UNIT -1

Section -A

1) Define Management?

According to Peter drucker, ―Management is a multipurpose organ that organ that

manages business and manages managers and manages workers and work.‖

2) How to manage organisation change?

Organizational change occurs when a company makes a transition from its current state

to some desired future state. Managing organizational change is the process of planning and

implementing change in organizations in such a way as to minimize employee resistance and

cost to the organization while simultaneously maximizing the effectiveness of the change

effort.

3) What are the organisational environments?

The external environment is affected by political, social, technological, and economic

stimuli outside of the organization that cause changes.

The internal environment is affected by the organization's management policies and

styles, systems, and procedures, as well as employee attitudes.

4) What are the qualities of good leader?

A good leader has an exemplary character.

A good leader is enthusiastic about their work

A good leader is confident.

Good leaders are tolerant of ambiguity and remain calm, composed and steadfast to

the main purpose.

A good leader is committed to excellence.

5) What is Strategy?

Strategy is long term plan or a technique which was created and developed by an

organisation in order to overcome the competitors from the rest of the market .

Section-B

1) Differentiate leadership vs Management.

Managers have subordinates

By definition, managers have subordinates - unless their title is honorary and given as a

mark of seniority, in which case the title is a misnomer and their power over others is other

than formal authority.

Authoritarian, transactional style

Managers have a position of authority vested in them by the company, and their subordinates

work for them and largely do as they are told. Management style is transactional, in that the

manager tells the subordinate what to do, and the subordinate does this not because they are a

blind robot, but because they have been promised a reward (at minimum their salary) for

doing so.

Work focus

Managers are paid to get things done (they are subordinates too), often within tight

constraints of time and money. They thus naturally pass on this work focus to their

subordinates.

Seek comfort

An interesting research finding about managers is that they tend to come from stable home

backgrounds and led relatively normal and comfortable lives. This leads them to be relatively

risk-averse and they will seek to avoid conflict where possible. In terms of people, they

generally like to run a 'happy ship.

Leaders have followers

Leaders do not have subordinates - at least not when they are leading. Many organizational

leaders do have subordinates, but only because they are also managers. But when they want

to lead, they have to give up formal authoritarian control, because to lead is to have

followers, and following is always a voluntary activity.

People focus

Although many leaders have a charismatic style to some extent, this does not require a loud

personality. They are always good with people, and quiet styles that give credit to others

(and takes blame on themselves) are very effective at creating the loyalty that great leaders

engender. Although leaders are good with people, this does not mean they are friendly with

them. In order to keep the mystique of leadership, they often retain a degree of separation

and aloofness.

2) Explain the factors that affecting the Organisational Change?

Technology:

When there is a change in technology in the organizational environment and other

organizations adopt the new technology, the organizations under focus become less cost

effective and its competitive position weakens. Therefore, it has to adopt new technology, its

work structure is affected and a new equilibrium has to be established.

Marketing conditions:

Since every organization exports its outputs to the environment, an organization has

to face competition in the market. There may be two types of forces which may affect the

competitive position of an organization –other organizations supplying the same products

and, buyers who are not buying the product. Any changes in these forces may require suitable

changes in the in the organization.

Social changes:

Social changes reflect in terms of people‘s aspirations, the needs, and their ways of

working. Social changes have taken place because of the several forces like level of

education, urbanization, feeling of autonomy, and international impact due to new

information sources. These social changes affect the behavior of people in the organization.

There, it is required to make adjustment in its working so that it matches with people.

Political and legal changes:

Political and legal factors broadly define the activities which an oganisation can

undertake and the methods which will be followed by it in accomplishing those activities.

Any changes in these political and legal factors may affect the organization operation.

Nature of the work force:

The nature of work force has changed over a passage of time. Different work values

have been expressed by different generations. Workers who are in the age group of 50 plus

value loyalty to their employers. Workers in their mid thirties to forties are loyal to

themselves only.

Changes in the managerial personnel:

Besides environmental changes there is a change in managerial personnel. Old

managers are replaced by new mangers, which necessitated because of retirement, promotion,

transfer or dismissal. Each new manager brings his own ideas and way of working in the

organization.

2)a) Elaborate the Organisation life cycle .

Entrepreneurial stage :

It is the conceptual stage where the new product is defined, its market is identified and

development plan is executed.

Leadership Focus is on successful development of prototype or marketable product, while

able to manage the necessary finance.

Organization size is small, its reporting structure is flat and non-bureaucratic, and founder

bears the responsibility of managing all aspects of the organization.

The culture is informal, promotes innovation and risk-taking, the decision making is

centralized and mostly lies with the founder, long working hours are expected.

The specialization and growth are limited to the core functionalities like R&D,

manufacturing or service. The staff is usually highly skilled with relevant experience in

the core functions and the supporting staff is minimal.

Individual effectiveness is most important at this stage.

Expansion :

The organization emerges from entrepreneurial stage if it succeeds in its initial goal of

product creation and had secured finance and perhaps few customers. It then enters the

commercialization stage where it has to build the product in larger quantities, reach wider

customers and become a profitable venture.

Leadership focus is on making the product work well and to increase the sales and

revenue.

The organization size needs to grow since it needs more resources for larger production

and sales. While a consistent growth in core functionality continues, additional growth

occurs in sales and marketing.

Consolidation :

The expansion phase results in an expanded operation related to production like purchasing,

inventory control, etc and also diversely deployed sales staff. The organization was geared

towards maximizing its production and sales capacity. In consolidation stage, the focus shifts

towards cost control, productivity and profit.

The leadership focus is on achieving the organizational effectiveness.

The organization size is almost stable, the expansion stage might have lead to some

redundancies in core functions, but consolidation stage might include additional

manpower in supporting functions. The growth can occur in additional staff related to

quality control, customer support, administrative functions and marketing. Unlike

growth stage when the size increases linearly, the consolidation stage involves both

downsizing and hiring.

Decline :

An organization enters the decline phase when it experiences continuous reduction in

resources and revenue over a substantial period of time. Ironically, the decline can be

recognized with certainty only when it is too late to recover from it, early signs are often

mistaken to be temporary. The decline can occur after any growth stage, not necessarily after

consolidation stage; also growth does not always lead to decline, there is also possibility of

long period of stagnation.

2)b) What are the functions of organisation ?

i). To define the role of the individual:

An individual employed in an enterprise must know his role, position and relationship with

other personnel in his department and with others. Organisation becomes necessary so that

the persons involved in the enterprise can identify themselves in the enterprise. It is through

the organisation that one can know his position and role in the unit. He can relate his position

with other members of the enterprise.

ii). Determination of authority:

The assignment of a certain role proposes the granting of certain authority so that

performance can be possible. Organisation is necessary to define the authority i.e., the rights

and powers of men in different positions which would help them to discharge their assigned

roles.

iii). Fixation of responsibility:

Each individual is assigned a certain duty organisational structure defines what performance

is expected of a member of the unit of the department of the enterprise. Absence or faulty

determination of responsibility will lead to irresponsible functions, behaviour and attitudes.

iv) Specialisation:

Modern production and management techniques are based on the idea of specialization which

means the performance of different parts of a job by persons specifically suited for them.

Organisation is basically required to promote specialization. Efficient and smooth functioning

is possible when different elements of a job are performed by experts and their efforts are

pooled to attain the desired and product.

v) Coordination:

Since the pattern of managerial operations is to be based on die division' of labour, there

arises the need of coordinating the activities of various individuals or that of different

departments. They perform diverse, activities and these have to be woven into the main

fabric.

vi) Proper utilisation of human resources:

The most important thing for enterprises is to make the best possible use of its human

resources. There must not be wastage or misapplication of human efforts. This is of great

importance for economy as well as for the achievement of objectives.

It can be possible only by suitable organisation, which avoid all bottlenecks-chances of work

being held up and allow smooth flow of performances.

vii) Efficient functioning:

Efficiency is to be the watchword of an enterprise, all the factors mentioned above will have

a great impact on the efficient functioning of the enterprise, and Organisation avoids all

duplication in jobs, overlapping and wastage. It promotes speedy, smooth and efficient

functioning of the enterprise.

3)a) Explain the types of organisation structure .

Organisations can be structured in different ways:

by function, for example, operations, marketing, finance, fundraising, etc

by region

by product, for example, books, support, consultancy, delivery

in work teams, for example, client/customer groups.

Hierarchical structures :

Many organisations structure themselves in a traditional and recognisable way using a

hierarchy. The dictionary definition of hierarchy is a series of ordered groupings of people or

things within a system. Hierarchy describes reporting levels and the status of people in the

structure.

Flat structures :

Taking out levels of hierarchy creates a flatter organisation structure.

Informal structures :

Many organisations develop informal, sometimes invisible structures. These are based on the

reality of day-to-day interactions at work. They are very important, as they can pass on

communications (or rumours), they can be friendly and supportive (or form cliques). They

can also influence decisions, as there is knowledge and discussion at an informal level. The

influence of these networks is significant.

Changing structure :

If you are considering a structural change, you need to recognise that any formal change in

the way an organisation operates will work only if consistent changes happen at the informal

level of interpersonal relationships and social expectations.

No structure :

It is difficult to imagine any organisation without a structure. Even groups of young children

start to establish a network or informal hierarchy. In the beginnings of a new organisation

there may be no formal structure but often this changes over time.

3)b) Explain the roles and responsibilities of leadership

Effective leadership is not happenstance; it follows specific rules revolving around these four

basic areas of responsibility. Leadership skills can be learned and developed, even if an

individual does not have a natural tendency toward leadership.

