organisational change mod- 01 final.pptx

8/11/2019 Organisational change mod- 01 final.pptx

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MODULE

01


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Intergroup conflictOrganization

Interpersonal conflicts

Low productivity

Poor alignment to organizations strategy

Start Point


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How to implement change

Hiring new employees- changing the work

Purchasing new technologychanging the

work method

Rearranging the work station-changing

work station


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Meaning of organizational change

Companyor organizationgoing through a transformation. Organization changeoccurs whenbusinessstrategiesor major sectionsof an organization are

altered. Also known as reorganization, restructuringand turnaround

Organisational change is defined as change that has an impact on the

way that work is performed and has significant effects on staff.

This could include changes:

-In the structure of an organisation

- To organisational operation and size of a workforce- To working hours or practices

- In the way roles are carried out

- To the the scope of a role that results in a change to the working

situation, structure, terms and conditions or environment.
http://www.businessdictionary.com/definition/company.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/transformation.htmlhttp://www.businessdictionary.com/definition/business.htmlhttp://www.businessdictionary.com/definition/strategy.htmlhttp://www.businessdictionary.com/definition/section.htmlhttp://www.businessdictionary.com/definition/reorganization.htmlhttp://www.businessdictionary.com/definition/restructuring.htmlhttp://www.businessdictionary.com/definition/turnaround.htmlhttp://www.businessdictionary.com/definition/turnaround.htmlhttp://www.businessdictionary.com/definition/restructuring.htmlhttp://www.businessdictionary.com/definition/reorganization.htmlhttp://www.businessdictionary.com/definition/section.htmlhttp://www.businessdictionary.com/definition/strategy.htmlhttp://www.businessdictionary.com/definition/business.htmlhttp://www.businessdictionary.com/definition/transformation.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/company.htmlhttp://www.businessdictionary.com/definition/company.html


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Characteristics of change

Process not an event

Fast especially in competitive scenario

Can be directive or participative Natural or adaptive

Independent on organization environment or

culture


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Forces for change

External forces Internal forces

1.Government 1. Nature of work force

2.Technology 2.System dynamics

3.Economic 3.Inadequacy of admin process

4.Social trends 4.Individual or group speculation

5.Competition 5.Structure focused change

6.Customers 6.Technological change

7.World politics 7.Resource constraints


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Definition of OD

Organization Development is an effort

(1) planned,

(2) organization-wide, and

(3) managed from top, to

(4) increase organization effectiveness and health through

(5) planned interventions in organizations processes,using behavioral-scienceknowledge.

Beckhard, 1969

Organization development is a planned process of change in an organizations

culture through the utilization of behavioral science technologies, research, andtheory.Burke, 1994


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Planned organizational change

Planned change :Intended, purposeful attempt or proactive plan by

an individual (change agent) or group to createsomething new Well thought out, deliberate, initiated and

coordinated, require well developed leadership.Require visions and expert planning skills. Vision isyour future goal, the painting of what you want it tobe. An organization will never be better than thevision that guides it, different than a mission.

Unplanned change or change by driftoccurswithout any control or effort


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Planned organizational change -cont

A deliberate, systematic change effort

Change organizational design, information systems, jobdesign, and peoples behavior

Although managers try to follow a plan, the change does

not always move smoothly

The change effort often hits blockages, causing managersto rethink their goals and plan

Phases

Define the desired future state of the organization

Diagnose the present state of the organization Move the organization to the desired future state

A change agenthelps managers to bring about plannedchange. An external or internal consultant


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Change agent

Change agent a person skilled in the

theory and implementation of planned

change, synonymous with the phrasechange facilitator, usually an outsider

(because theyre not biased and the

organization wont have as muchresentment for the outsider)


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Courtesy of CHC Helicopter Corp.

Change Agents

Anyone who possesses enough

knowledge and power to guide

and facilitate the change effort

Change agents apply

transformational leadership

Help develop a vision

Communicate the vision

Act consistently with the vision

Build commitment to the vision


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EX MPLE

British irways

Back in 1981, British Airways brought on board a newchairperson. When this chairperson started, he noticed that thecompany was very inefficient and was wasting a lot ofvaluable resources. To make the organization more profitable,this chairperson decided to restructure the entire organization.He realized that the best way to do this was through changemethodology management plan.

Systematically, the company began reducing its workforce. But,before this was done, through his change managementleadership, the chairman gave the company the reasons for therestructuring and privatization of the company in order to

prepare them for the upcoming change. Thus, through

leadership and communication, he directed his companythrough a difficult time that could have been disastrouswithout effective change management resistancecommunication.
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Courtesy National Board of Antiquities, Finland

Continuous Change at Nokia

Nokia has

continually adapted

to its changing

environment. The

company began as a

pulp and paper mill

in 1865, then moved

into rubber, cable wiring, and computer monitors. In the1980s, Nokia executives sensed an emerging market for

wireless communication. Today, Nokia is a world leader in

cellular telephones.


