in a way that
both the individual and the organisation can
get benefits of synergy. Hence knowledge
management, is not to motivate people but to
awaken the individual motivation by nurturing
an environment, which enables people to
relate themselves with the organisation.
• When organisation change is imperative,
individual employees’ knowledge becomes the
critical success factor for organisations.
Management of knowledge, therefore, is
crucial to successfully implement changes in
organisation to sustain them in a globally
competitive economy.