Welcome to our

Presentation
Presentation on
“Managing Change”
Chapter- 14
Group- 11
 Submitted To:
Md. Imran Hossain
Assistant Professor
Department of Finance
Jagannath University
Submitted By: Group- 11
Name ID Marks Name ID Marks
Maimuna Rahman B180203065 Nadia Hossain Ima B180203067

Siam Hossain B180203078 Diksha Kar B180203035

Farzana Akther Eliza B180203042 Md. Toufiqur Rahman B180203027

Maksuda Rahman Mim B180203103 Sayma Akter Mim B180203009

Fatima Tuz Zohora B180203059 Sangida Akther B180203060

 What is Organizational
Behavior?
Nature of Change
 Effect are widespread
 Human and technical problem

Proactive and reactive role of manager

Achieve
Proactive Reactive
Equilibrium
 Responses to change
Individual attitude affect response to change
1.Personalhistory
2.Work environment

Unified social response to change

 Effects of a diverse workforce
on change
Hawthorne Effect

1 Group response to change

Homeostasis

3
 Cost and benefit

★ psychic
cost ★Improves cooperation, collaboration and
communication

★Organizations can respond faster

★commu
★Training
nication
★Improves productivity and quality of work

Costs of managing change Benefits

 Nature and Effect

 Regardless of the nature of the change some employees Will try to protect
themselves from its effects.

 Manager as well as workers may resist it

 One lesson for management is depending on how skilfully it is managed to

minimize or overcome resistance .

 Insecurity and change are conditions that illustrate how a chain reaction
effect may develop in organization all behaviour.
 Resoanes of resistance

Three board reasons:

 They may feel uncomfortable with the nature of the change itself
 For resistance stem from the method by which change is introduced.
 While someone else appears to gain the benefits of the change
 Types of Resistance
There are three difference type of resistance. These types work in
combination to produce each employee’s total attitude toward a change.

1.Logical Resistance: 2. Psychological Resistance: 3. Sociological Resistance:

 Psychological; Emotional Attitude Sociological factors; Group interest
Logical; Rational objection

 Fear of unknown
 Time require to adjust  Political Coalitions
 Low tolerance of change
 Extra effort to relearn  Opposing group value
 Dislike of management or other change
 Possibility of less desirable conditions, such  Parochial, narrow outlook
agent
as skill downgrading
 Vested interest
 Lack of trust in others
 Economic cost of change
 Desire to retain existing friendships
 Need for security, desire for statute quo
 Questioned technical feasibility of change
 Implications of Resistance
All three types of resistance must be anticipated and treated effectively if employees are to accept
change cooperatively. In a typical operating situation, full support cannot be gained for every change
that is made. People are different and will not give identical support to each change. What
management seeks is a climate in which people trust managers, have a positive feeling toward most
changes, and feel secure enough to tolerate other changes. If management cannot win support, it may
need to use authority. If authority is overused, it eventually will become worthless.

Possible Benefits of Resistance

Resistance is not all bad. It may encourage management to reexamine its change proposals, thus
making sure they are appropriate. It can also help identify specific problem areas where a changes
likely to cause difficulties, so that management can take corrective action before serious problems
develop. It also gives management information about the intensity of employee emotions on an
issue, provides emotional release for pent-up employee feelings so that they understand it better.
Implementing Change Successfully:
 

 Organizations need to change to keep up with technology . Competitors

introduce new technology and the organization must respond for their
customer , labor union communities and all exert pressure . Although
stable environment means less change and dynamic require more change.
Transformational leadership and Change

Transformational leadership is a process where managers initiate bold strategic

changes to position the organization for its future .They set a vision and work for
accomplish it vigorously and stimulate their employ to action .
Three stage model of the change process is –

Creating Vision

Communicating
charisma
Stimulating
learning
Creating Vision
A vision is crystallized long range image or idea for an organization
what should be accomplished . Transformational leaders crest a new
vision beyond people’s current capabilities and thinking

Communicating Charisma is a leadership characteristic that influence employees to

charisma take action to achieve the vision . Charismatic leaders show depth
experience to inspire employee and also be warm mentors .

