ocl project 1-final
TRANSCRIPT
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The forces for change or driving forces were identified as follows:
1. Extra incentives (Outstation allowance)Employees get attracted to the added incentives they can get when they move to rural areas.
Outstation allowances, remote area allowances (salary gets doubled) plus additional facilities
including quarters drives employees preference to work in rural areas.
2. Career DevelopmentIn some organizations, it is mandatory for employees to work on rural areas for some years as
per the job requirement. Some organization like police and army administrations or
government hospitals even employ a promotion policy which allows promotion only after an
employee works in rural areas for years as specified. In order to get the desired promotion for
their career development, employees get drive to work in rural areas.
3. Familiarity with a local environmentPeople always prefer familiar work environment or social environment to hostile or new ones
because of adjustment and adaptation issues. Comfort comes with the familiarity with a local
environment. People prefer to work in the place which is familiar and dear to them. They feel
the sense of belongingness and sense of respect for these places which is the reason why
educated and skilled people from rural areas are driven to work in rural areas.
4. Experience and ExposureThe experience you get in rural areas is completely different than that of cities. You are
exposed to a totally new work environment where you can learn a lot. Also many people
believe -Travelling is one of the greatest forms of learning. Hence, people are themselves
willing to move to rural areas, sometimes in the east and sometimes in the west, sometimes in
the hills and sometimes Terai.
5. Low cost of living (leading to savings)Life in cities is costly. In rural areas, the accommodation and foods is cheaper (excluding a
few remotest ones.) So, if you have family responsibilities and need some savings you prefer
to go to the place where you can earn a more by spending less.
Figure 1: Driving and Restraining forces for willingness to work n rural areas
Forces Against Change
Luxuries of Living andavailability of facilities
Lesser opportunities to learn
outside
Unfamiliarity with new
culture
Climatic Conditions
Family Responsibilities
Forces For Change
Extra Incentives
Career Development
Opportunities
Familiarity with local
environment
Experience and Exposure
Low Cost of Living
Change
Proposal:
Willingness toWork in Rural
Areas
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The forces against change or restraining forces were identified as follows:
1. LuxuriesEmployees are not ready to get out of their comfort zones. Shifting to rural areas needs
commitment and compromises. They need to compromise with the better standard of living,
better life and better opportunities of the cities. There will be absence of malls, theatres andrestaurants and health and education facilities. People who are used to the luxury of urban
areas will find it impossible to imagine their life without it in rural areas.
2. Unfamiliarity with new cultureInability to adapt to new culture or deal with cultural shock restrains an employee from going
to places where cultures newer to her exists. Culture can be related to the local or work.
Employees find it difficult to work in an environment that has a different culture. Example:
Brahmins from Parbat might not be able to work with the Sherpa community culture of
Solukhumbu, or people from Madhes might be unable to adjust in the work culture of hills.
3. Climatic ConditionsUnfavorable climatic condition could be another reason why employees dont want to work
in rural areas. Example An employee from Birgunj might be unable to work on negative
degree Celsius of Jomsom or an employee from Kathmandu may not be able to tolerate 43
degree heat of Nepalgunj.
There are several health related issues that demands suitable climatic conditions for
employees.
4. Family pressuresIf you are single, you are not entangled much by family issues but if you have a family to
look after, you have to manage work and family. Working in rural areas away from your
family poses dire straits where one can either chose to stay with you family or go to rural
areas. If one chooses to go to rural areas, he or she has to juggle the time between family
visits and works which are tiring. You can either go with your entire family or you remain
separated for some period of time, both of these decisions are hard to take. This acts as a
restraining force in willingness to work in rural areas.
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FORCE FIELD ANALYSIS OF FORCES
Figure 2: Scaling each force out of five
Forces for change are also known as driving or pushing forces and the forces against the
change are also known as restraining forces. Each force is scored out of five based on their
intensity and strength as given in figure 2 where one represents the weakest force and five
represents the strongest force.
Reasons for scoring each force based on their importance and intensity as a forces are as
follows:
Forces against Change
1. Luxuries (5)It is scored five out of five because people always demand luxury of living they are used
to. Habits die hard which is why people often find it hard to give up their luxuries just to
work in rural areas. Lack of proper health and education facilities restrain employees to
go to urban areas. This is the strongest force against the change proposal.
2. Difficulty in working on cross-cultural environment (2)Working in new culture can be very difficult. Humans tend to be hostile to foreign culture
and practices which is why it is scored two out of five.
3. Climatic Conditions (3)It is scored three out of five because it is the force which can be very strong in the
absence of motivation like extra incentives and career growth but which can be
eliminated with the help of right source of motivation.
4. Family responsibilities (4)Nepali culture still values the family being together and forever which is why people do
anything to be with the family which is why it is scored four out of five.