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Resistance to change

Sources of resistance to change

Ignorance: a failure to understand the

situation or the problem

Mistrust: motives for change are consideredsuspicious

Disbelief: a feeling that the way forward will

not work

Power cut : a fear the source of influence and

control will be eroded


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Loss: change as unacceptable personal cost

Inadequacy: the benefits from the change are

not seen as sufficient

Anxiety: fear of being unable to cope up with

the new situation


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Figure: Reasons for resistance to change

Inertia, timing, surprise, peer pressure

Resistance to change

Self-interest, misunderstanding,different assessment

General resistance

Specific resistance


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General reasons to resistance to

change

Inertia

The tendency to remain

unchanged. The old way of

doing things arecomfortable and easy, so

people do not want to

change or try something

new.


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change

Resistance may

occur when the

change isunexpected or

sudden for

employees. .

Surprise


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change

Peer pressure

Individuals may resist a

change when the team

resists, even if theindividual does not

strongly oppose the

change.


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Self-interest

Individuals may resist a

change if they feel it will

cause them to lose

something.


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Misunderstanding

Employees may resist

a change because they

do not fully

understand its purpose

or benefits even if it

will benefit them.


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Different assessment

Employees andmanagement maysee the change andits advantages in adifferent way.

Management maysee change asincreased efficiencywhile employeesmay see only thecosts of it.


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Causes of resistance to change

Threat of power on an individual level:It is more likely that managerswill

resist changes that will decrease their power and transfers it to their

subordinates

Increasing the control on the employees: Organizational changes can

increase the managerial control on the employees, and this process can

produce employees to become resistant to that proposals

Threat of comfort: Organizational changes in many case results in

personal discomfort and make employees life more difficult. Each new

task requires forgetting the old methods of doing the job and learning new

things that lead to waste of energy, and causes dissatisfaction

Reallocation of resources: With organizational changes, some groups,

departments or sectors in the organization can receive more resources

why other will lose.
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Too much dependence of others: This dependence isbased on current support that they receive frompowerful individuals.

Misunderstanding the process :When employees notunderstand the process, they usually assume somethingbad. This will cause resistance to change

Fear of unknown: Organizational change in many caseslead to uncertainty and some dose of fear

Previous Experience : experience simply will tell themthat more change processes in the past have beenunsuccessful.


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Specific approaches to managing

resistance to change

Education and communication

Participation and involvement

Facilitation and support Negotiation and rewards

Forcing and coercion


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Quality of Work Life-Origin of the concept

After Industrial Revolution,the importance of humanfactor reduced because of thevast mechanization. Various

problems like jobdissatisfaction, boredom,absenteeism, lack ofcommitment etc came up.

Most mgt theories gaveemphasis on production,manipulating the skills of theemployees


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Meaning

It means having a work-environment where an employeesactivities become more important by implementing procedures

or policies that make the work less routine and more rewardingfor the employee

There exists a relationship between Q.W.L and productivity

DefinitionQ.W.L is any conscious effort for improving workingconditions, work content, and its safety, security, wages and

benefits, etc.

Q.W.L can be said to be all the original inputs which aim atimproving the employees satisfaction and enhancingorganizational effectiveness

Q.W.L is a concern not only to improve life at work, but alsolife outside work


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Q.W.L = The sum total of physical (working

conditions), psychological and economic

factors which affect the job.


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Objectives of Q.W.L To improve the standard of living of the employees

To increase the productivity

To create a positive attitude in the minds of the employees

To increase the effectiveness of the organization (Profitability,

goal accomplishment etc.)


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Factors affecting Quality of Work Life

Some people consider Q.W.L as theexistence of a certain set of originalconditions and practices. Theyagree that high Q.W.L exists when

Democratic management practicesare prevalent in the organization

When employees jobs areenriching

They are treated with dignity andsafe working conditions are present

Others equate Q.W.L with theimpact of working conditions on theemployee's well-being


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Countries that practiced Q.W.L initially

Sweden

Denmark

Holland

Switzerland

Australia

USA


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Companies practicing Quality of Work Life

General Motors

Ford Motors with UAW

XEROX

IBM

BHEL

TISCO


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Measuring of Q.W.L

Questionnaires and interviews are relevant here. In

General Motors the management gives a

questionnaire of 16 critical dimensions of Q.W.L to

its employees each year. The responses are then usedto measure the employees perception of their work

life.


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Barriers to Q.W.L

Resistance to change both mgt and employees

There is a general perception that Q.W.L implementation willcost much to the organization

Continuous increase in Q.W.L may result in less productivity,

i.e., after a certain level the productivity will not increase inproportion to the increase in Q.W.L

organisational change mod- 01 final.pptx

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