Beruflich Dokumente
Kultur Dokumente
10/8/2012
G.SHUBHAKAR/GHRM-UNITI/IIISEM/JNTU/2011-13
At this time there are six major external changes which influence organisations:
1. A bigger global market-place made smaller by technology and competition from abroad.
3.
Health consciousness as a permanent trend amongst all age groups throughout the developed world.
4. The demographic slump in the developed world means there are fewer young people to go round.
5. The changing workplace and skills shortages create a need for nontraditional employees.
6. Women in work and management is an ever increasing trend.
10/8/2012 G.SHUBHAKAR/GHRM-UNITI/IIISEM/JNTU/2011-13 3
The quality of people and their management is going to make a bigger difference than the quality
of products or the quality of services Rosabeth Moss Kanter
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e.g. drive to reduce costs, higher skills Labor Policy & Industrial Relations The Enterprise Environm ental Sensing R & D Policy Ecology
Economic Forecasting
Demographic s e.g. ageing population
Financial Policy
The Enterprise Environmen tal Sensing R & D Policy Technology e.g. reduces product life cycle, investment costs increase
Forecasting
Represe ntation
Purchasing Policy
Supplies e.g. raw materials scarcity, supply and demand
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G.SHUBHAKAR/GHRM-UNITI/IIISEM/JNTU/2011-13
Symbolic activity
Political activity
10/8/2012
It is widely assumed that resistance to change is a common and natural phenomenon A Huczynski
The CULTURE of the organisation is likely to support this momentum of strategy. These two factors when linked may result in ORGANISATIONAL INERTIA when it comes to change
Faced with change there may be POLITICAL resistance within and around the
organisation
10/8/2012
G.SHUBHAKAR/GHRM-UNITI/IIISEM/JNTU/2011-13
Change Management
Concepts
G.SHUBHAKAR/GHRM-UNIT-I/IIISEM/JNTU/2011-13
10/8/2012
CHANGE
DEFINITION
A move from one state to another, which is visible on the outside and of a relatively lasting nature Any relatively lasting modification within a sub-system of an organization, provided that the modification is visible to its members or the people involved with the system
G.SHUBHAKAR/GHRM-UNIT10/8/2012 I/IIISEM/JNTU/2011-13
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Phases of change
ACT 1:
Corporate dynamics Need for transformation Perceived need (pressure) Resistance No hasty decisions
UNFREEZING
Individual dynamics Turning over a new leaf Cutting ties with the past Disidentifying with the past Tackling disenchantment
ACT 2:
Corporate dynamics A motivating vision More questions than answers Securing commitment
CHANGING
Individual dynamics Trial and error Process of "death and rebirth" Awarenesss of past and of fresh start
ACT 3:
Corporate dynamics Social structures Creative destruction Rebuilding the social fabric Mobilizing people
G.SHUBHAKAR/GHRM-UNIT10/8/2012 I/IIISEM/JNTU/2011-13
REFREEZING
Individual dynamics Making a fresh start Putting things in order internally New rules New energy
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Involvement Integration
Informing
Recognizing
RESISTANCE
SIGNIFICANCE DEFINITION Implicit or explicit expression of defensive reactions to the change Resistance contains information; The intensity of the resistance reveals: The degree of openness to change Where the person is sensitive Systemic factors or neglected impacts
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ROLE OF MANAGEMENT
-Planning the change project -Sharing the vision and purpose of the project -Communicating urgency -Highlighting the benefits for those concerned -Acknowledging and celebrating success -Consolidating gains -Keeping the end result in sight -Balance between demands and support
1
-Listening to resistance -Understanding resistance -Fine-tuning, aligning and adjusting where necessary -Acting promptly -Giving people responsibility -Involving people as quickly as possible
4
-Being a reference point -Training, assisting, providing support -Allowing people to make mistakes -Planning quick victories
3
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DEFINITION
A conscious effort to change a situation considered to be unsatisfactory, by a series of actions chosen and orchestrated via systematic analysis of the situation
G.SHUBHAKAR/GHRM-UNIT10/8/2012 I/IIISEM/JNTU/2011-13
PROCEDURE
Diagnosis Action planning Implementation Evaluation of results
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MANAGING CHANGE
Post implementation
Successful change
Implementation
Awareness
Phases of change
Desire
For employees
Knowledge
Ability
Reinforcement
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4 WAYS OF CHANGING
RESTRUCTURING
Make it different
RESOURCING
benchmarking continuous improvement
TYPES OF CHANGE
REALIGNING
Control/accountability
REDEPLOYING
new client offer
G.SHUBHAKAR/GHRM-UNIT10/8/2012 I/IIISEM/JNTU/2011-13
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ROLES
SPONSOR CHANGE AGENT MANAGEMENT CONSULTANT TARGET AUDIENCE
G.SHUBHAKAR/GHRM-UNIT-I/IIISEM/JNTU/2011-13
KEY CONCEPTS
Nature
Reorganization Renewal Realignment redeployment
Guidance
content(subject matter expertise) process
Process
Current situation Desired situation Steps for planning and implementing
Phases
Reactions Management role
Roles
Sponsor Change agent Target audience Consultant Management
Management
The technical part The human side
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KEY QUESTIONS
What is the unsatisfactory situation that needs changing? Who considers it unsatisfactory? What are the undesirable effects of the situation? What situation is wanted? Who would benefit from it and how? What kind of resistance might there be? What does the resistance mean? If we were in the position of those affected by the change, how would we react? How far might the resistance hamper the execution of the project? What is the best approach to adopt?
G.SHUBHAKAR/GHRM-UNIT-I/IIISEM/JNTU/2011-13
Unsatisfactory situation Analysis of factors Desired situation Targets of change Planning the change Managing the transition
Resistance
Strategies
Evaluation of results
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USEFUL PRINCIPLES
Change occurs only when each person involved decides to make the change People are afraid of change that "comes out of the blue" Conventional systems treat people like children and expect them to act like adults Truth is more important than good news during a process of change If the project aims are clear, people can identify the best way to obtain results The more information people have on changes that will affect their work, the more they will feel responsible for the results Finally, if you wish to change individuals, start by changing the system
G.SHUBHAKAR/GHRM-UNIT-I/IIISEM/JNTU/2011-13
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DO NOT FORGET
G.SHUBHAKAR/GHRM-UNIT-I/IIISEM/JNTU/2011-13
A CHANGE PROCESS
Change process
Inertia within the organization Availability of resources Outside pressures
Senior management
Framework
Champions
Change teams
Plan
Scnario Scenario
Targets
Persons affected
Regeneration
Integration Training Awareness Orientation
Pace
G.SHUBHAKAR/GHRM-UNITThe conditions to be created within the organization: desired effects 10/8/2012 - 24 I/IIISEM/JNTU/2011-13