CHANGE MANAGEMENT

 Introduction

“ It is not the strongest of the

species that survive , nor most
intelligent , but the one most
responsive to change ”
- Charles Darwin
Nothing is static . Dynamism is
the universal law . We live in an
era of constant change . The change
is a continuous process without
any beginning and end .
 CHANGE MANAGEMENT
 Introduction ( contd …..)
The rapid change in the social
economic and political environment
is creating marked impact on
organisations and individuals .
The present day changes are more
rapid , more complex , more turbulent
and more unpredictable than ever
before .
For example: a . Globalisation b.
Technological changes c . Political
realignments d. Changing
demographics e . Changing customer
preferences f .
 CHANGE MANAGEMENT
 Introduction ( contd …..)
Managing change is the single most
important issue in managing
organisations . The technological
change and increased global
competition caused by
liberalisations and regulations
have made the organisations to be
flexible , responsive & efficient .
 CHANGE MANAGEMENT
 What is Change?
Change is concerned with making
things different . Changed
intervention is a planned action to
make things different . The person
who acts as a catalyst and assume
responsibility for managing the
change process is the change agent .
Change is the process , tools &
techniques to manage the people ,
situation of change process to
achieve the required outcomes and
to realise the effectiveness of the
change in an organization .
 CHANGE MANAGEMENT
 What is Change?
Change underlies a qualitatively
different way of perceiving things
and behaving to improve over the
past & present .

Change take place at three levels –

the self , the organisation , the
larger system .
 CHANGE MANAGEMENT
 Dealing With The Change
Change is inevitable part of all
organisations . Consequently
organisations & individuals must
adopt to the changing environment
for their survival .

The change can be dealt by :

1 . Accepting
2 . Communicating
3 . Planning
 CHANGE MANAGEMENT
 Dealing With The Change
Change Management is a complex
phenomenon . Change often generates
negative emotional reactions and
threats . However , change may also be
healthy and positive . It can bring
a new opportunity to the
organisation . Hence , managing change
requires right perception and
analysis .
 CHANGE MANAGEMENT
 Personal Change
The greatest single factor in any
change is ‘ human ’. It encompasses
personal value system , informal
relations , personal ambitions &
career opportunities .
Personal change is a process of
movement of an individual from
current undesirable level to a
desirable level of behaviour to
improve the organisational &
individual effectiveness &
efficiency . The aim of personal
change is to tap the unlimited
 CHANGE MANAGEMENT
 Personal Change
By one self

desire to change
Identified &
Personal Change
urrent undesirable
Personal
behaviour
Development (change to th

By assistance of others
 CHANGE MANAGEMENT
 Personal Change ( PC ) Process
Step - I : PC starts with discovering
which involves willingness to learn
through finding out more about
yourself ; how to do things , how you
have been limiting your option .
The learning might be unexpected &
surprising .

Step - II : This is the phase of

clearing , which involves the
process of realising & rejecting
undesirable elements which have
become part of us . For example
 CHANGE MANAGEMENT
 Personal Change ( PC ) Process
Step - III : It is the phase of
programming which involves
establishing useful ways of doing
things . It is the phase of right
perception & creation of more
powerful new methods .

Elements of Personal Change

Some of the elements are :
1 . Self - analysis
2 . Self - awareness
3 . Self - esteem
4 . Self - efficacy
 CHANGE MANAGEMENT
 Elements of Personal Change
1 . Self - analysis
PC begins with analysing
oneself . It needs personal SWOT
analysis . It helps a person in
understanding :
Ø Whether one has suitable
aptitude for a given job .
Ø Whether one is capable of
handling the various roles &
responsibilities which one
accepted .
Ø What motivates & What drains
one ’ s energy .
 CHANGE MANAGEMENT
 Elements of Personal Change
1 . Self - analysis ( contd …..)
Ø Whether one brings out the
best or worst in others .
Ø Capability to influence the
environment
Ø One ’ s stress tolerance
potential
Ø Whether one ’ s performance is
meaningful to himself , to
others , to the organisation &
to the community .
Important aspect of self - analysis
is to examine whether one ’ s
relationship with others &
 CHANGE MANAGEMENT
 Elements of Personal Change
1 . Self - analysis ( contd …..)
A good place to start self
analysis is to take a blank sheet
of paper , find a quite place and
consider carefully :
Ø One ’ s current & previous jobs
including any voluntary work .
Ø Job satisfaction & interest
towards extra curricular
activities .
Ø Any other significant
experiences in life .
 CHANGE MANAGEMENT
 Elements of Personal Change
1 . Self - analysis ( contd …..)
Ask one - self
1 . Why did I choose this course ,
job , experience?
2 . Which part of this experience
did I really I enjoy?
3 . Which part is frustrating and
boring?
4 . Which bits was I best at?
5 . Which bits did I found a
struggle?
6 . What are others opinion about
my performance?
 CHANGE MANAGEMENT
 Elements of Personal Change
1.
By following this pattern one
will find out skills required to
do a job quite comfortably , the
environment required for best
performance and types of people
with whom one enjoys working .