Directing :

Directing refers to how to keep work tasks and activities on the right track. A leader‘s

direction is what makes or breaks problem solving as well as determines the effectiveness of

an approach to an assignment or task, the maintaining of momentum until its completion, and

whether it is done by deadline.

Remain visible :

Leaders understand the power of their presence at all times. Nothing deflates the workforce‘s

motivation and desire to achieve more than to be left on their own with no visible means of

support or direction.

Coaching :

Coaching refers to when a leader knows where he or she wants to go and remains in control

of the task but needs to lead others in developing a mutual support network. Coaching instills

the desire to achieve and builds a dialogue bridge between the leader and those under his or

her charge. This motivates employees and positively changes attitudes toward the work

assignment.

Supporting :

Managers cannot be effective leaders unless they actively hone their supporting skills. People

look warmly on leaders who actively work to support them emotionally as well as physically.

Delegating :

Leaders know and understand their people. They know their strengths and weaknesses as well

as what motivates and frustrates them. Effective delegating relies on the ability to select the

proper person for the specific task or role.

Monitoring :

Leaders monitor and weigh these individual decisions, but never advance their own

leadership position for a particular course of action unless they assess it to be the best one.

4)a) Elaborate Organisational change process .

Stage 1: Unfreeze - this is the first of Lewin's change transition stages, where people are

taken from a state of being unready to change to being ready and willing to make the first

step.

The Unfreezing stage is probably one of the more important stages to understand in the world

of change we live in today. This stage is about getting ready to change. It involves getting to

a point of understanding that change is necessary, and getting ready to move away from our

current comfort zone.

This first stage is about preparing ourselves, or others, before the change (and deally creating

a situation in which we want the change). The more we feel that change is necessary, the

more urgent it is, the more motivated we are to make the change.

Stage 2: Change (Transition) - once you have unfrozen the people, the next question is how

you keep them going.Kurt Lewin was aware that change is not an event, but rather a process.

He called that process a transition. Transition is the inner movement or journey we make in

reaction to a change. This second stage occurs as we make the changes that are needed.

People are 'unfrozen' and moving towards a new way of being.

Stage 3: Freezing (or 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. Kurt Lewin refers to this stage as freezing although a lot of people refer to it

as 'refreezing'. As the name suggests this stage is about establishing stability once the changes

have been made. The changes are accepted and become the new norm. People form new

relationships and become comfortable with their routines.

In today‘s world of change the next new change could happen in weeks or less. There is just

no time to settle into comfortable routines. This rigidity of freezing does not fit with modern

thinking about change being a continuous, sometimes chaotic process in which great

flexibility is demanded. So popular thought has moved away from the concept of freezing.

Instead, we should think about this final stage as being more flexible. This way 'Unfreezing'

for the next change might be easier.

4)b) Write a short note on vision, mission ,values .

Mission :

A mission statement communicates the organization‘s reason for being, and how it aims to

serve its key stakeholders. Customers, employees, and investors are the stakeholders most

often emphasized, but other stakeholders like government or communities (i.e., in the form of

social or environmental impact) can also be discussed. Mission statements are often longer

than vision statements. Sometimes mission statements also include a summation of the firm‘s

values. Values are the beliefs of an individual or group, and in this case the organization, in

which they are emotionally invested. The Starbucks mission statement describes six guiding

principles that, as you can see, also communicate the organization‘s values

Vision :

A vision statement, in contrast, is a future-oriented declaration of the organization‘s purpose

and aspirations. In many ways, you can say that the mission statement lays out the

organization‘s ―purpose for being,‖ and the vision statement then says, ―based on that

purpose, this is what we want to become.‖ The strategy should flow directly from the vision,

since the strategy is intended to achieve the vision and thus satisfy the organization‘s mission.

Typically, vision statements are relatively brief, as in the case of Starbuck‘s vision statement,

which reads: ―Establish Starbucks as the premier purveyor of the finest coffee in the world

while maintaining our uncompromising principles as we grow.

Value :

Any casual tour of business or organization Web sites will expose you to the range of forms

that mission and vision statements can take. To reiterate, mission statements are longer than

vision statements, often because they convey the organizations core values. Mission

statements answer the questions of ―Who are we?‖ and ―What does our organization value?‖

Vision statements typically take the form of relatively brief, future-oriented statements—

vision statements answer the question ―Where is this organization going?‖ Increasingly,

organizations also add a values statement which either reaffirms or states outright the

organization‘s values that might not be evident in the mission or vision statements.

5)a) The Role of leadership in an Organisation .

Leadership is the action of leading employees to achieve goals. It plays an important role in

employee performance and productivity. Learn about how leaders influence employee

behavior in this lesson. Leadership is the action of leading people in an organization towards

achieving goals. Leaders do this by influencing employee behaviors in several ways. A leader

sets a clear vision for the organization, motivates employees, guides employees through the

work process and builds morale.

Setting a clear vision means influencing employees to understand and accept the future state

of the organization. A unit of young soldiers may not believe in a particular mission ordered

by their commanding officer. A good leader will influence the soldiers to perform their

duties by explaining the vision and the importance of their role in the outcome. The soldiers

will be more apt to follow.

Motivating employees means to find out enough about the needs and wants of employees,

giving them what they need and providing praise for a job well done. Being far from home

is lonely for a young soldier. A good leader knows this and will communicate with his unit

to learn more about their needs and wants. It may be as simple as giving the soldiers a sweet

treat for their efforts.

Guiding employees, it is important to define their role in the work process and provide them

with tools needed to perform and participate in their efforts along the way. Some military

maneuvers are difficult. Often, orders are to perform tasks that involve intricate details, like

explaining how to dig a tunnel past enemy lines. A good leader will explain the tasks,

provide the digging tools, direct the work and be available to assist the soldiers if they run

into a problem.

Building morale involves pulling everyone together to work towards a common goal. Let's

face it - fighting in a war is stressful. Soldiers are often placed in high-stress situations. This

can cause the unit to lose their focus or, worse yet, shut down emotionally. A good leader

will let the soldiers know how much their work is appreciated. A simple gesture like

throwing an impromptu party to recognize the unit's small victories can reignite the soldier's

spirits.

5)b) Explain the basic principles of an organisation

Principle of objective: The organizational goal should be formulated for the business as

whole and organization should be framed to achieve that goal. Departmental goals should be

developed so that ultimate common goal should be attained. If the common organizational

goal is not decided, departments may set their own goals and there may be occurrence of

conflict about the common objective.

Division of work: the organization should be framed in a manner such that every individual

should get work according to his ability, skills and knowledge. The employees should do that

work continuously to achieve specialization that particular work. This will increase his

efficiency.

Authority and responsibility: The amount of authority decreases as we go downward in the

organizational level. For every given work or responsibility there must be provision of

authority to get that work done. The manager can delegate his authority to his subordinates to

complete the task but responsibility to complete that work can not be delegated, only

manager would be answerable for the given work not his subordinates.

Unity of command: There should be unity of command in the organization. An employee

should be controlled by one boss. He should get orders from one superior and should report

to the same superior. If a person is under the control of more than one person then there

would be confusions and conflicts. Unity of command would lead to better coordination and

controlling.

Span of control: There should be proper span of control. Span of control is the number of

subordinate reporting directly to a manger. The number of subordinates should be in such

manner so that supervision can be done effectively. If span is not planned appropriately

efficiency of workers will be affected.

Scalar chain: There should be proper chain of supervisor from top level to lower level in

vertical direction. This also shows the direction of communication in the organization. This

suggests that communication should pass through each position placed in the chain.

UNIT-2

SECTION-A

1)What is meant by Frame work ?

Frame work is the architecture used to implement the standard structure of an application for

a specific operating system, management tool used in fundamental development of projects in

order to make an action in the future within a particular period of time .

2) Define feed back .

―Simple causal reasoning about a feedback system is difficult because the first system

influences the second and second system influences the first, leading to a circular argument.

This makes reasoning based upon cause and effect tricky, and it is necessary to analyze the

system as a whole."

-Steven

Robbins

3) What is Rethinking ?

Rethinking is an attitude in order to modify the role of activity which is a tool for re

establishment of any action that which held in the future but it should be differ from the

already done action that which is in the incorrect manner .

4)What is group ?

A collection of individuals who have regular contact and frequent interaction , mutual

influence, common feelings of camaraderie , and who work together to achieve the common

set of goals . This is known as group .

5)What is Job ?

A job is an activity, often regular, and often performed in exchange for payment. A person

usually begins a job by becoming an employee, volunteering, or starting a business. The

duration of a job may range from an hour (in the case of odd jobs) to a lifetime (in the case of

some judges). The activity that requires a person's mental or physical effort is work (as in "a

day's work") .

SECTION - B

1)a) Eloborate group vs Team

Group :

A common definition of a group is three or more individuals that interact about a common

goal and have influence over one another. Three components of a group are size, goal

orientation, and influence.

Team :

A common definition of a team is that it comprises a group of people. A group can develop

into a team if it has a coordinated effort to reach a common goal. Teams are typically more

close-knit groups of people who work together over a long period of time to accomplish a

goal.

A group doesn't necessarily constitute a team because a team requires a coordinated effort. A

team is more specialized in that it includes common resources and collective effort.

Characteristics of a group are interdependence, interaction, synergy, common goals,

shared norms, and cohesiveness. A group can be informal, such as 3-12 people that are in a

meeting to discuss a business problem. Teams are structured more formally and are

sometimes assigned. Teams have a purpose, specific goals, and assigned duties.

Teams need to have different members with special roles in order to help achieve a common

goal.

On the other hand, groups are often comprised of people with similar abilities and goals and

may not have participating members with different skill sets. Groups come together more

casually and will typically have less structured meetings than teams. A successful business

needs both groups and teams in order to function effectively. Groups may come together to

solve less complex issues in meetings, while teams will be structured and formed in order to

solve more difficult issues that take a longer time to solve.

