Organizational Change-03

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ORGANISATION BEHAVIOR AND DEVELOPMENT : 

ORGANISATION BEHAVIOR AND DEVELOPMENT CHAPTER-VIII Organizational Change PRESENTED BY: HITESH MULE MBA(HRM)

ORGANIZATIONAL CHANGE : 

ORGANIZATIONAL CHANGE INDEX: Nature, Levels and Dilemmas of change….. Pressure for change… The Domino Effect…. Responses to change… Force Field Analysis…. Change Process, Resistance to change….

CONCEPT OF ORGANIZATIONAL CHANGE…. : 

CONCEPT OF ORGANIZATIONAL CHANGE….

WHAT IS CHANGE? : 

WHAT IS CHANGE? “The change means any alteration which occurs in the overall work environment of an organization.”

ORGANIZATIONAL CHANGE… : 

ORGANIZATIONAL CHANGE… When organizational system is disturbed by some internal or external forces, change frequently occur. Change as a process, is simply modification of the structure or a process of a system, taking consideration that it may bad or good.

NATURE OF CHANGE…. : 

NATURE OF CHANGE….

HOW TO IMPLEMENT CHANGE? : 

HOW TO IMPLEMENT CHANGE? Hiring new employees- Changing the work Purchasing new technology- Changing the work method Rearranging work stations- Changing work stations

CHANGE IS PROBLEMATIC…. : 

CHANGE IS PROBLEMATIC…. The management of ‘Change’ has been added to the traditional managerial functions of control and planning. Organization must be prepared for false start, mistakes, and controversial experiments.

CHANGE AS A SOCIAL PROCESS…. : 

CHANGE AS A SOCIAL PROCESS…. Change is interactive and people rarely passive accept their roles according to some predetermined strategic roles. People develop their own strategies and responses making change open ended.

THE HUMAN CONSEQUENCES OF CHANGE…. : 

THE HUMAN CONSEQUENCES OF CHANGE…. For junior managers at work have to take new tasks, learn new skills and face other uncertainty. COPING WITH CHANGECAN BE A MAJOR PROBLEM

CHANGE, THE ONLY CONSTANT…. : 

CHANGE, THE ONLY CONSTANT…. Source: Ascent-Moves up in the life 17th Feb. 2010

Prithvi Shergill, HR, Lead, Acenture India….. : 

Prithvi Shergill, HR, Lead, Acenture India….. Employees need to ensure that they are partners in change journey by ensuring well planned, directed, measured and managed. You can provide the leadership to help colleagues by setting agenda for theirfor their team, gain commitment to the change goals and prevent destraction.

Prithvi Shergill, HR, Lead, Acenture India….. : 

Prithvi Shergill, HR, Lead, Acenture India….. Focus is on acquiring critical knowledge, Skills, Process and tools that enables you to succeed in new environment. Supporting widespread acceptance by taking personal responsibility for change in the future and will multiply accountability for delivering the value of change

TYPES OF CHANGES…. : 

TYPES OF CHANGES….

TYPES OF CHANGES…. : 

TYPES OF CHANGES…. INDIVIDUAL CHANGE It is commonly due to the job assignment, transfer of employees etc.

TYPES OF CHANGES…. : 

TYPES OF CHANGES…. GROUP LEVEL CHANGE: It is due to the informal group and formal group when job design, social organization, influence and status of system and communication pattern get affected.

TYPES OF CHANGES…. : 

TYPES OF CHANGES…. ORGANIZATIONAL CHANGE Strategic Change:- It is the basic objective or mission of the organization. e.g. Profit maximization planning

TYPES OF CHANGES…. : 

TYPES OF CHANGES…. Structural Change:- It involves changing the internal structures. Process Oriented Change:- It involves Operational Change, Technological Change etc.

TYPES OF CHANGES…. : 

TYPES OF CHANGES…. People Oriented Change:- It direct towards the Performance Improvement, Group Cohesion, Dedication and Loyalty and also developing Self-actualization among members.