Once this concept of self -

analysis is clear it leads to the
second i . e . Self - awreness .
 CHANGE MANAGEMENT

f personal change . It helps in better

reness is self responsibility , involves

ncluding one ’ s own traits , feelings a

 CHANGE MANAGEMENT
 Elements of Personal Change
Self awareness helps to exploit
one ’ s strengths and weaknesses .
Self awareness is empowering as
it helps to identify performance
problems and indicates the means
to improve it .
Self Awareness & self monitoring:
Knowing oneself accurately is
self awareness . Being able to
change , monitor or regulate
behaviours in the presence of
others is self monitoring .
S . A . & S . M . are inter related .
 CHANGE MANAGEMENT
 Elements of Personal Change
Why Self Awareness ?
a ) to improve performance
b ) to manage your self
c ) to understand the difference
between you and others .
d ) to accept your
tendencies of behaviour , thinking
and feeling .
 CHANGE MANAGEMENT
 Elements of Personal Change
Factors Affecting Self Awareness :
§ Personal Development through
the self awareness
§ Skill development
§ Knowing your strength &
weaknesses
§ Developing intuitive decision
making skills
§ Motivation
§ Leadership
Emotional SA is the key to
increase personal &
organizational Performance .
 CHANGE MANAGEMENT
 Elements of Personal Change
How to Become Self Aware?
§ Feedback from yourself
§ Feedback from friends & family
§ Feedback from the peers

For self - awareness as an element

of personal change popular
models like ‘ Johari Window ’ &
‘ Myers Briggs Type Indicator
( MBTI )’ are used .
 CHANGE MANAGEMENT
 Elements of Personal Change
JOHARI WINDOW MODEL
Developed by American Psychologist
Joseph Luft & Harry Ingham in 1950s .
It is also referred as “
disclosure / feedback model of self
awareness ” and “ an information
processing tool ”. It actually
represents information , feeling ,
experiences , views , attitudes ,
skills , intentions , motivation
etc . within or about a person in
relation to their group from four
perspectives which are called
 JOHARI WINDOW MODEL

1 . What is known by
the person about him
is also known by
others .

2 . What is unknown by
the person about him
but others know .

3 . What the person knows about him that

others do not know .

4 . What is unknown by the person about

him and is also unknown by others .
 CHANGE MANAGEMENT
 Elements of Personal Change
MYERS BRIGGES TYPE INDICATOR ( MBTI )
It is the most widely used psychological
tool in the professional circle for self
awareness.
It is a finely tuned psychological instrument
& most reliable & valid method for
determining once preferences.
The MBTI preferences indicate the
difference in people that result from the
following:…….
 CHANGE MANAGEMENT
 Elements of Personal Change
MYERS BRIGGES TYPE INDICATOR ( MBTI )
ü Where they prefer to focus their attention
and get energy (Extroversion /
Introversion)
ü The way they prefer to take information
(sensing / intuition)
ü The way they prefer to make decision
(Thinking/feeling)
ü How they orient themselves to the
external world (judging / perceiving
process)
ü
• SELF ESTEEM .:
• Self esteem or self worth refers to
a person’s image at emotional
level.
• It is an individual’s sense of value
or worth.
• One’s opinion about
behaviour,abilities, and worth.
• Image that we build up with
experience and objectives
• “The result of an individual’s
continuing evaluation of himself”-
Hellriegel,Slocum & Woodman.
• Rosenberg defines it as a
favourable or unfavourable
• FACTORS OF SELF ESTEEM :
• Family environment.
• Teachers.
• Religion.
• Peers.
• Social and economic
environment.
• LOW ESTEEM AND HEALTHY
ESTEEM:
• Low esteem people seek external
experience.
• Healthy esteem people are able
to assess one self accurately.
• FACETS OF LOW ESTEEM.
• 1) The Imposter.-Pretends to be
happy and sucessful
• 2) The rebel.-Acts against
goodwill or opinions of others.
• 3) The loser.-Acts helpless and
inability to cope up.
• CONSEQUENCES OF LOW
ESTEEM.
• a) Creates anxiety, stress,
loneliness, and depression.
• b) causes problems with
friendship and relationship.
• c) seriously impairs academic
and job performance
• d) leads to under achievement
and abused
• habits
• MEASURES TO OVERCOME:
• 1) challenge the negative
thought.
• 2) practice self nurturing:
oneself as worth, self care,
plan fun, relax, remind about
your strengths and
weaknesses.
• SELF EFFICACY:
“It refers to an individuals sense of