1)b) Explain the various levels of work groups

Dependent-level work groups :

Dependent-level work groups are the traditional work unit or department groups with a

supervisor who plays a strong role as the boss. Almost everyone has had some experience

with this work setup, especially in a first job.

Each person in a dependent-level work group has his or her own job and works under the

close supervision of the boss. The boss is in charge and tells the employees the do's and

don'ts in their jobs. Helping each other and covering for one another do not occur often and

do so mostly under the direction of the supervisor. In fact, most problem solving, work

assignments, and other decisions affecting the group come from the supervisor.

A dependent-level work group can perform well in the short term. But for the long run,

because group members operate separately and mostly at the direction of the supervisor, such

work groups don't seem to go anywhere. Maintaining the status quo and keeping operations

under control are what they do best. Creating improvements, increasing productivity, and

leveraging resources to support one another are quite uncommon with dependent-level work

groups.

Dependent-level work groups :

Dependent-level work groups are the traditional work unit or department groups with a

supervisor who plays a strong role as the boss. Almost everyone has had some experience

with this work setup, especially in a first job.

Each person in a dependent-level work group has his or her own job and works under the

close supervision of the boss. The boss is in charge and tells the employees the do's and

don'ts in their jobs. Helping each other and covering for one another do not occur often and

do so mostly under the direction of the supervisor. In fact, most problem solving, work

assignments, and other decisions affecting the group come from the supervisor.

A dependent-level work group can perform well in the short term. But for the long run,

because group members operate separately and mostly at the direction of the supervisor, such

work groups don't seem to go anywhere. Maintaining the status quo and keeping operations

under control are what they do best. Creating improvements, increasing productivity, and

leveraging resources to support one another are quite uncommon with dependent-level work

groups.

Interdependent-level work groups:

Members of an interdependent-level work group rely on each other to get the work done.

Sometimes members have their own roles and at other times they share responsibilities. Yet,

in either case, they coordinate with one another to produce an overall product or set of

outcomes. When this interdependence exists, you have a team. And by capitalizing on

interdependence, the team demonstrates the truth of the old saying: The whole is greater than

the sum of its parts.

2)a) Explain the stages of group development .

Forming :

In the first stage of team building, the forming of the team takes place. The individual's

behavior is driven by a desire to be accepted by the others, and avoid controversy or conflict.

Serious issues and feelings are avoided, and people focus on being busy with routines, such

as team organization, who does what, when to meet each other, etc. Individuals are also

gathering information and impressions – about each other, and about the scope of the task and

how to approach it. This is a comfortable stage to be in, but the avoidance of conflict means

that not much actually gets done. The team meets and learns about the opportunities and

challenges, and then agrees on goals and begins to tackle the tasks. Team members tend to

behave quite independently. They may be motivated but are usually relatively uninformed of

the issues and objectives of the team. Team members are usually on their best behavior but

very focused on themselves. Mature team members begin to model appropriate behavior even

at this early phase.

Storming:

In the storming stage, enough initial trust has been developed between team members that

they start to feel comfortable expressing discontent and challenging others' opinions. This

stage is necessary to the growth of the team. It can be contentious, unpleasant and even

painful to members of the team who are averse to conflict. Tolerance of each team member

and their differences should be emphasized. Without tolerance and patience the team will fail.

This phase can become destructive to the team and will lower motivation if allowed to get out

of control. Some teams will never develop past this stage.

Norming :

The team manages to have one goal and come to a mutual plan for the team at this stage.

Some may have to give up their own ideas and agree with others to make the team function.

In this stage, all team members take the responsibility and have the ambition to work for the

success of the team's goals. The danger here is that members may be so focused on

preventing conflict that they are reluctant to share controversial ideas.

Performing :

It is possible for some teams to reach the performing stage. These high-performing teams can

function as a unit as they find ways to get the job done smoothly and effectively without

inappropriate conflict or the need for external supervision. By this time, they are motivated

and knowledgeable. The team members are now competent, autonomous and able to handle

the decision-making process without supervision. Dissent is expected and allowed as long as

it is channeled through means acceptable to the team.

2)b) Explain the reason for the Organisational change .

Organizational change is a structured approach in an organization for ensuring that changes

are smoothly and successfully implemented to achieve lasting benefits.

Reasons for change

Globalization and the constant innovation of technology result in a constantly evolving

business environment. Phenomena such as social media and mobile adaptability have

revolutionized business and the effect of this is an ever increasing need for change, and

therefore change management. The growth in technology also has a secondary effect of

increasing the availability and therefore accountability of knowledge. Easily accessible

information has resulted in unprecedented scrutiny from stockholders and the media and

pressure on management.

With the business environment experiencing so much change, organizations must then learn

to become comfortable with change as well. Therefore, the ability to manage and adapt to

organizational change is an essential ability required in the workplace today. Yet, major and

rapid organizational change is profoundly difficult because the structure, culture, and routines

of organizations often reflect a persistent and difficult-to-remove "imprint" of past periods,

which are resistant to radical change even as the current environment of the organization

changes rapidly.[10]

Due to the growth of technology, modern organizational change is largely motivated by

exterior innovations rather than internal moves. When these developments occur, the

organizations that adapt quickest create a competitive advantage for themselves, while the

companies that refuse to change get left behind. This can result in drastic profit and/or market

share losses.

Organizational change directly affects all departments from the entry level employee to

senior management. The entire company must learn how to handle changes to the

organization.

3)a) Elaborate how to manage the Organisational change .

Regardless of the many types of organizational change, the critical aspect is a company‘s

ability to win the buy-in of their organization‘s employees on the change. Effectively

managing organizational change is a four-step process:

Recognizing the changes in the broader business environment

Developing the necessary adjustments for their company‘s needs

Training their employees on the appropriate changes

Winning the support of the employees with the persuasiveness of the

appropriate adjustments

As a multi-disciplinary practice that has evolved as a result of scholarly

research, organizational change management should begin with a systematic

diagnosis of the current situation in order to determine both the need for

change and the capability to change. The objectives, content, and process of

change should all be specified as part of a Change Management plan.

Change management processes should include creative marketing to enable

communication between changing audiences, as well as deep social

understanding about leadership‘s styles and group dynamics. As a visible

track on transformation projects, Organizational Change Management aligns

groups‘ expectations, communicates, integrates teams and manages people

training. It makes use of performance metrics, such as financial results,

operational efficiency, leadership commitment, communication effectiveness,

and the perceived need for change to design appropriate strategies, in order to

avoid change failures or resolve troubled change projects.

3)b) Explain the importance of Organisation change .

Change is important in coping with emerging technological advancements in the society.

Transforming the business in line with new technologies helps it to edge out its competitors,

thanks to increased productivity. The introduction of CDs in the 1980s is a prime example of

the significance of change in technological developments. Record firms that adopted this

technology realized profits because producing CDs was cheaper than LPs. Incorporating

change in line with technology helps the development of new procedures for carrying out

various needed tasks.

Change becomes a necessity when an organization finds itself in a crisis. It helps it rectify

some of its processes or activities that may have become ineffective. Initiating changes to

discard these processes assists the organization to withstand the turbulent times. Furthermore,

the changes spare the firm from extra expenses of sustaining the ineffectual processes. The

understanding of that change is important in combating challenges such as fears of lay-offs,

incompatible corporate cultures and increased turnover -- which often arise from acquisitions

and mergers.

Change helps the organization cope with globalization, which can be a threat or opportunity.

Globalization has made it possible for companies to produce goods and services at lower

costs in some areas than in others. In coping with globalization, businesses need to

understand the cultural and regional differences in various markets. Such an understanding

equips them with the knowledge to develop strategies for these markets. Other external

factors that warrant the need for change include decreased or increased market opportunities,

legislation and competition.

Many companies initiate change to improve their organizational culture. Changing the

organizational culture, which could include basic beliefs, values, feelings, and internal and

external relationships, can improve its efficiency and productivity. Effective organizational

culture also attracts new customers, increases customer satisfaction, reduces costs of

operations and increases worker retention. The top management of the organization is

responsible for driving the culture change and needs to incorporate the workers in

implementing these changes. Business owners need to retain the commitment of their

employees during the process.

4)a) What are driving forces of change Management .

Driving forces are forces outside the firm (external factors) that trigger the change of strategy

in an organization. Industry conditions change because important forces (the most dominant

ones that have the biggest influence on what kinds of changes will take place in the industry‘s

structure and competitive environment) are driving industry participants (competitors,

customers, or suppliers) to alter their actions, and thus the driving forces in an industry are

the major underlying causes of changing industry and competitive conditions. Driving forces

analysis has two steps: identifying what the driving forces are and assessing the impact they

will have on the industry.

The Most Common Driving Forces

Many forces can affect an industry powerfully enough to qualify as driving forces. Some are

unique and specific to a particular industry situation, but most drivers of change fall into one

of the following categories:

1. The Internet and new e-commerce opportunities and threats it breeds in the industry;

2. Increasing globalization of the industry;

3. Changes in the long-run industry growth rate;

4. Changes in who buys the products and how they use it.

5. Product innovation;

6. Technological change;

7. Market innovation;

8. Entry or exit of major firms;

9. Diffusion of technical know-how across more companies and more countries;

10. Changes in cost and efficiency

11. Growing buyer for preferences for differentiated products instead of a commodity

product (or for a more standardized product instead of strongly differentiated

products);

12. Regulatory influences and government policy changes;

13. Changing societal concerns, attitudes, and lifestyles;

14. Reductions in uncertainty and business risk.

Sound analysis of an industry‘s driving forces is a prerequisite to sound strategy

making. Without keen awareness of what external factors will produce the biggest

potential changes in the company‘s business over the next one to three years, managers

will ill prepare to craft (pay attention to the usage of this word—why not use MAKE) a

strategy tightly matched to emerging conditions. Similarly, if managers are uncertain

about the implications of each driving force or if their views are incomplete or off-base,

it‘s difficult for them to craft a strategy that is responsive to the driving forces and their

consequences for the industry. So driving forces is not something to take lightly; it has

practical strategy-making value and is basic to the task of thinking strategically about

where the industry is headed and how to prepare for the changes.

