CHANGE MANAGEMENT

CHANGE MANAGEMENT
 UNIT 1 – ORGANISATIONAL CHANGE

 UNIT 2 – MODELS OF CHANGES &

IMPLEMENTATION
 UNIT 3 – APPROACHES TO CHANGE OD

 UNIT 4 – DIAGNOSTIC STRATEGIES & SKILLS

 UNIT 5 – OD INTERVENTION
 UNIT 1

ORGANISATIONAL CHANGE
UNIT 1 – ORGANISATIONAL
CHANGE
INTRODUCTION:

“Change is any alteration occurring in the work

environment that affect the ways in which the
employees must act, these changes may be
planned or unplanned, positive or negative,
strong or weak, slow or rapid and stimulated
either internally or externally.”
UNIT 1 – ORGANISATIONAL
CHANGE
IMPORTANCE:
1.Always to be effectively and efficiently.
2.Technological growth.
3.Global market connection.
4.Highly dynamic & more complex operating
environment.
5.Strategic challenges delighted to added value.
6.Designing, evaluating & implementing
successful change strategies largely depend
upon the quality of the management team.
UNIT 1 – ORGANISATIONAL
CHANGE
THE IMPERATIVE OF CHANGE
(URGENT CONDITION)
SIX MAJOR EXTERNAL CHANGES:
1.A large global market.
2.A world wide recognition.
3.The growing awareness and concern.
4.Changes in life style.
5.The changing workplace.
6.The knowledge asset of the company.
UNIT 1 – ORGANISATIONAL
CHANGE
FACTORS INFLUENCING CHANGE

INTERNAL FACTORS:

1.POLICY DECISIONS

2.ATTITUDES OF EMPLOYEES

3.AVAILABILTY OF FUNDS

4.LEVEL OF EFFICIENCY

5.TRADE UNION DEMAND

UNIT 1 – ORGANISATIONAL
CHANGE

EXTERNAL FACTORS:

1.GOVERNMENT REGULATIONS

2.TECHNOLOGICAL ADVANCEMENT

3.ECONOMIC CONDITIONS

4.CHANGES IN LAW

5.COMPETITIVE PRESSURE

6.CHANGES IN BUYER PREFERENCE

UNIT 1 – ORGANISATIONAL
CHANGE

DETERMINING FACTORS:

1.PLANNED INTERNAL CHANGE.

2.PLANNED EXTERNAL CHANGE.

3.UNPLANNED INTERNAL CHANGE.

4.UNPLANNED EXTERNAL CHANGE.

UNIT 1 – ORGANISATIONAL
CHANGE

TYPES OF CHANGES:

1.HAPPENED CHANGE

2.REACTIVE CHANGE

3.ANTICIPATORY CHANGE

4.PLANNED CHANGE

5.INCREMENTAL CHANGE

6.OPERATIONAL CHANGE
UNIT 1 – ORGANISATIONAL
CHANGE

7. STRATEGIC CHANGE

8. DIRECTIONAL CHANGE

9. FUNDAMENTAL CHANGE

10. TOTAL CHANGE

11. TRANSFORMATIONAL CHANGE

12. REVOLUTIONARY CHANGE

13. RECREATION & SIGNIFICANT OR DRASTIC

CHANGE
UNIT 1 – ORGANISATIONAL
CHANGE
STEPS IN CHANGE:
BARRIERS TO ORGANIZATIONAL CHANGE:
 UNIT 2

MODELS OF CHANGE AND

IMPLEMENTATION
 UNIT 2
CHARACTERISTICS OF EFFECTIVE
CHANGE PROGRAMMES:
1.MOTIVATING CHANGE

2.CREATING A SHARED VISION

3.DEVELOPING A POLITICAL SUPPORT

4.MANAGING THE TRNSITION

5.SUSTAINING MOMENTUM FOR CHANGE

 UNIT 2
SYSTEM MODEL OF CHANGE:
 PEOPLE

 CULTURE

 TASK

 TECHNOLOGY

 DESIGN

 STRATEGY
 UNIT 2
LEWIN’S FORCE FIELD ANALYSIS
MODEL:
UNFREEZING

CHANGE

REREEZING
 UNIT 2
CONTINOUS CHANGE PROCESS MODEL:
1.FORCES FOR CHANGE
2.RECOGNISE & DEFINE PROBLEM
3.PROBLEM SOLVING
CHANGE
4.IMPLEMENT THE CHANGE AGENT
5.MEASURE, EVALUATE AND CONTROL
 UNIT 2
TRANSISTION MANAGEMENT:

CHANGE AND TRANSISTION

MANAGEMENT:
1.TRIGGER LAYER
2.VISION LAYER
3.CONVERSION LAYER
4.MAINTANANCES AND RENEWAL LAYER
 UNIT 2
GRINER’S FIVE STAGE OF GROWTH:
 UNIT 2
OVERCOMING RESISTANCE TO CHANGE:
1.RECURING THE PARTICIPATION OF
EMPLOYEES
2.INVOLVING THE TRADE UNION
3.PLANNING THE CHANGE
4.SHARING THE BENEFITS OF THE CHANGE
WITH THE EMPLOYEES
5.PROTECTING THE INTERESTS OF THE
EMPLOYEES
 UNIT 2
6. ENSURING THAT THE EXISTING
PRIVILEGES ARE NOT WITHDRAWN
7. INTRODUCING OF CHANGE IN A SHARED
MANNER
8. PROPER MOTIVATION OF EMPLOYEES
9. PROVISION OF SUITABLE TRAINING
FACILITIES
10. INTRODUCE CHANGES THAT ARE
MUTUALLY BENIFICIAL
11. ANY CHANGE MUST BE LOGICAL
 UNIT 2
ORGANISATIONAL GROWTH:
Period 1 - Leadership
Period 2 - Direction
Period 3 - Delegation
Period 4 – Co-ordination
Period 5 - Collaboration
 UNIT 2
MINIMIZING REISTANCE TO CHANGE:
1.COMPULSION, THREATS.
2.REWARDS & BARGAINING
3.SECURITY & GUARANTEES
4.UNDERSTANDING & DISCUSSIONS
5.TIME & TIMING
6.INVOLVEMENT & PARTICIPATION
 UNIT 2
CHANGE AND THE PERSON:
1.CHANGE AND STRESS
STAGE 1: DENIAL
DEFENCE
DISCARDING
ADAPTION
INTERNALISATION
 UNIT 2
CHANGE AND THE MANAGER

COMPETENCY & CHANGE

CHANGE & HUMANRESOURCE
 UNIT 2
ENSUREING MANAGERIAL VALUES AND THE
“TRINITY”

ROLE

FOCUS GOAL

CHANGE
 UNIT 2
ORGANIZATION CULTURE & DEALING
WITH CHANGE:
MANIFEST ASPECTS
INTRINSIC ASPECTS
DEVELOPING NEW CULTURE
ASSURING CULTURUAL RISK
 Unit 3

