aks & muqbils ppt

8/11/2019 Aks & Muqbils Ppt

1/17

Prof. Anil Kumar Singh &

Prof. Muqbil Burhan

ORGANISATIONAL CHANGE AND

TRANSFORMATION


2/17

ORGANISATIONAL CONTEXT

HORIZONTAL STR

ADAPTIVECULTURE

COLLOBORATIVESTRATEGY

SHAREDINFORMATION

EMPOWEREDROLES

STABLE ENVIRONMENT(Mechanical System Paradigm)

TURBULANT ENVIRONMENT(Natural System Paradigm)

Efficient Performance Learning Organisation

XEROX &

ABB??????

??Page 178 Xerox/

Team

Xerox/Pag

e 149 ABB

Phase 1

defficiency

XeroxBusiness

Architectur

e

Page

147, 158

ASAE/AB

B

Page

147

ASAE

&ABB


3/17

CHANGE?

Organizational Growth Organizational Ability to manage change.Change is the on ly co nstant in co ntemporary con text .

Any strategic Development w i l l, of necess i ty, involve

managing some degree of change to structures,Technologies, products, services, cul ture or

processes.

Barlett & Ghoshal, Managing across Borders, HBRThe levels of change have in many instances outpacedthe Human capability to cope-up with Change.

CAN WE QUANTIFY CHANGE???????


4/17

ORGANISATIONAL CHANGE

An alteration of an organizations environment,

structure, culture, technology, or peopleNATUREA constant force

An organizational reality

An opportunity or a threat

Change agent A person who initiates and assumes the responsibility for

managing a change in an organization

CHANGE AGENTS IN CASE OF XEROX: Is it Fred Hewitt orsomeone else

CHANGE AGENT IN CASE OF ASAE & ABB: ????????

HOW APPROACHES OF THESE TWO CHANGE AGENTSDIFFER??????


5/17

-&TRANSFORMATION

Success can work against a company whenit looses touch with customers.

Radical changes may be only choice for

organization in desperate need of change.

XEROX & CUSTOMERS?

DESPERATION FOR ASEA?


6/17

FORCES FOR CHANGE

Competition Laws and

regulations

Strategy modifications

New technologies New equipment

Labor market shifts New processes

Business cycles Workforce composition

Social change Job restructuring

Compensation and

benefits

Labor surpluses and

shortagesEmployee attitude

Identify forces of change in context of Xerox and

ASAE/ABB


7/17

CATEGORIES OF CHANGE

IDENTIFY THE DIMESIONS OF

CHANGE IN CASE OF XEROX,

ABB/ASEA


8/17

MODEL FOR PLANNED ORGANIZATIONAL

CHANGE


9/17

CHANGE PROCESS CONTRASTING

VIEWS

Calm waters metaphorA description of traditional practices in and theories

about organizations that likens the organization to a

large ship making a predictable trip across a calm sea

and experiencing an occasional storm

White-water rapids metaphorA description of the organization as a small raft

navigating a raging river

IS THERE ANY DIFFERENCE BETWEEN

XEROX & ASAE/ABB


10/17

LEVELS OF CHANGE

IDENTITY CHANGE

Eg. NESTLE

Baby Diet Powder Condensed milk; Chocolates;Milk; Maggi (ready to eat); Coco Butter

COORDINATION CHANGE Eg. TVS

91-92 (Red ); 91-95 Preparation Phase;Competing on quality building culture of Quality

CONTROL CHANGE: Prasoon Dutta

Redesigning of stores, Breaking and negotiating

contracts, financial control through DebtDiscipline; Mgmt. Change permitting fresh

thinking

XeroxQualityPolicy

LeadershipthroughQuality &Team Xerox

XeroxBusinessArchitecture

BusinessProcessReengineering

Restr. Xerox2000

ASAEDomesticFirm

ASAEExporting firm

ABB

Multinational

PATH BYBERNEVIK

Spearhead

products, Choice

of International

Niches andDominance in

these Niche

What

is new

ASAE


11/17

Time

Forces of Change

Forces of Stability

Desired

state

Statusquo

CHANGE IN CALM WATERS

STABILITY CHANGE

UNFREEZE CHANGE RE-FREEZE

CHANG

E

RE-

FREEZE

Power

Facilitative

Persuasiv

e

Re-

educative

Strategie

s

Social

CulturalPsychological

Organizational

Individual ResistanceFear of unknown

Belief that change is not good4 org

BARRIE

RS

SOURCES OFBARRIERS

Fear of Survival

Fear of Learning

Change successful

if, FS > FL

T

ECHNIQUE

S

Reward alignment

Burning bridges

Evidence Stream

Institutional Change

Socializing


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STRATEGIES FOR PLANNED CHANGE


13/17

-RAPIDS

Change is constant in a dynamic environment

The only certainty is continuing uncertainty

Competitive advantages do not last

Managers must quickly and properly react tounexpected events

Be alert to problems and opportunities

Become change agents in stimulating, implementing and

supporting change in the organization

IS THE CHAGE AND TRANSFORMATION IN CASE OF ASAE & ABB A

CASE OF CALM WATERS OR WHITE-WATER RAPIDS.

Refer Page 147 &148


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CONTINUOUS CHANGE PROCESS MODEL OF

ORGANIZATION CHANGE

IS A NEW STRUCTURE REALLY


15/17

IS A NEW STRUCTURE REALLY

REQUIRED?

When you identify a problem

with your design, first look for

ways to fix it without

substantially altering it. If thatdoesnt work, youll have to

make fundamental changes

or even reject the design.

Heresa step-by-step process

for resolving problems.


16/17

IS A NEW STRUCTURE REALLY REQUIRED?

(CONTD)

HOW STRUCTURAL CHANGE WAS MANAGED IN CASE OF XEROX AND

ABB


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STRATEGIC CHANGE IS A POLITICAL

PROCESS*

1. Establish urgency: Identify & discuss crises,potential crises & opportunities

Page 175 1stParagraph Xerox

Page 147 Last paragraph ABB

2. Form a guiding coalition: Assemble a groupwith enough power to lead; Integrate the team

Happening at Xerox Leesburg Virginia center

Relationship b/w CEO & Board, VP- Marketing (Percys

Boys), also page 151.

3. Create a vision: A vision to direct the change effort;Develop strategies to achieve that vision

Quality in case of Xerox

Page 149 in case of ABB

4. Communicate the vision: Use every vehiclepossible to communicate & engage; Teach new behaviors by

example.

Team Xerox, Learning experiences (180), documentedprocess, MIOC (184)

Communication of strategic principles (149)

5. Empower others: Get rid of obstacles; Changesystems; Encourage risk-taking

In Xerox???

In ABB?????

6. Create short-term wins: Target rapid, visible

performance improvements

ABB: Page 148 and 149 what do you find

XEROX: Page 177 and 178

7. Consolidate improvements:Use credibility fromearly wins to target areas that lag; Develop and promote new

leaders

Page 149: ABB

Pase 2 in case of Xerox

8. Institutionalize New Approaches: Connectnew attitudes and behaviors to results ; Develop generation

that personifies changes

Phase 3 in case of Xerox.

Stage 5: Is something visible.

* Kotter HBR 1995

aks & muqbils ppt

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