4)b) Explain why people in organaisation resist change .

1. Misunderstanding about the need for change/when the reason for the change is unclear — If

staff do not understand the need for change you can expect resistance. Especially from those

who strongly believe the current way of doing things works well…and has done for twenty

years!

2. Fear of the unknown — One of the most common reasons for resistance is fear of the

unknown. People will only take active steps toward the unknown if they genuinely believe –

and perhaps more importantly, feel – that the risks of standing still are greater than those of

moving forward in a new direction

3. Lack of competence — This is a fear people will seldom admit. But sometimes, change in

organizations necessitates changes in skills, and some people will feel that they won‘t be able

to make the transition very well

4. Connected to the old way — If you ask people in an organization to do things in a new way,

as rational as that new way may seem to you, you will be setting yourself up against all that

hard wiring, all those emotional connections to those who taught your audience the old way –

and that‘s not trivial

5. Low trust — When people don‘t believe that they, or the company, can competently manage

the change there is likely to be resistance

6. Temporary fad — When people belief that the change initiative is a temporary fad

7. Not being consulted — If people are allowed to be part of the change there is less resistance.

People like to know what‘s going on, especially if their jobs may be affected. Informed

employees tend to have higher levels of job satisfaction than uninformed employees

8. Poor communication — It‘s self evident isn‘t it? When it comes to change management

there‘s no such thing as too much communication

9. Changes to routines — When we talk about comfort zones we‘re really referring to routines.

We love them. They make us secure. So there‘s bound to be resistance whenever change

requires us to do things differently

10. Exhaustion/Saturation — Don‘t mistake compliance for acceptance. People who are

overwhelmed by continuous change resign themselves to it and go along with the flow. You

have them in body, but you do not have their hearts. Motivation is low

5) a) Explain in detail about Change management .

It is not uncommon for an organization to choose to conduct a project that will have

impact on the organization itself. Examples:

– New Time and Attendance System

– New email system

– Transition from paper to electronic Requisitions

– Change from primarily print to primarily electronic media

– Introduction of a new technology (e.g. EDMS)

– Distribution of workers in new office space

Upper Management undertakes these projects because they believe that there is

sufficient gain to the organization to warrant the expense.

And Upper Management usually moves forward on the basis that since it is in

everyone‘s best interest, those individuals affected will of course endorse the project

and work to make it a success.

And all too often Upper Management receives a rude shock.

It can be very difficult to introduce change to an organization. Failure to recognize

and deal with this fact has been the cause of many project failures.

Organizational Change Management can be of serious concern to any organization

whose projects will require change either in its customers or within the organization

itself.

So we will focus on Organizational Change here, in an effort to give you some insight

on how to more effectively manage the People side of technology projects.

Minimizing the size and duration of this Productivity Dip is dependent upon quickly

creating acceptance to the strategic plan and all that it entails.

But gaining that acceptance is often a difficult process, as some employees will, for

various reasons, seek to block the change

Resistance is a natural and inevitable reaction in an organization. You can expect it

Resistance is sometimes hidden, so it may be necessary to take active steps to find it

There are many reasons for resistance; it is important to understand it

We manage resistance by working with people, and helping them deal with their

concerns

There are many ways to build acceptance. It is important to be flexible. But persist.

5)b) Explain the types of groups .

Within many organisations different groups are formed at different levels, formal groups,

informal groups, primary groups and secondary groups. Some groups maybe deliberately

formed, some groups are formed through an informal setting. Below we discuss briefly four

forms of groups which are found within a company.

Formal Group :

A formal group is created within an organisation to complete a specific role or task. This may

be a one off objective such as the launch of a particular product or service or a

permanent/ongoing objective such as the provision of Information Technology (IT).

Informal Group:

Informal groups are established by individuals who decide they want to interact with each

other. Informal groups usually do not have a specific purpose; often the group forms because

the group members regularly happen to be in the same location or because they enjoy each

other's company. For example people may form a group because they sit close together in an

office or live together in a house.

Primary Group :

A primary group is made up of a small group of people who interact regularly. A small team

with a leader is an example of a primary group. A family can also be called a primary group.

Within the primary group, values, beliefs and culture are all very important.

Secondary Group :

When a large number of people get together (who do not normally get together) it is called a

secondary group. Secondary group members do not get the opportunity to get to know each

other as well as primary group members because the interaction with each other is less than in

a primary group. When a secondary group is formed, individuals usually have their own

agenda and goals. The relationship they form is not long term and social interaction within a

secondary group is likely to be low.

UNIT-3

Section-A

1)What is culture in an organisation ?

Organizational culture is the behavior of humans within an organization and the meaning that

people attach to those behaviors. Culture includes the organization's vision, values, norms,

systems, symbols, language, assumptions, beliefs, and habits. It is also the pattern of such

collective behaviors and assumptions that are taught to new organizational members as a way

of perceiving, and even thinking and feeling.

2) Write a short note on Organisation climate .

Organizational climate (sometimes known as Corporate Climate) is the process of

quantifying the ―culture‖ of an organization, it precedes the notion of organizational culture.

It is a set of properties of the work environment, perceived directly or indirectly by the

employees, that is assumed to be a major force in influencing employee behavior.

3) What are the two approaches of Culture in organisation ?

The cognitive schema approach regards the concept of climate as an individual perception

and cognitive representation of the work environment. From this perspective climate

assessments should be conducted at an individual level.

The shared perception approach emphasizes the importance of shared perceptions as

underpinning the notion of climate. Organisational climate has also been defined as "the

shared perception of the way things are around here".There is great deal of overlap in the two

approaches..

4) What is meant by Politics ?

Politics is the practice and theory of influencing other people on a global, civic or individual

level. More narrowly, it refers to achieving and exercising positions of governance —

organized control over a human community .It is the study or practice of the distribution of

power and resources within a given community

5) What is Power ?

Power is the ability to influence or control the behavior of people. The term authority is often

used for power perceived as legitimate by the social structure. Power can be seen as evil

or unjust, but the exercise of power is accepted as endemic to humans as social beings. In the

corporate environment, power is often expressed as upward or downward.

Section-B

1)a) Explain the dimensions of Organisation culture .

Power distance index (PDI): "Power distance is the extent to which the less powerful

members of organizations and institutions (like the family) accept and expect that power

is distributed unequally." Cultures that endorse low power distance expect and accept

power relations that are more consultative or democratic.

Individualism (IDV) vs. collectivism: "The degree to which individuals are integrated

into groups". In individualistic societies, the stress is put on personal achievements and

individual rights. People are expected to stand up for themselves and their immediate

family, and to choose their own affiliations. In contrast, in collectivist societies,

individuals act predominantly as members of a lifelong and cohesive group or

organization (note: "The word collectivism in this sense has no political meaning: it

refers to the group, not to the state"). People have large extended families, which are used

as a protection in exchange for unquestioning loyalty.

Uncertainty avoidance index (UAI): "a society's tolerance for uncertainty and ambiguity".

It reflects the extent to which members of a society attempt to cope with anxiety by

minimizing uncertainty. People in cultures with high uncertainty avoidance tend to be

more emotional. They try to minimize the occurrence of unknown and unusual

circumstances and to proceed with careful changes step by step planning and by

implementing rules, laws and regulations. In contrast, low uncertainty avoidance cultures

accept and feel comfortable in unstructured situations or changeable environments and

try to have as few rules as possible. People in these cultures tend to be more pragmatic,

they are more tolerant of change.

Masculinity (MAS), vs. femininity: "The distribution of emotional roles between

the genders". Masculine cultures' values are competitiveness, assertiveness, materialism,

ambition and power, whereas feminine cultures place more value

on relationships and quality of life. In masculine cultures, the differences between gender

roles are more dramatic and less fluid than in feminine cultures where men and women

have the same values emphasizing modesty and caring. As a result of the taboo on

sexuality in many cultures, particularly masculine ones, and because of the obvious

gender generalizations implied by Hofstede's terminology, this dimension is often

renamed by users of Hofstede's work, e.g. to Quantity of Life vs. Quality of Life.

Long-term orientation (LTO), vs. short term orientation: First called "Confucian

dynamism", it describes societies' time horizon. Long-term oriented societies attach more

importance to the future. They foster pragmatic values oriented towards rewards,

including persistence, saving and capacity for adaptation. In short term oriented societies,

values promoted are related to the past and the present, including steadiness, respect for

tradition, preservation of one's face, reciprocation and fulfilling social obligations.

Indulgence versus restraint (IVR): The extent to which members of a society try to

control their desires and impulses. Whereas indulgent societies have a tendency to allow

relatively free gratification of basic and natural human desires related to enjoying life and

having fun, restrained societies have a conviction that such gratification needs to be

curbed and regulated by strict norms.

1)b) Differentiate Power vs Tactics .

Power may be held through:

Authority

Delegated authority (for example in the democratic process)

Social class (material wealth can equal power)

Resource currency (material items such as money, property, food)

Personal or group charisma (including public opinion)

Ascribed power (acting on perceived or assumed abilities, whether these bear testing or

not)

Expertise (ability, skills) (the power of medicine to bring about health; another famous

example would be "in the land of the blind, the one-eyed man is king" – Desiderius

Erasmus)

Persuasion (direct, indirect, or subliminal)

Knowledge (granted or withheld, shared or kept secret)

Force (law) (violence, military might, coercion).