Transformational leaders recognize previous legacy and learn from

Stimulating
learning the experience of change .This process is called DOUBLE LOOP
LEARNING. This process develop the learners ability to anticipate
current and future problems and prevent many situation from
arising.
Three Stage in Change
Behavioral awareness in managing change aided by viewing change as a three-step process :

Unfreezing means that old ideas and practices need to be cast to learn
1. Unfreezing
new ones .

Changing is a step in which the new ideas and practiced are learned.it
2. Changing involves to change employees think ,idea and perform .

Refreezing means it is not enough to knowing a new procedure .The

3. Refreezing procedure must use in action and employee’s routine behavior .
Manipulating the Forces

Supporting Forces

Restraining Forces
Manipulating the Forces

Change is introduced within a group by a variety of methods, as

follows:

 Adding new supporting forces

 Removing restraining forces
 Increasing the strength of a supporting force
 Decreasing the strength of a restraining force
 Converting a restraining force into a supporting force
Building Support for Change
A wide variety of positive activities to build support are stated below:

Providing
Providing aa
Use
Use of
of Group
Group forces
forces Rationale
Rationale for
for Participation
Participation
Change
Change
Building Support for Change
A wide variety of positive activities to build support are stated
below:

Communication and
Shared Rewards Employee Security
Education
Building Support for Change
A wide variety of positive activities to build support are stated
below:

Stimulating Employee Readiness

Working with the Total System

 Organization Development

 Organization development is the systematic application of

behavioural science knowledge at various levels to bring
about planned change.

 It's objective include a higher quality of work life,

productivity, adaptability and effectiveness.
 Foundation Of Od
System Orientation

Understanding Causality

Assumption underlying organizational Behaviour

System Orientation Understanding causality

Organization development is a The view of organization process is made of

comprehensive program. It concerned a model of three types of variable
with the interplay structure,  Casual
technology ,people behavior, behaviors  Intervening
of employees, department locations.  End-result variable
 Understanding Causality

 Casual Variables

Affect both intervening and end result  Intervening Variable

variable
• Organizational structure Immediately affected by the casual
• Control variables  End result variables
• Policies • Employee attitude
• Training • Perception
Represent the objective sought by
• Leadership behaviour • Motivation
management
• Od efforts • Skilled behaviour
• Improved productivity
• Teamwork
• Increased Sales
• Intergroup relationship
• Lower cost
• Customer loyalty
• Higher earning
Assumption Underlying Organizational
Behaviour
OD practitioners make a set of assumption that guide their action. Some assumption are relatively
common at the individual, group and organization level

Individuals Groups Organization

• People want to grow and • Powerful influences on • Excessive controls policies and
mature individual behaviour rules are detrimental
• Desire the opportunity to • Require skill development • Conflict can be functional if
contribute to play in groups properly channelled
• Goals can be compatible
The Organization Development Process

Tries to Move the Organization where it should be

A complex process.

Design and implement may take a year.

May be continue Infinitely.

Continues, Since evaluating the outcomes and maintaining the

momentum is desirable.
The Organization Development Process
Diagnosis
Diagnosis
Evaluation
Evaluation
and
and follow-
follow-
up
up

Data
Data
Collection
Collection

Od
Od
intervention
intervention

Data
Data
feedback
feedback
Action
Action
planning
planning
 Result of Od program
Improved Supervisor-Employee Communication
●
Streamlined Paperwork Requirement

More Systematic Problem solving and analysis

●
Better interdepartmental Relationship

Critical Steps in OD
Total
Active Involveme
Obtaining
support permission
nt
 Benefits of OD
1.Change Throughout Organization.

2.Greater Motivation.

3.Increase Productivity.

4.Better quality of Work.

5.Higher job satisfaction .

6.Improved Teamwork .

7.Better Resolution of Conflict.

8.Commitment to Objectives.
9.Increase willingness to change.
10.Reduces absent.
11.Lower Turnover.
12.Creation of Learning individual or group.
Characterstic of OD
i. Humanistic Value

ii. Use of a Change Agent

iii. Problem Solving

iv. Interventions at Many Levels

v. Contingency Orientation

vi. Summary and Application

 Limitations of OD

Major time Requirements Substential expences Delayed payoff period

Possible invention of Possible psychological

Possible Failure
privacy harm
 Summary

 Change is Every Where and its pace is

interesting.

 Transformational leadership can be

instrumental in bringing about effective
change
Thank You!
Any questions?