competence or ability” –Albert

Bandura.
According to him self efficacy has

four major effects on people.

1) Affects thinking and analytical

ability (cognitive ability)

2) Affects their motivation.

3) It shapes their emotions.

4) It activates the tasks that they

choose and persue

• SOURCES OF SELF EFFICACY:
• 1. Mastery of experience.
• 2. Experiences through social
models.
• 3. By over coming negative
reactions.
.Efficacy differs from one activity


to the other.

• DEVELOPMENT OF SELF
EFFICACY:
• Characteristic developmental
changes in the nature and
scope of perceived self
efficacy over the life span are:
• A) Origins of a sense of personal
action.
• B) Familial sourses of self
efficacy.
• C)Broadening of self efficacy
through peer influences.
• E)Growth of self efficacy through
transitional experiences of
adolescence.
• F)Self efficacy concerned to
adulthood.
• G)Reappraisal of self efficacy
with advancing age.
• ORGANIZATIONAL ROLES:
• Personal change has a direct impact
on organization and the roles that
individual play.
• Organization’s roles –method of
providing service entitlements to
individuals within a system.
• Orgn. has its structure and goals
and individual has personality and
needs. Thus integration of the
individual with an orgn. Is basic
concept of roles.
• The concept of job is more
• Herzberg stressed for
humanising jobs and providing
more dignity.
• Organization is a system of roles.
• For an individual there are two
role systems. a a) Role space:
The system of various that an
individual performs. A person
performs various roles and they
are centred around the self.
• b)Role set: It is a pattern of
interrelationship between a
particular role and other roles


 MAKING ORGANIZATIONAL ROLES

EFFECTIVE
 Effective roles is the key of
success.
 Roles shall be designed to match
the personalities.
 Role effectiveness depends on:
 1)Role efficacy on the part of the
role occupant.
 The effectiveness of a person’s
role depends on:
• Role efficacy is a psychological
factor.
• A person with high role efficacy
experience less stress, anxiety
and tension.
• They rely on their own strengths,
behaviour, commitment and
positive approach.
• Such people satisfied with life
and job are called effective
managers.
• Role efficacy has many
• b) role centering: centrality,
influence, personal growth.
• c) role linking: inter role
linkage, helping relationships,
super ordination.
• 2)Role conflict/stress:
• The concept role space and role
set have built in potential for
conflict/stress. Differing
expectations and role
ambiguity leads to conflicts.
• As the organisations becomes
• In a complex system there is no
escape from the stress. But
there is a need to find out
stress productivity, reducing
dysfunctional stress and need
to develop style & strategies to
deal with role conflicts and
stress.
• Role space conflicts:
• Role space is a dynamic
relationship between self, role
under question and other roles
a)Self role distance:- self concepts
expectations from the role.
b) Intra-role conflict:- Individual’s

expectations due to his

socialising and identification with
significant others. One finds
certain incompatibility between
the different expectations of
one’s role.
c)Role stagnation:- Adjusting to
the new role.
d)Inter role distance:- more than
• ROLE SET CONFLICTS:
• Varying expectations from the role of a
person. Incompatibility among these
expectations leads to conflicts.
• a) Role ambiguity:- ambiguity related to
activities, responsibilities, priorities,norms.
• b) Role overload:-. too many
expectations.
• c) Role erosion:- Role one like to perform is
done by others.
• d) Resource inadequacy:- to perform a role
effectively.
• e)Personal inadequacy:- lack of knowledge,
skills, training.
• f)Role isolation:- likings and dislikings,