Moral persuasion (including religion)

Operation of group dynamics (such as public relations)

Social influence of tradition (compare ascribed power)

Tactics :

In everyday situations people use a variety of power tactics to push or prompt people into

particular action. There are plenty of examples of power tactics that are quite common and

employed every day. Some of these tactics include bullying, collaboration, complaining,

criticizing, demanding, disengaging, evading, humor, inspiring, manipulating, negotiating,

socializing, and supplicating. These power tactics can be classified along three different

dimensions: softness, rationality, and laterality

Soft and Hard :

Soft tactics take advantage of the relationship between person and the target. They are

more indirect and interpersonal (e.g., collaboration, socializing). Conversely, hard

tactics are harsh, forceful, direct, and rely on concrete outcomes. However, they are

not more powerful than soft tactics. In many circumstances, fear of social exclusion

can be a much stronger motivator than some kind of physical punishment.

Rational and nonrational :

Rational tactics of influence make use of reasoning, logic, and sound judgment,

whereas nonrational tactics rely on emotionality and misinformation. Examples of

each include bargaining and persuasion, and evasion and put downs, respectively.

2)a) What are the five bases of power ?

Legitimate power

Also called "Positional power," it is the power of an individual because of the relative

position and duties of the holder of the position within an organization. Legitimate power is

formal authority delegated to the holder of the position. It is usually accompanied by various

attributes of power such as uniforms, offices etc.

Referent Power ;

Referent power is the power or ability of individuals to attract others and build loyalty. It is

based on the charisma and interpersonal skills of the power holder. A person may be admired

because of specific personal trait, and this admiration creates the opportunity for

interpersonal influence. Here the person under power desires to identify with these personal

qualities, and gains satisfaction from being an accepted

follower. Nationalism and patriotism count towards an intangible sort of referent power. For

example, soldiers fight in wars to defend the honor of the country. This is the second least

obvious power, but the most effective.

Expert Power :

Expert power is an individual's power deriving from the skills or expertise of the person and

the organization's needs for those skills and expertise. Unlike the others, this type of power is

usually highly specific and limited to the particular area in which the expert is trained and

qualified. When you have knowledge and skills that enable you to understand a situation,

suggest solutions, use solid judgment, and generally outperform others, people will have

reason to listen to you. When you demonstrate expertise, people tend to trust you and respect

what you say. As a subject matter expert, your ideas will have more value, and others will

look to you for leadership in that area.

Reward power :

Reward power depends on the ability of the power wielder to confer valued material rewards,

it refers to the degree to which the individual can give others a reward of some kind such as

benefits, time off, desired gifts, promotions or increases in pay or responsibility. This power

is obvious but also ineffective if abused. People who abuse reward power can become pushy

or be reprimanded for being too forthcoming or 'moving things too quickly'. If others expect

that you'll reward them for doing what you want, there's a high probability that they'll do it.

Coercive power :

Coercive power is the application of negative influences. It includes the ability to demote or

to withhold other rewards. The desire for valued rewards or the fear of having them withheld

that ensures the obedience of those under power. Coercive power tends to be the most

obvious but least effective form of power as it builds resentment and resistance from the

people who experience it.

2)b) What are the forms of power in various approaches ?

1. Power as a Perception: Power is a perception in a sense that some people can have

objective power, but still have trouble influencing others. People who use power cues

and act powerfully and proactively tend to be perceived as powerful by others. Some

people become influential even though they don't overtly use powerful behavior.

2. Power as a Relational Concept: Power exists in relationships. The issue here is often

how much relative power a person has in comparison to one's partner. Partners in

close and satisfying relationships often influence each other at different times in

various arenas.

3. Power as Resource Based: Power usually represents a struggle over resources. The

more scarce and valued resources are, the more intense and protracted are power

struggles. The scarcity hypothesis indicates that people have the most power when

the resources they possess are hard to come by or are in high demand. However,

scarce resource leads to power only if it's valued within a relationship.

4. The Principle of Least Interest and Dependence Power:The person with less to lose

has greater power in the relationship. Dependence power indicates that those who are

dependent on their relationship or partner are less powerful, especially if they know

their partner is uncommitted and might leave them. According to interdependence

theory, quality of alternatives refers to the types of relationships and opportunities

people could have if they were not in their current relationship. The principle of least

interest suggests that if a difference exists in the intensity of positive feelings between

partners, the partner who feels the most positive is at a power disadvantage. There's

an inverse relationship between interest in relationship and the degree of relational

power.

5. Power as Enabling or Disabling: Power can be enabling or disabling. Research has

been shown that people are more likely to have an enduring influence on others when

they engage in dominant behavior that reflects social skill rather than intimidation.

Personal power is protective against pressure and excessive influence by others

and/or situational stress. People who communicate through self-confidence and

expressive, composed behavior tend to be successful in achieving their goals and

maintaining good relationships. Power can be disabling when it leads to destructive

patterns of communication. This can lead to the chilling effect where the less

powerful person often hesitates to communicate dissatisfaction, and the demand

withdrawal pattern which is when one person makes demands and the other becomes

defensive and withdraws. Both effects have negative consequences for relational

satisfaction.

6. Power as a Prerogative: The prerogative principle states that the partner with more

power can make and break the rules. Powerful people can violate norms, break

relational rules, and manage interactions without as much penalty as powerless

people. These actions may reinforce the powerful person's dependence power. In

addition, the more powerful person has the prerogative to manage both verbal and

nonverbal interactions. They can initiate conversations, change topics, interrupt

others, initiate touch, and end discussions more easily than less powerful people

3)a) Explain the problems arising from change in an organisation ?

Effective change management that makes all employees participate is essential in our world

of turbulence and of shorter cycles of innovation. Changes may affect every industry and

every organizational function.

In every organization, management knows about the external environment and the vision of

the organization. This knowledge is the basis for developing appropriate strategies. Although

challenging, this is the easier part. Nevertheless, management will only be able to

successfully implement a new strategic direction, if they manage to gain the commitment of

everyone within the organization. The point is to develop processes that enable all employees

to learn about change and that to develop a culture of dialogue between management and

workforce.

Change management means to make change happen – to flexibly adapt the organization to

ongoing external changes.

Challenges in Managing Change

The process of change has impact on the whole organization and on all individuals working

there. Change processes influence

· What the organization does

· The way the organization does things

· The way all business units of the organization communicate and share information.

Another challenge of managing change is that there is no chance to ‗undo‘ mistakes once

they were made. If you allocate resources in an inefficient way, you still have the option to

provide additional resources in order to achieve your objective. If you once failed to

make your employees participate in the change process, you will hardly be able to motivate

them again.

3)b) Explain the barriers in change process ?

Emotional barriers :

Risk-aversion: Fear to make mistakes or to fail.

· Lack of ability to process incomplete or contradictory information: Solving complex

problems is never easy. Incomplete information may lead to an elimination of promising

ideas.

· Preference to evaluate existing ideas instead of generating new ideas. Early evaluation

of suggestions may sort out creative ideas. Early ideas often base on incomplete

information. That makes it easier to reject them. Normally people find it much easier to

come up with reasons for rejecting an idea than with reasons for supporting and idea.

· Not taking time for thinking: In many projects, people are not able to lean back and

think about a problem because they feel under pressure to deliver results quickly.

These emotional barriers may cause serious problems in change processes since they hinder

the generation of new ideas and approaches. Nevertheless, the critical question of any change

‗Are we doing the right things?‘ requires open discussion, new and unconventional

approaches. Brainstorming activities may be of help here.

Cultural barriers :

Taboos: Particular issues may have the character of a taboo in an organization. Hence, they

are extremely difficult to analyze and to change.

· More focus than imagination: Children are more creative than adults are. A potential

reason is that our culture attaches great importance to targeted thinking. Thus, we

virtually unlearn how to be imaginative and creative with our ideas.

· Problem solving is seen as a serious matter: There is no place for humor in the process

of problem solving; hence, there will not be much freedom for creativity.

· Reasons and intuition: It is generally accepted in business life that critical reasoning,

objective analysis, logic, figures and facts are good things. Intuition and fun are seen as

sub-optimal. In our personal life, however we are used to base many important decisions

on our intuition and our feelings – for instance choice of friends and partners.

· Tradition and change: It is a challenging task to overcome traditions. This is especially

true when employees do not see the relation between their traditions and an existing

problem. On the other hand, traditions can be the basis for personal commitment in

change processes.

Cognitive barriers :

Use of wrong terminology: The use of language and terminology that is appropriate for the

receivers of the message can support creativity and motivation.

· Sticking to strategies: There are many strategies for problem solving and for managing

change. However, they are often applied wrongly – to rigid or not rigid enough.

· Lack of complete and correct information: This is a major problem that cannot really

be solved. The probably best solution is a balanced mix of information and creative ideas.

4) a) Eloborate Corporate re organising ?

Reorganizing is the corporate management term for the act of reorganizing the legal,

ownership, operational, or other structures of a company for the purpose of making it more

profitable, or better organized for its present needs. Other reasons for restructuring include a

change of ownership or ownership structure, demerger, or a response to a crisis or major

change in the business such asbankruptcy, repositioning, or buyout. Restructuring may also

be described as corporate restructuring, debt restructuring and financial restructuring.

Executives involved in restructuring often hire financial and legal advisors to assist in the

transaction details and negotiation. It may also be done by a new CEO hired specifically to

make the difficult and controversial decisions required to save or reposition the company. It

generally involves financing debt, selling portions of the company to investors, and

reorganizing or reducing operations.