LEVELS OF CHANGE…. : 

LEVELS OF CHANGE…. PLANNED CHANGE:- Satisfying economic need of employees To increase profitability To promote human work for human being To contribute to individual satisfaction and social well being

LEVELS OF CHANGE…. : 

LEVELS OF CHANGE…. B) Unplanned Change:- Changes in Legal and Government policies Changes in Social, Economical, Environmental factors Changes in Global policies

PRESSURE FOR CHANGE…. : 

PRESSURE FOR CHANGE….

PRESSURE FOR CHANGE…. : 

PRESSURE FOR CHANGE…. EXTERNAL PRESSURE:- External force for change originates outside the organization. 1) Demographic Characteristics: a) Workforce are more diverse b) Business imperative to effectively manage diversity

PRESSURE FOR CHANGE…. : 

PRESSURE FOR CHANGE…. 2) Technological Advancement: “The factory of the future will have only two employees, a man and a dog. The man will be there to feed the dog. The dog will be there to keep the man from touching the equipment.” -Warren Bennis

PRESSURE FOR CHANGE…. : 

PRESSURE FOR CHANGE…. 3) Market Change Deliver high quality product at lower prices. 4) Social and Political Pressure

PRESSURE FOR CHANGE…. : 

PRESSURE FOR CHANGE…. B) INTERNAL PRESSURE: Internal pressure comes from inside the organization. Human Resource Problem These problem stem from employee perception about how they are treated at work and the match between individual and organization need and desires.

PRESSURE FOR CHANGE…. : 

PRESSURE FOR CHANGE…. 2) Managerial Behavior/ Decisions: Excessive interpersonal conflicts between managers and their subordinates is a sign that change is needed.

THE DOMINO EFFECT…. : 

THE DOMINO EFFECT….

THE DOMINO EFFECT…. : 

THE DOMINO EFFECT…. CHANGE IN ITSELF WILL LEAD TO CHANGE IS THE LOGIC BEHIND DOMINO EFFECT. The DOMINO EFFECT indicates that some changes, small in itself, will cause a similar change nearby, which then will cause another similar change, and so on linear sequence

RESPONSES TO CHANGE…. : 

RESPONSES TO CHANGE….

RESPONSES TO CHANGE…. : 

RESPONSES TO CHANGE…. 1) Employee can’t foresee how change will affect them, They resist or be neutral. 2) If Change is not compatible with need. 3) If employee thinks Change due to their objection. 4) If Change is in their best interest, and motivated to accept it.

REACTIONS OF EMPLOYEES AND MANAGERIAL SOLUTIONS…. : 

REACTIONS OF EMPLOYEES AND MANAGERIAL SOLUTIONS…. DISENGAGEMENT:- Focus on basic work to be done. Managerial Solution:- Drawing the employees towards intention of productivity

REACTIONS OF EMPLOYEES AND MANAGERIAL SOLUTIONS…. : 

REACTIONS OF EMPLOYEES AND MANAGERIAL SOLUTIONS…. 2) MISIDENTIFICATION If employee think that their identity threaten by change. Managerial Solution:- Provide empathy and support Open communication, Participation, and Emotional Support to be given by Personnel Managers.

REACTIONS OF EMPLOYEES AND MANAGERIAL SOLUTIONS…. : 

REACTIONS OF EMPLOYEES AND MANAGERIAL SOLUTIONS…. 3) DISENCHANTMENT Expressed by negative feeling or anger Managerial Solution:- Bring employees from negative feeling tom positive feeling.

REACTIONS OF EMPLOYEES AND MANAGERIAL SOLUTIONS…. : 

REACTIONS OF EMPLOYEES AND MANAGERIAL SOLUTIONS…. 4) DISORIENTATION Employees lost, Confused and Unsure about their feelings ANALYSIS-PARALYSIS Managerial Solution:- Diagnose the reaction of employees.

