PRESENTED BY

HITESH MEGCHIANI SUAID SALIM MULLA SNEHA SUNIL VIDYA SREEKUMAR

 When

change occur in any part of organisation it disturbs the old equilibrium for the development of new equilibrium. may effect the whole organisation.

Changes

Organisational

change is a continuous process.

 External Factors Technological changes Social Changes Political & Legal changes Internal Factors Change in managerial Personnel Deficiency in Existing Organisation

PLANNED CHANGE

STRUCTURE

TECHNOLOGY

TASK

PEOPLE

 Technology - related changes It refers to the knowledge by providing ways to do

things.
Task - related changes It determines the types of task that may be required to

complete an operation.
Structure - related changes It defines the nature of relationship among various

organisational positions.
People - related changes It relates to the behavior of the people in the

organisation.

PROCESS OF PLANNED CHANGE

Identifying change

Elements to be changed

Planning for change Assessing change forces

Feedback

Actions for change

Refreezing

Changing

Unfreezing

Identifying need for change

Identify when change in the organization is required and the gap analysis

Elements to be changed
Analysis is carried out further by diagnosing the problems caused because of which change is necessary.

Planning for Change

Who will bring the change When to bring the change How to bring the change

Assessing Change Process

Management has to create an environment in which change will be accepted by the people.

Actions for Change

Unfreezing It is the process in which a person casts

aside his old behavior Changing Individuals being changed learn new behaviors. Refreezing It means that what has been learned is integrated into actual practice.

Feedback
Management of change requires feedback and follow-up actions to ensure change program is progressing in right direction.

Individuals

or groups establishes equilibrium and tries to maintain it Any disturbance to equilibrium causes resistance Two sides to resistance:
cost benefit

It may be identified at two levels within the organisation: Individual Resistance Group Resistance

The organisation itself may resist changes under certain circumstances

Psychological factor
Ego defensiveness Status quo Low tolerance for change Lack of trust in change agent Fear of the unknown

 Economic

factor

Skill Obsolescence Fear of economic loss Reduced opportunity for incentive

Social

factor
Desire to maintain existing social interaction Feeling of outside interference

 Nature

of Group Dynamics

If change agent and target people belong to the same group Highly cohesive group
Vested

Interests

Try to influence the group for personal interests

 Counting

past success Stability of systems Resource limitations Sunk cost Inter-organisational agreements

The role of formal authority in implementing change may not be effective. It could be possible by managing resistance effectively. The secret to live success is effective management of the emotional vulnerability that a companies organisation change.

Overcoming resistance to change can be handled at two levels individual and group level.

The resistance from individual level, the problems can be solved at same level itself. It could be handled in four levels.

1.

Involvement
Is a process by which those who are affected by the change are brought to understand the change.

2.

OBTAINING COMMITMENT
An agreement to take an active part in actual mechanism of change

3.

LEADERSHIP
Getting acceptance for a change that is important

4.

TRAINING & PSYCHOLOGICAL COUNSELLING

People should be taught new skills aided by training classes and meeting, to help change

change can be obtained individually, it is more meaningful, if it is done through group. Strategies for overcoming resistance in groups can be done in the following ways:
Group contact Participation

 These

are the persons who initiate changes in the organisation. There are two types of change agents External agents
Consultants for change Experts in specific area of change

Internal agents Part of existing organisational personnel Trained by the consultants

 External

The role of external change agent may vary because he is engaged in an organisation for certain specific activity
Internal

Chief Executive Change advisors