The basic nature of restructuring is a zero-sum game. Strategic restructuring reduces financial

losses, simultaneously reducing tensions between debt and equity holders to facilitate a

prompt resolution of a distressed situation.

Corporate debt restructuring is the reorganization of companies‘ outstanding liabilities. It is

generally a mechanism used by companies which are facing difficulties in repaying their

debts. In the process of restructuring, the credit obligations are spread out over longer

duration with smaller payments. This allows company‘s ability to meet debt obligations.

Also, as part of process, some creditors may agree to exchange debt for some portion of

equity. It is based on the principle that restructuring facilities available to companies in a

timely and transparent matter goes a long way in ensuring their viability which is sometimes

threatened by internal and external factors. This process tries to resolve the difficulties faced

by the corporate sector and enables them to become viable again.

4)b) What are the steps involved in Corporate reorganisation ?

Define the problem.

Determine whether existing jobs and structures are meeting department goals.

Consider what factors contribute to effectiveness of jobs and structure.

Identify methods for collecting input from staff.

o Verbal, written, and computer surveys

o Problem-solving teams

o Review committees

Identify a new structure or model that will support your goals, including:

o Distribution of functions throughout the organization (definition of functions to be

performed, groupings of functions, and the relationships among functions)

o Vertical and horizontal authority relationships

o Communication/decision-making process (how formal decisions are made and by whom, and

the information system established for decision-making)

o Internal departmental policies (the decisions, rules, or guidelines established in production,

personnel, purchasing, research and development, and other areas)

o The attributes of department employees (includes abilities, skills, experience, and other

behavioral issues)

Develop a reorganization proposal, including:

o Timeframe

o Reasons for reorganization

o Before and after organization charts

o Job descriptions for new, changed positions

o Names, titles of employees to be affected by changed or eliminated jobs, new reporting lines,

physical relocation, or reduction in time

o Review of Affirmative Action impact

o Order of potential layoffs for career positions based on seniority points

o Notices to go to unions

o A communication plan

Identify the different groups who will need communication and the different

messages/information they will need

Determine series of review and update meetings with management

Determine schedule of informational meetings with staff

Plan communications outside department to announce reorganization

Set up individual meetings with employees projected for layoff and for those employees

whose jobs will change significantly

Determine skills needed for each position.

Compare current skills with what is needed.

Determine training needs and resources.

Design and implement training.

Review, reassess, and gather input during implementation.

Determine methods to get feedback during implementation.

Include systems that will provide regular feedback from management, staff, and client

groups.

Build an effective team .

Clarify mission, goals, and standards for success.

Schedule regular staff meetings.

Facilitate communication by remaining open to suggestions and concerns.

Act as harmonizing influence by looking for opportunities to mediate and resolve minor

disputes.

Encourage all team members to share information.

Support brainstorming and consensus decision-making where appropriate.

5)a) Explain the resistance to Reorganisation ?

The purpose of the reorganization is not clear. When employees don't understand why

changes are implemented, anxiety and suspicion often fill the information vacuum.

The employees do not see a need for the change. Even if employees understand the reasons

for change they may disagree with management's perspective and not agree that is needed.

The employees are not involved in the planning. People support what they helped create. If

employees do not believe they have enough input in planning change, resistance may

increase.

Communication regarding the reorganization is poor. Even if the change affects only one

other person, communication can be easily distorted.

Key people in the organization are not seen as really advocating the change. If employees

believe their boss or other important individuals/groups don't support the change, acceptance

is difficult to secure.

The employees perceive a negative impact on their social relations. If employees view the

change as adversely affecting the way they relate to people significant to them, acceptance is

reduced.

Key job characteristics are changed. Employees will be more resistant to the change if they

believe it will decrease their autonomy, the level of challenge the job offers, the type of

feedback they receive, or the degree of importance the organization places on their jobs.

The employees have been exposed to a long history of poorly-executed changes. If the

employees believe that the organization is involved in another ill-planned reorganization,

their enthusiasm will be greatly diminished.

The employees fear failure. Change involves learning and learning usually involves mistakes;

when people are not given the freedom to make mistakes while learning, they may be afraid

and easily discouraged.

The employees lack confidence in their capacity to implement the change, or in

management's commitment to the training they need.

Excessive pressure is involved. When employees are already feeling overworked, the

additional pressure brought on by the change may create resistance.

Employees perceive that organizational objectives of the change and their own personal goals

are incompatible. Resistance is increased if employees believe the change will block or

significantly restrict the achievement of their own personal ambitions.

5)b) Explain the steps involved in communicating about the change ?

To Get Information Out

To clarify the reasons for change

To describe the benefits of the change

To offer a detailed picture of the new organization

To describe how the change will take place

To provide information on support/resources

To Gather Information

To get input from the people affected

To get feedback on how the change is proceeding

To Affect Attitudes and Behavior

To show that change is a beginning, not an end

To create an atmosphere that supports the new identity/culture

To encourage risk-taking and openness to change

To move toward a collaborative team approach

To Offer Support During the Change

To acknowledge loss/fear/resistance

To show how loss will be counteracted by the advantages of the new organization

To provide tools (training/information/praise)

To reduce isolation and foster teamwork

UNIT-4

Section-A

1)What is meant by Behaviour ?

Behaviour is the range of actions and mannerisms made by

individuals, organisms, systems, or artificial entities in conjunction with themselves or their

environment, which includes the other systems or organisms around as well as the

(inanimate) physical environment. It is the response of the system or organism to various

stimuli or inputs .

2) What is Downsizing ?

Downsizing occurs when a company permanently reduces its workforce. Corporate

downsizing is often the result of poor economic conditions and/or the company‘s need to cut

jobs in order to lower costs or maintain profitability. It may occur when one company

merges with another, a product or service is cut, or the economy falters. Downsizing also

occurs when employers want to ―streamline‖ a company – this refers to corporate

restructuring in order to increase profit and maximize efficiency.

3) Write a short note on behavioural Compliance ?

The firm‘s Corporate Compliance and Ethics Group provides a number of services designed

to address the increasing government pressures to maintain compliance and ethics programs

including Creating programs, program evaluation and assessment and policy and procedure

development .

4) What is meant by Delayering ?

Delayering is the process of removing layers of hierarchy between the highest and lowest

levels in order to boost operational efficiency, decrease the wage bill and remove red tape.

Delayering typically removes middle managers, providing senior managers easier reach over

the organisation as a whole.

5) Explain Impacts of downsizing ?

Organizational downsizing affects the work processes of an organization since the end result

of the downsizing is typically fewer people performing the same workload that existed before

the downsizing took place. The act of downsizing results in two categories of

people: Victims, the people who involuntarily lose their jobs due to organizational

downsizing, and survivors, the employees who remain after organizational downsizing takes

place.

Section-B

1)a) Explain the aspects of the Corporate compliance and ethics?

The firm‘s Corporate Compliance and Ethics Group provides a number of services designed

to address the increasing government pressures to maintain compliance and ethics programs

including:

Creating Programs – Our attorneys can facilitate a top-down or bottom-up compliance

risk assessment necessary to design an effective compliance program. Once the risk

assessment is completed, we can design and help implement a compliance program that

complements an employer‘s strategic objectives with initiatives that add value, reduce

risk, and promote a culture of compliance throughout the organization.

Program Evaluation and Assessment – Employers with existing compliance programs

should periodically assess the programs‘ effectiveness and determine whether they

meet the needs of the organization. Whether an employer needs to analyze its

compliance programs against the United States‘ Federal Sentencing Guidelines or

international requirements, or to evaluate the company‘s anti-retaliation policy and

investigation procedures, Littler‘s compliance and ethics attorneys have the skills and

insights to help employers of all sizes evaluate and assess their compliance and ethics

programs.

Policy and Procedure Development – From broad international codes of conduct to

detailed policies designed to address an organization‘s high risk areas, our team has the

experience in drafting the policies by which organizations are governed. We do not

view policy development as simply a ―check-the-box‖ exercise. When a client hires us

to draft or revise a code of conduct or any other type of policy or procedure, we will

draft it in a way that complements the employers‘ values, principles, and strategies.

Training and Education – Littler has many different programs, ranging from code of

conduct training for all employees to global executive sessions on how to promote

ethical cultures in the workplace and FCPA and UK Bribery Act courses on how to

conduct lawful and effective cross border investigations into allegations of

misconduct. Our classes are not lectures. They are scenario-based interactive programs

designed to meet multiple learning styles, using a variety of media.

Investigations – Our compliance and ethics lawyers have extensive experience in

conducting internal investigations into alleged wrongful conduct. We can also provide

clients with the tools they need to conduct internal investigations themselves, including

providing advice throughout the investigation process and offering effective, hands-on

investigation training that uses mock scenarios and evidence.

1)b) What are the reasons for downsizing & its positive and negative impacts ?

There are many reasons why a company may need to reduce the number of people it

employs. The introduction of new technology may result in a reduced workload for

employees. External financial pressures or increased competition in the marketplace may

force a company to reduce its labor costs. Mergers and acquisitions may leave a company

with more employees than it requires, particularly if bringing the two companies together

results in duplication of business support functions, such as finance, I.T. and human

resources.

Who Will Be Affected?

After deciding to downsize, the company must decide which employees will stay and which

will go. The company should use objective criteria to make this decision to ensure that no

discrimination occurs. Criteria will include the skills mix required to take the company

forward together with employees' length of service, disciplinary records and attendance

records. When employees know that the criteria used are objective and the process has been

fairly applied, they are more likely to accept the outcome.