FORCE FIELD ANALYSIS…. : 

FORCE FIELD ANALYSIS….

FORCE FIELD ANALYSIS…. : 

FORCE FIELD ANALYSIS…. Force field theory demonstrates how forces for and against change balance and how the organization is balanced at anytime. The principle developed by KURT LEWINS is a significant contribution to the field of social science, social psychology, organizational development, process management & change management.

FORCE FIELD ANALYSIS…. : 

FORCE FIELD ANALYSIS…. PURPOSE: Force field analysis is a general tool for systematically analyzing the factors found in complex problems in term of factors or pressure that support the status quo those pressure the support change is desired.

FORCE FIELD ANALYSIS…. : 

FORCE FIELD ANALYSIS…. Defining the problem Defining the change objective Identifying the driving forces Identifying the Restraining forces Developing the comprehensive change strategy

Driving Forces : 

Driving Forces Factors that push toward the new, more desirable status quo

Restraining Forces : 

Restraining Forces Factors that exert pressure to continue past behaviors or to resist new actions

LEWIN’S FORCE FIELD THEORY OF CHANGE…. : 

LEWIN’S FORCE FIELD THEORY OF CHANGE…. Lewin’s model proposes that for change efforts to be successful the three stage. Unfreeze Change Refreeze

LEWIN’S FORCE FIELD THEORY OF CHANGE…. : 

LEWIN’S FORCE FIELD THEORY OF CHANGE…. Unfreezing Reducing the forces for Restraining Forces

LEWIN’S FORCE FIELD THEORY OF CHANGE…. : 

LEWIN’S FORCE FIELD THEORY OF CHANGE…. Moving/ Change: Developing new attitudes, values and behavior.

LEWIN’S FORCE FIELD THEORY OF CHANGE…. : 

LEWIN’S FORCE FIELD THEORY OF CHANGE…. Refreezing: Reinforcing new values, attitudes and behavior.

CHANGE PROCESS…. : 

CHANGE PROCESS….

CHANGE PROCESS…. : 

CHANGE PROCESS…. Becoming aware of pressure for change Recognizing the need for change Diagnosing the problem

CHANGE PROCESS…. : 

CHANGE PROCESS…. Planning the change Implementing the change Following up on the change

RESISTANCE TO CHANGE…. : 

RESISTANCE TO CHANGE….

RESISTANCE TO CHANGE…. : 

RESISTANCE TO CHANGE…. RESISTANCE BY EMPLOYEES ECONOMIC CAUSES 1)Fear of losing jobs 2)Insecurity of jobs 3)Doubt about future 4)Fear and increased work load

RESISTANCE TO CHANGE…. : 

RESISTANCE TO CHANGE…. B) PERSONAL CAUSE Requirement of training Boredom and monotony Non-involvement in decision making

RESISTANCE TO CHANGE…. : 

RESISTANCE TO CHANGE…. C) SOCIAL CAUSE Need for new social adjustment Taking change as pressure Orthodox mentally

RESISTANCE TO CHANGE…. : 

RESISTANCE TO CHANGE…. RESISTANCE BY MANAGEMENT INCREASE IN RESPONSIBILITY CHANGES ON EXPERIMENTAL BASIS INDIFFERENCE OF TOP MANAGEMENT INCREASE IN COST

OVERCOME THE CHANGE…. : 

OVERCOME THE CHANGE….

OVERCOME THE CHANGE…. : 

OVERCOME THE CHANGE…. Discuss about the changes with workers/employees Proper planning your change Protection of interest of employees Group Dynamics

OVERCOME THE CHANGE…. : 

OVERCOME THE CHANGE…. Changes should be show in parts Proper training Sharing of income

REFERENCES…. : 

REFERENCES…. Organization Behavior, Robbins, 13th Pearson Education Asia Organization Behavior, Aswathapp CiteHR.com (“Organizational Change is complicated, but result in measure productivity”

QUESTIONS..?????????? : 

QUESTIONS..??????????

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