APPROACHES TO CHANGE & OD

 UNIT 3
EFFECTIVE CHANGE MANAGEMENT:
INNOVATIVE RESPONSES TO TRIGGER’S
HOLISTIC SOLUTIONS
VISIONARY LEADERSHIP & COMMITTED
SUPPORT
 UNIT 3
TEN KEY FACTORS:
1. CHANGE IN ALL-PERVASVE
2. EFFECTIVE CHANGE NEEDS ACTIVE SENIOR
MANAGEMENT SUPPORT
3. CHANGE IN MULTI-DISCIPLINARY ACTIVITY
4. CHANGE IN ALL ABOUT PEOPLE, PURE & SIMPLE
5. CHANGE IS ABOUT SUCCESS
6. CHANGE IS A PERCEPTUAL PROCESS
7. EFFECTIVE CHANGES REUIRES COMPETENT CHANGE
AGENT
8. IN TERMS OF METHODOLGY THERE IS NO BEST WAY
9. CHANGE IS ABOUT OWNERSHIP
10.CHANGE IS ABOUT FUN, CHALLENGE & OPPURTUNITY
 UNIT 3
SYSTEMATIC APPROACHES:
1.ANALYSING & PLANNING CHANGE
2.COMMUNICATING ABOUT THE CHANGE
3.GAINING ACCEPTANCE
4.MAKING THE INITIAL TRANSISTION
5.CONSOLIDATING
 UNIT 3
CLASSIC SKILLS FOR LEADERS:
1.TUNING INTO THE ENVIRONMENT
2.CHALLENGING THE PREVAILING
ORGANISATIONAL WISDOM
3.COMMUNICATING A COMPELLING
ASPIRATION
4.BUILING COALITIONS
5.TRANSFERING OWNERSHIP TO A WORKING
TEAM
6.MAKING EVERYONE A HERO
 UNIT 3
OD DEFINITION:
OD IS AN EFFORT OF PLANNED
ORGANISATION-WIDE AND MANAGED FROM
TOP TO INCREASE ORGANISATION
EFFECTIVENESS AND HEALTH THROUGH
PLANNED INTERVENTIONS IN THE
ORGANISATION “PROCESS” USING
BEHAVIOURAL SCIENCE KNOWLEDGE.
 UNIT 3
CHARACTERISTICS OF OD:
1.OD IS A PLANNED STRATEGY
2.INVOLVES A COLLABORATIVE APPROACH
TO CHANGE
3.INCLUDES N EMPHASIS ON WAYS TO
IMPROVE AND ENHANCE PERFORMANCES
4.REPRESENTS A SYSTEM APPROACH
5.BASED UPON SCIENTIFIC APPPROACHES
 UNIT 3
EVOLUTION OF OD – 1940’S
1. NTL – LABORATRY TRAINING METHOD
2. SURVEY RESEARCH AND FEEDBACK

MODEL OD – ACTION RESEARCH:

ACTION RESEARCH PROCESS:
1. PROBLEM IDENTIFICATION
2. CONSULTATION WITH A BEHVIOURAL SCIENCE
EXPERT
3. DATA GATHERING & PRELIMINARY DIAGNOSIS
4. FEEDBACK TO THE KEY CLIENT OR GROUP
5. JOINT DIAGNOSIS OF PROBLEM
6. ACTION
7. DATA GATHERING AFTER ACTION
 UNIT 3
FEATURES OF ACTION RESEARCH:
1.PROBLEM FOCUS
2.ACTION ORIENTED
3.CYCLICAL PROCESS
4.COLLABORATIVE
5.EXPERIMENTAL
6.LEARNING AND CAPABILITY BUILDING TO
TACKLE FUTURE PROBLEMS
 UNIT 4

DIAGNOSTIC STRATEGIES AND SKILLS

UNIT 4
DIAGNOSIS:
IT IS A CYCLICAL PROCESS,
DATAGATHERING, INTERPRETATION,
IDENTIFICATION OF PROBLEM AND
POTENTIAL ACTION PROGRAMMED
UNIT 4
PROCESS:
1.TENTATIVE PROBLEM AREA IDENTIFICATION
2.COLLECT DATA
3.ANALYSE DATA
4.DATA FEEDBACK
5.PROBLEM AREA IDENTIFIED
6.CLIENT TARGET MOTIVATED TO WORK ON
PROBLEM
7.DIAGNOSIS WORKS ON PROBLEM CAUSES,
RESULT IN CHANGE
UNIT 4
DIAGNOSTIC MODEL:
1.ANALYTICAL MODEL
2.EMERGENT GROUP BEHAVIOURAL MODEL
3.THE SOCIO TECHNICAL SYSTEM MODEL
4.THE FORCE FIELD ANALYSIS MODEL
UNIT 4
DIAGNOSTIC SKILLS:
1.OD PRACTIONERS TO MEET CLIENT’S
NEEDS
2.DEFINE THE GOALS AND PRIORITIES
3.MOTIVATION AND READINESS FOR CHANGE
UNIT 4
WEISBOARD’S MODEL OR SIX – BOX
MODEL:
i. PURPOSE
ii. STRUCTURE
iii.RELATIONSHIP
iv.REWARDS
v. LEADERSHIP
vi.HELPFUL MECHANISM
UNIT 4
METHODS OF OBTAINING DIAGNOSTIC
INFORMATION:

QUESTIONNAIRE & INTERVIEWS METHODS

GUIDLINESS ON INTERVIEW FOR

ORGANISATIONAL DIAGNOSIS
UNIT 4
CHANGE AGENT:
ATTRIBUTES FOR CHANGE AGENT:
MUST HAVE A PARTICULAR PERSONALITY
REQUIRES BOTH ANALYTICAL &
DIAGNOSTIC SKILLS
NEED TO HAVE CLIENT RELATED
EXPERIENCE
UNIT 4
GOLDEN RULES OF THE CHANGE
MANAGEMENT:
1.NATURE OF RELATIONSHIP
2.HAS TO HELP TO SOLVE A CURRENT OR
POTENTIAL PROBLEM
3.RELATIONSHIP IS TEMPRORY ONE AND
MUST ACCEPT THE TEMPORARY NATURE
4.IT IS AN OUTSIDER
UNIT 4
CLIENT CONSULTANT RELATIONSHIP:
THE APATHETIC MODE
THE GAMESMANSHIP MODE
THE CHRISMATIC MODE
THE CONSENSUS MODE
UNIT 4
ETHICS IN OD:
1. CHOICE OF INTERVENTION
2. USE OF INFORMATION
3. WITHHOLDING OF SERVICES
4. CLIENT DEPENDENCY
5. CHOOSING TO PARTICIPATE

POWER & CONTROL ISSUES IN

ORGANISATION:
1. INTERDEPENDENCE
2. HETEROGENEOUS GOALS
3. SCARCITY
 Unit 5

OD INTERVENTION
Unit 5
DEFINITION:
“TO INTERERSE IS TO ENTER INTO AN
ONGOING SYSTEM OF RELATIONSHIP, TO
COME BETWEEN OR AMONG PERSONS,
GROUPS OR OBJECTS FOR THE PURPOSE OF
HELPING THEM”
Unit 5
SELECTING AN OD INTERVENTION:
1.THE POTENTIAL RESULTS OF THE
TECHNIQUE
2.THE POTENTIAL RESULTS OF THE
TECHNIQUE
3.THE POTENTIAL ACCEPTENCE OF THE
TECHNIQUE
Unit 5
CLASSIFICATION OF OD INTERVENTION:
1.DISCREPENCY INTERVENTION
2.THEORY
3.PROCEDURAL
4.RELATIONSHIP
5.EXPERIMENTSHIP
6.DILEMMA
7.PERSPECTIVE
8.ORGANISATION STRUCTURE
9.CULTURAL
Unit 5
OD INTERPERSONAL INTERVENTION:
1.LABORATRY TRAINING
2.CAREER PLANNING
3.MANAGERIAL GRID
4.STRESS MANAGEMENT
Unit 5
OD TEAM DEVELOPMENT
INTERVENTIONS:
A.FAMILY GROUP DIAGNOSTIC MEETINGS
B.FAMILY GROUP TEAM
i. ROLE NEGOTIATION TECHNIQUE
ii. ROLE ANALYSIS TECHNIQUE
C.GRID ORGANISATION DEVELOPMENT
PROGRAMME
D.PROCESS CONSULTATION
E.STRUCTURIAL INTERVENTIONS
Unit 5
OD INTERGROUP DEVELOPMENT
INTERVENTIONS:
A.THIROPARTY CONSULTATION
B.ORGANISATION MIRROR
C.INTERGROUP TEAM BUILDING