Financial Impact on Departing Employees

Employees who lose their jobs as a result of downsizing experience financial consequences

because they no longer receive a salary. This can be a significant blow if the employee is the

family's main breadwinner. Loss of her regular salary can lead to the departing employee

depleting her savings and taking out loans to cover her bills. If she fails to keep up her rental

or mortgage payments after losing her job, she could even lose her house. Losing a job can

also mean losing associated benefits, such as health insurance. While health benefits can be

extended under the Consolidated Omnibus Budget Reconciliation Act, COBRA, this is an

expensive option that will eventually run out. Lack of health benefits can lead to missed

check-ups and failure to pick up prescriptions, causing a deterioration in the individual's

health.

Impact on Well-being of Departing Employees

Departing employees may also find that downsizing affects their mental well-being.

Employees expect to be rewarded for working hard. However, the need to reduce labor costs

may mean that even some of the most hardworking employees have their jobs eliminated.

This can undermine their confidence and lead to mistrust of future employers. Departing

employees can find themselves in a downward spiral that contributes to depression and

mental health issues. Some of them may turn to substance abuse to help them cope with their

situation. Others may take their frustration out on loved ones through domestic violence.

Positive Effects on Departing Employees

For some employees, the loss of a job due to downsizing can be a positive step that allows

them to reinvent themselves. Job security may have led to an employee remaining in a post

that was no longer challenging or satisfying. Downsizing can be the push the employee needs

to get out of the rut of job security and look for a more rewarding role. Severance packages

can provide employees with a financial cushion that enables them to explore alternative

options, such as self-employment.

2)a) Differentiate Delayering and Downsizing ?

Delayering is the process of removing layers of hierarchy between the highest and lowest

levels in order to boost operational efficiency, decrease the wage bill and remove red tape.

Delayering typically removes middle managers, providing senior managers easier reach over

the organisation as a whole.

Commonly cited advantages of delayering include increases in engagement and motivation as

more responsibility is afforded to ‗on the ground‘ workers to make decisions, instead of being

told what to do by middle managers. Communication may also increase as there are fewer

levels of information to become lost in translation and bottom-up feedback may also increase

as employees‘ feel their views have more chance of being heard by decision-makers.

Despite the value of delayering, there are disadvantages. Senior leaders tend to gain more

control over decision-making with reduced oversight, which means the effects of poor

individual decision-making may be felt more acutely. The flatter organisational structures

created by delayering may work in particular industries but may be unsuitable for others, and

the redundancies associated with delayering may affect worker morale.

Delayering on its own doesn‘t tend to achieve the types of efficiencies leaders are looking

for. Combining the initiative with other progressive measures, such as engagement

programmes or cross-divisional working, can maximise its effect.

Downsizing :

Organizational downsizing affects the work processes of an organization since the end result

of the downsizing is typically fewer people performing the same workload that existed before

the downsizing took place. The act of downsizing results in two categories of

people: Victims, the people who involuntarily lose their jobs due to organizational

downsizing, and survivors, the employees who remain after organizational downsizing takes

place.

After deciding to downsize, the company must decide which employees will stay and which

will go. The company should use objective criteria to make this decision to ensure that no

discrimination occurs. Criteria will include the skills mix required to take the company

forward together with employees' length of service, disciplinary records and attendance

records. When employees know that the criteria used are objective and the process has been

fairly applied, they are more likely to accept the outcome

2)b) Explain impact of paradoxical in an organisation ?

It is a truism that organisations are in a constant state of change. It seems that those who run

organisations are rarely satisfied with the status quo, and their unending quest to improve

products, performance, sales or whatever makes change an inescapable fact of organizational

life.

Many decision makers and managers who implement change take a somewhat naïve view of

the process: they focus on what they want rather than all the things that could happen. This

is understandable because change projects are initiated and plans made when all the nitty-

gritty details that may cause problems are not yet in view. Given that it is impossible to

surface all significant details at the start. is there anything that decision-makers and managers

can do to address the inevitable ambiguity of change?

One of the underappreciated facets of organizational change is that it is

inherently paradoxical. For example, although it is well known that such changes inevitably

have unintended consequences that are harmful, most organisations continue to implement

change initiatives in a manner that assumes complete controllability with the certainty of

achieving solely beneficial outcomes.

It is my contention that an understanding of the paradoxes that operate in the day-to-day work

of change might help managers in developing a more realistic picture of how a change

initiative might unfold and some of the problems that they might encounter. In this post, I

look at the paradoxes of organizational change drawing on a paper entitled, The social

construction of organizational change paradoxes. We propose that paradox is constructed

when elements of our thoughts, actions and emotions that seemed logical when considered in

isolation, are juxtaposed, appearing mutually exclusive. The result is often an experience of

absurdity or paralysis.

Again it is important to note that change-related paradoxes have social origins – they are

caused by the actions of certain individual or groups and their effects or perceived effects on

others.

3)a) Elaborate the three paradoxes change in organisation ?

Paradoxes of performing:

A change initiative is invariably accompanied by restructuring that results in wholesale

changes in roles and responsibilities across the organisation. Moreover, since large-scale

changes take a long time to implement, there is a longish transition period in which

employees are required to perform tasks and activities associated with their old and new

roles. During this period, employees may have to deal with competing, even conflicting

demands. This, quite naturally, causes stress and anxiety.

Paradoxes of performing relate to contradictions in employees‘ self understanding of their

identities and roles within the organisation. As such, these paradoxes are characterized by

mixed messages from management. As the authors state, people faced with such paradoxes

often express feelings of rising frustration with/distrust of management, doubt (inability to

choose) or nihilism (futility of choice). This paradox is particularly common when

organisations transition from a traditional (functional) management hierarchy to a matrix

structure.

Paradoxes of belonging:

Another consequence of organizational restructuring is that old hierarchies and workgroups

are replaced by new ones. Adjusting to this requires employees to shift allegiances and

develop new work relationships. Leaving the safety of a known group can be extremely

stressful. Moreover, since the new structures are rarely defined in detail, at least at the start,

there is a great deal of ambiguity as to what it really stands for. It is no surprise, therefore,

that some employees attempt to maintain the status quo or even leave while others benefit

from the change.

At the heart of this paradox is a double bind where a desire to maintain existing relationships

competes with the realization that it is necessary to develop new ones. People react to this

differently, depending on their values, motivations and (above all) their ability to deal with

ambiguity. Inevitably, such situations are characterized by antagonistic attitudes that

accentuate differences and/or peoples’ defensive attitudes that provoke defensiveness in

others.

Paradoxes of organizing:

The fact that organisations consist of people who have diverse backgrounds, motivations and

interests suggests that the process of organizing – which, among things, involves drawing

distinctions between groups of people based on their skills – is inherently paradoxical. The

authors quote a couple of studies that support this contention. One study described how,

―friendly banter in meetings and formal documentation [promoted] front-stage harmony,

while more intimate conversations and unit meetings [intensified] backstage conflict.‖

Another spoke of a situation in which, “…change efforts aimed at increasing employee

participation [can highlight] conflicting practices of empowerment and control. In

particular, the rhetoric of participation may contradict engrained organizational practices

such as limited access to information and hierarchical authority for decision making…”

3)b) What are the challenges for a leader in a change process of organisation ?

For leaders the challenge is not just a leadership challenge (what good leadership looks like),

but it is a development challenge (the process of how to grow ―bigger‖ minds) to deal with

the world of VUCA. Leaders, too often, have become experts on the ―what‖ of leadership,

but novices in the ―how‖ of their own development.

Change the Leadership Mind set – we must help ourselves, and our tactical leaders from

being easily get trapped by their predictive mind set when they encounter a VUCA situation

by providing a robust sounding board, challenging their assumptions and beliefs, and helping

them develop new perspectives, options and ideas.

Change the Leadership Approach – many leadership issues are not problems to be solved

but rather dilemmas that must be continuously managed. Helping leaders to understand

this, and to manage the issues and create opportunities from this is key.

VUCA is a neutral force in the world – leaders often look at Volatility, Uncertainty,

Complexity and Ambiguity as a negative force that they need to react to. Rather, as

leaders, we need to see the potential and to transform it proactively and find the

opportunity within.

Leaders Don‘t Execute, leaders execute – Leaders too often get involved in driving the

efforts themselves, leaders need to help them think more strategically and to unlock the

potential of their people. By developing and supporting leaders (i.e. mid- or lower-

management at lower levels we can execute at the right level, with the right people with

the right skills.

4)a) How to Manage Volatility, Uncertainty, Complexity and Ambiguity ?

Businesses are under increasing stress as markets are increasingly volatile, clients are more

demanding, talent is scarcer and change occurs in faster and shorter cycles. To survive and

thrive business leaders have to make faster decisions, on less information, and which have

greater risk. This has led to a change in how leaders need to think, decide and execute.

1)Volatility - the rate, amount, and magnitude of change

Drastic, rapid shifts can bring about instability for organizations and leaders, but even the

minor or innocuous shifts that occur daily, such as new and ―immediate‖ priorities that

disrupt plans, or the increasing need to ―multi-task,‖ are changes that increase volatility.

2. Uncertainty - the amount of unpredictability inherent in issues and events

Leaders can‘t predict because they lack clarity about the challenges and their current and

future outcomes. Uncertainty can result in an over-reliance on past experiences and

yesterday‘s solutions or to analysis paralysis as we sift through more and more data.

3. Complexity - the amount of dependency and interactive effect of multiple factors and

drivers

Complex interactivity requires leaders to think in more creative, innovative and non-linear

way; to be able to deal with shades of gray (as opposed to black and white) solutions.