Forces ForChange
Score
Extra Incentives 5
Career
Development
Opportunities
4
Familiarity with
local
environment
2
Experience and
Exposure
2
Low Cost of
Living
1
Total 14
Forces AgainstChange
Score
Luxuries of Living
and availability of
facilities
5
Unfamiliarity with
new culture
2
Climatic
Conditions
3
Family
Responsibilities
4
Total 14
Change
Proposal:
Willingness
to Work in
Rural Areas
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a. Creating Crisis: Creating (controlled) crisis is necessary to prepare the organization toaccept that change is necessary. It is necessary to develop a message to show why
existing things of doing things cannot work. Employees need to inform the rules and
regulation of the government that branches in cities can not be opened without
opening baranches in rural area. So employees need to go to rural branches to help
organization expand.b. Shaking people of their comfort zone: People need to be taken out of their comfort
zone. It is needed to convey to employees that present attitude towards rural area is
not acceptable. For their growth and development they must serve the rural branches
as well.
c. Challenge: Organization can inspire its employees to achieve remarkable things.Working in new area can be challenging. Organization can put challenge to work in
new environment. Organization can make arrangement to give employees more
responsibilities and authority that choose to work in rural areas.
d. Education: It is necessary for the company to teach its employee the need for change.Company need to make its employees that working in rural area is an opportunity to
learn. It is also necessary to convey to its employees that in this competing market
rural branches can help a lot to grow the organization as rural areas are untapped
market and the organization needs to tap those markets. Employees serving such
market will get better experience and can apply their creativity.
e. Restructuring: The organization may need to restructure to force change. Theorganization can have mandatory for the employees to serve in the rural area to get
placement in urban branches.
Strategy: A mixture of Power-Coercive strategy and normative reeducative strategy will help
to bring in change in the status quo. The organization need to make some rules regarding
rural placement and at the same time making people themselves realize that why ruralbranches are necessary for the organization, organization can change the current belief, value
and behavior.
MOVING
Once we have unfreeze the people, the next question is how you keep them going. The
second step in organizational change is moving them towards new goal. Time and
communication are the two keys to success for the changes to occur. People need time to
understand the changes and they also need to feel highly connected to the organization
throughout the transition period. Following are the ways to happen:
a.
Challenge: When employees are given big challenges they accept it as theiropportunity to develop. Employees working in rural areas can be given one post
higher that present post in cities with higher work responisibitlities and power. New
challenge will motivate them to work in new environment.
b. Coach: Employees can be provided psychological support to work in rural areas.c. Command: Sometimes employees need to be told what to do. It can be mandatory for
employees to work in rural areas. Employees need to be commanded to behave in a
particular manner.
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d. Facilitation: Employees working in rural areas can be provided with higher facilities.Higher pays, incentives and benefits can be arranged to motivate employees to work
in rural areas. Other intangible benefits can also be arranged for employees working
in rural areas.
Strategy: A mixture of Power-Coercive strategy and Empirical Rational strategy can help the
organization to move towards the change. At some point, organization will command its
employee to work in rural areas and at the same time it will help employees to see the
benefits they will get if participate in change.
REFREEZING
Refreezing is the third of Lewin's change transition stages, where people are taken from a
state of being in transition and moved to a stable and productive state. Following are the ways
to happen:
a. Golden Handcuffs: Employees working in rural areas for certain period of time canhave better facilities and more promotional opportunities. They may get first
preference on various matters.b. Institutionalization: The change should be build into formal system and structure.
Employees should get motivated and voluntarily come forward to serve in the rural
areas.
c. Reward alignment: Working in rural area can be attached with awards. Higher rewardsystem can be arranged to make rural placement attractive.
Strategy: Empirical-Rational strategy will help the organization to refreeze the new behavior
and institutionalize the change goal in the organizational culture.
These approaches can help to unfreeze the present behavior of the employees, move towards
desired goal and refreeze the goal. Pre-information about the place the employees are being
sent and increase their familiarity with the new environment. This will move the pushing
force from 2 to 4 thus increasing two points in forces for change. Few people love travelling
and for such people exposure and experience can be a motivating reason to move to rural
areas. This will increase the pushing force from 2 to 4. Selecting similar employees who are
from or able to work in the condition similar to the offered rural climatic condition will help
to reduce the restraining due to climatic condition. This can decrease thethis restraining force
form 3 to one. Sharing some of the family responsibilities of the employee like arrangement
of good school for employees child can decrease the restraining force from 4 to 2. In this
way these change will swing the balance from 14: 14 (against plan) to 10: 18 (in favor of the
plan).
Thus by recognizing these three distinct stages of change, we can plan to implement the
change required. we start by creating the motivation to change (unfreeze). We then move
through the change process by promoting effective communications and empowering people
to embrace new ways of working (change). And the process ends when we return the
organization to a sense of stability (refreeze), which is so necessary for creating the
confidence from which to embark on the next, inevitable change.