4. Ambiguity – the degree to which information, situations, and events can be interpreted in

multiple ways

Ambiguity increases doubt, slows decision-making, and results in missed opportunities (and

threats). It requires that leaders think through and diagnose things from multiple perspectives.

4)b) What is Transition and Transactional Phenomena ?

The process of change is simply moving from the current way of doing things to a new and

different way of doing things. Bridges (1991) believes that it isn't the actual change that

individuals resist, but rather the transition that must be made to accommodate the change. He

states, "change is not the same as transition. Change is situational: the new site, the new boss,

the new team roles, the new policy. Transition is the psychological process people go through

to come to terms with the new situation. Change is external, transition is internal. Unless

transition occurs, change will not work" .

Morgan (1997) suggests that an understanding of the theory of transitional phenomena would

provide valuable insight into organizational change, and why it might be met with employee

resistance. This theory "suggests that change will occur spontaneously only when people are

prepared to relinquish what they hold dear for the purpose of acquiring something new or can

find ways of carrying what they value in the old into the new" .

In the event that it does not exist naturally, it may be necessary for the organization to create

transitional phenomena. This would help in the "letting go" of the current way and moving

forward to the new way. Morgan adds, bringing about organization change "can rarely be

done effectively by "selling" or imposing a "change package," an ideology or a set of

techniques. The theory of transitional phenomena suggests that in situations of voluntary

change the person doing the changing must be in control of the process" .

Conclusion

Employee resistance to change is a complex issue facing management in the complex and

ever-evolving organization of today. The process of change is ubiquitous, and employee

resistance has been identified as a critically important contributor to the failure of many well-

intend and well-conceived efforts to initiate change within the organization.

Leon Coetsee (1999) attempts to explain the nature of resistance to change through a

continuum model. He states that, "in organizational development literature, acceptance of

change (commitment) and rejection of change (resistance) are typically treated as separate,

unrelated phenomena7' . Through his model, Coetzee argues that they are closely linked in

the sense that they represent a polarity, with each being the far end of the continuum. Moving

from resistance to commitment is done through sequential phases contained within the

continuum.

5)a)Explain Individual Resistance from Employees to Organizational Change ?

Core competitiveness is the capability of a company survive while facing strong competition,

not only from inside the country but from international corporations. Even small or medium

businesses facing strong rivals typically must be able to make changes quickly to maintain

their competitiveness. These kinds of organizational changes are not only small changes, like

adding a new person or modifying a program at one department, but are often organization-

wide changes. Resistance to both small and large changes is one of the important factors that

can influence the success of implementing any organizational change, including change in

mission, restructuring operations, inputting new technologies, mergers, major collaborations,

downsizing, new programs such as Total Quality Management, re-engineering, and new

organizational structure. Organizational transformation may keep the company in business,

but will employees understand it if it is a fundamental and radical reorientation in the new

way the organization operates? Because of the likelihood of employee resistance, change

should not be done for the sake of change but to accomplish some overall or specific goal.

Organizational change is usually provoked by some outside driving force, such as substantial

cuts in funding, major new markets, a need for dramatic increases in productivity and/or

services, or a strong new competitor in the market. Typically, organizations must undertake

organization-wide change to evolve to a different level in their life cycle. Such changes might

take the form of transition to a new chief executive, who can institute organization-wide

change when his or her new and unique personality pervades the entire organization.

Organization-wide change often goes against the values held by members of the

organization—how members believe things should be done. Often, organization-wide change

is difficult and provokes strong resistance because people are afraid of the unknown, they

don‘t share a vision of the future, or they don't understand the need for change. Many are

inherently cynical about change, particularly from hearing about the notion of "change" as if

it's a mantra. Many doubt there are effective means in place with which to accomplish major

organizational change. Often there are conflicting goals in the plan for organizational change,

e.g., increasing resources to accomplish the change while cutting costs to remain viable.

There are many discussions in the literature about resistance to change, focusing on how

change requires the culture of the organization to change first, including changes in

employees‘ values and beliefs and in the way they enact these values and beliefs.

5)b) Why People Accept or Welcome behavioural implication of Change ?

While some people resent and/or resist change, others accept and welcome it. The degree to

which these opposites occur depends on many factors. Ashford, Roth bard, Piderit, & Dutton

(1998) indicated that one reason is that employees accept change in order to get top

management to pay attention to issues that employees believe must be addressed in order for

the organization to maintain high performance. Porter and Lawler (1968) suggested that how

much effort an individual will expend in accepting change is determined by expectations that

an outcome may be attained and the degree of value placed on the outcome in the person's

mind; thus, employees may accept or welcome change when they see a clear benefit to doing

so. Therefore, a person's attitude towards change comes from his or her perception of the

outcomes of a change, compared with the individual's goals and values. Reasons for a

positive reaction to change, then, include:

Personal gain: When changes are made, some people may gain such things as new job titles,

more responsibility, more money, and more authority. In short, they may stand to gain any of

the things the loss of which would lead to change resistance. More security – a perception of

greater security in a job, perhaps because more of personal skills will be used, such as when

there is a change in an engineering department to computer-aided design and an individual

feels more effective working with computers than using a pen to design on a drafting board.

More income – a hope for a salary increase, more benefits, an incentive, or profit-sharing

program, or more overtime.

More authority – a hope for promotion to a position of greater authority, or a new boss who

allows more authority than was available under the previous boss.

More status/prestige – a hope for a new title, a new office, or a special assignment that carries

with it status and prestige.

More responsibility – a hope for a job change that provides new responsibility, or a new boss

who assigned more responsibility than the previous one did.

Unit-5

Section-A

1)What is start at the Top ?

Although it‘s important to engage employees at every level early on, all successful change

management initiatives start at the top, with a committed and well-aligned group of

executives strongly supported by the Leader . This is known as start at the top .

2) What is meant by Act in your way ?

Many change initiatives seem to assume that people will begin to shift their behaviors once

formal elements like directives and incentives have been put in place. People who work

together on cross-functional teams will start collaborating because the lines on the chart show

they are supposed to do so. This is called act in your way .

3)What are the elements of the change management stategy ?

Situational awareness - understand the change and who is impacted

Supporting structures - team and sponsor structures

Strategy analysis - risks, resistance and special tactics .

4) What purpose we have to formulate change management strategy ?

Formulating the change management strategy is the first critical step in implementing a

change management methodology. The strategy provides direction and results in informed

decision making throughout the change process. A well-formulated strategy really brings the

project or change to life, describing who and how it will impact the organization.

5) Differentiate change management strategy from Change management plans

Change management

strategy Change management plans

Situational

awareness

Supporting structure

Communication plan

Sponsorship roadmap

Coaching plan

Strategy analysis Training plan

Resistance management plan

Reinforcement planning

Section-B

1)a) Why we need change management strategy ?

A "one-size-fits-all" approach is not effective for change management. Think about these

changes:

Acquiring a company of near equal size

Getting suppliers to use a new web-based form and process

Relocating office spaces within an existing building

Implementing an Enterprise Resource Planning solution

Reorienting around processes instead of functions

Releasing a new product

These are all distinctly different changes, but each requires change management to be

successful. Each impacts people and how they do their job. Each can suffer from slower

adoption and lower utilization. Each has risks associated with people not becoming engaged

or resisting the change.

While each of the initiatives needs change management to be successful, the right amount

and approach for change management will be different. The change management

strategy defines the approach needed to manage change given the unique situation of the

project or initiative. The strategy survey revealed that many organizations involved in

transformation efforts fail to measure their success before moving on. Leaders are so eager to

claim victory that they don‘t take the time to find out what‘s working and what‘s not, and to

adjust their next steps accordingly. Leaders designed a robust change template and

implemented it widely; the metrics indicated that they were succeeding. But the company

wanted to be sure that people understood the ongoing nature of this commitment. So they

rolled out a series of pulse surveys and convened focus groups to describe the case for change

and the new behaviors required of everyone.

1)b) Explain the ten principles of leading Change management .

1. Lead with the culture.

One of the most successful business transformations in history, said the most important

lesson he learned from the experience was that ―culture is everything.‖ Businesspeople today

understand this.

2. Start at the top. Although it‘s important to engage employees at every level early on, all

successful change management initiatives start at the top, with a committed and well-aligned

group of executives strongly supported by the CEO. This alignment can‘t be taken for

granted.

3. Involve every layer. Strategic planners often fail to take into account the extent to which

midlevel and frontline people can make or break a change initiative. The path of rolling out

change is immeasurably smoother if these people are tapped early for input on issues that will

affect their jobs.

4 .Make the rational and emotional case together. Leaders will often make the case for major

change on the sole basis of strategic business objectives such as ―we will enter new

markets‖ .

5. Act your way into new thinking. Many change initiatives seem to assume that people will

begin to shift their behaviors once formal elements like directives and incentives have been

put in place.

6.Engage, engage, engage. Leaders often make the mistake of imagining that if they convey a

strong message of change at the start of an initiative, people will understand what to do.

Nothing could be further from the truth. Powerful and sustained change requires constant

communication .

7. Lead outside the lines. Change has the best chance of cascading through an organization

when everyone with authority and influence is involved. In addition to those who hold formal

positions of power—the company‘s recognized leaders .

8. Leverage formal solutions. Persuading people to change their behavior won‘t suffice for

transformation unless formal elements—such as structure, reward systems, ways of

operating, training, and development

9. Leverage informal solutions. Even when the formal elements needed for change are

present, the established culture can undermine them if people revert to long-held but

unconscious ways of behaving.

10. Assess and adapt. Center survey revealed that many organizations involved in

transformation efforts fail to measure their success before moving on. Leaders are so eager to

claim victory that they don‘t take the time to find out what‘s working and what‘s not, and to

adjust their next steps accordingly.