Change Management key notes

CHANGE MANAGEMENT

CHANGE MANAGEMENT UNIT 1 – ORGANISATIONAL CHANGE

UNIT 2 – MODELS OF CHANGES &

IMPLEMENTATION

UNIT 3 – APPROACHES TO CHANGE OD

UNIT 4 – DIAGNOSTIC STRATEGIES & SKILLS

UNIT 5 – OD INTERVENTION

ORGANISATIONAL CHANGE

UNIT 1

UNIT 1 – ORGANISATIONAL CHANGE

INTRODUCTION:

“Change is any alteration occurring in the work

environment that affect the ways in which the

employees must act, these changes may be

planned or unplanned, positive or negative,

strong or weak, slow or rapid and stimulated

either internally or externally.”

UNIT 1 – ORGANISATIONAL CHANGE

IMPORTANCE:1.Always to be effectively and efficiently.2.Technological growth.3.Global market connection.4.Highly dynamic & more complex operating

environment.5.Strategic challenges delighted to added value.6.Designing, evaluating & implementing

successful change strategies largely depend upon the quality of the management team.

UNIT 1 – ORGANISATIONAL CHANGE

THE IMPERATIVE OF CHANGE (URGENT CONDITION)

SIX MAJOR EXTERNAL CHANGES:1.A large global market.2.A world wide recognition.3.The growing awareness and concern.4.Changes in life style.5.The changing workplace.6.The knowledge asset of the company.

UNIT 1 – ORGANISATIONAL CHANGE

FACTORS INFLUENCING CHANGE

INTERNAL FACTORS:

1.POLICY DECISIONS

2.ATTITUDES OF EMPLOYEES

3.AVAILABILTY OF FUNDS

4.LEVEL OF EFFICIENCY

5.TRADE UNION DEMAND

UNIT 1 – ORGANISATIONAL CHANGE

EXTERNAL FACTORS:

1.GOVERNMENT REGULATIONS

2.TECHNOLOGICAL ADVANCEMENT

3.ECONOMIC CONDITIONS

4.CHANGES IN LAW

5.COMPETITIVE PRESSURE

6.CHANGES IN BUYER PREFERENCE

UNIT 1 – ORGANISATIONAL CHANGE

DETERMINING FACTORS:

1.PLANNED INTERNAL CHANGE.

2.PLANNED EXTERNAL CHANGE.

3.UNPLANNED INTERNAL CHANGE.

4.UNPLANNED EXTERNAL CHANGE.

UNIT 1 – ORGANISATIONAL CHANGE

TYPES OF CHANGES:

1.HAPPENED CHANGE

2.REACTIVE CHANGE

3.ANTICIPATORY CHANGE

4.PLANNED CHANGE

5.INCREMENTAL CHANGE

6.OPERATIONAL CHANGE

UNIT 1 – ORGANISATIONAL CHANGE

7. STRATEGIC CHANGE

8. DIRECTIONAL CHANGE

9. FUNDAMENTAL CHANGE

10. TOTAL CHANGE

11. TRANSFORMATIONAL CHANGE

12. REVOLUTIONARY CHANGE

13. RECREATION & SIGNIFICANT OR DRASTIC

CHANGE

UNIT 1 – ORGANISATIONAL CHANGE

STEPS IN CHANGE:BARRIERS TO ORGANIZATIONAL CHANGE:

MODELS OF CHANGE AND IMPLEMENTATION

UNIT 2

UNIT 2

CHARACTERISTICS OF EFFECTIVE

CHANGE PROGRAMMES:

1.MOTIVATING CHANGE

2.CREATING A SHARED VISION

3.DEVELOPING A POLITICAL SUPPORT

4.MANAGING THE TRNSITION

5.SUSTAINING MOMENTUM FOR CHANGE

UNIT 2

SYSTEM MODEL OF CHANGE:

PEOPLE

CULTURE

TASK

TECHNOLOGY

DESIGN

STRATEGY

UNIT 2

LEWIN’S FORCE FIELD ANALYSIS

MODEL:

UNFREEZING

CHANGE

REREEZING

UNIT 2CONTINOUS CHANGE PROCESS MODEL:1.FORCES FOR CHANGE2.RECOGNISE & DEFINE PROBLEM3.PROBLEM SOLVING4.IMPLEMENT THE CHANGE5.MEASURE, EVALUATE AND CONTROL

CHANGE AGENT

UNIT 2TRANSISTION MANAGEMENT:

CHANGE AND TRANSISTION MANAGEMENT:

1.TRIGGER LAYER2.VISION LAYER3.CONVERSION LAYER4.MAINTANANCES AND RENEWAL LAYER

UNIT 2GRINER’S FIVE STAGE OF GROWTH:

UNIT 2OVERCOMING RESISTANCE TO CHANGE:1.RECURING THE PARTICIPATION OF

EMPLOYEES2.INVOLVING THE TRADE UNION3.PLANNING THE CHANGE4.SHARING THE BENEFITS OF THE CHANGE

WITH THE EMPLOYEES5.PROTECTING THE INTERESTS OF THE

EMPLOYEES

UNIT 26. ENSURING THAT THE EXISTING

PRIVILEGES ARE NOT WITHDRAWN7. INTRODUCING OF CHANGE IN A SHARED

MANNER8. PROPER MOTIVATION OF EMPLOYEES9. PROVISION OF SUITABLE TRAINING

FACILITIES10. INTRODUCE CHANGES THAT ARE

MUTUALLY BENIFICIAL11. ANY CHANGE MUST BE LOGICAL

UNIT 2ORGANISATIONAL GROWTH:Period 1 - LeadershipPeriod 2 - DirectionPeriod 3 - DelegationPeriod 4 – Co-ordinationPeriod 5 - Collaboration

UNIT 2MINIMIZING REISTANCE TO CHANGE:1.COMPULSION, THREATS.2.REWARDS & BARGAINING3.SECURITY & GUARANTEES4.UNDERSTANDING & DISCUSSIONS5.TIME & TIMING6.INVOLVEMENT & PARTICIPATION

UNIT 2CHANGE AND THE PERSON:1.CHANGE AND STRESSSTAGE 1: DENIAL DEFENCE DISCARDING ADAPTION INTERNALISATION

UNIT 2CHANGE AND THE MANAGER

COMPETENCY & CHANGE

CHANGE & HUMANRESOURCE

UNIT 2ENSUREING MANAGERIAL VALUES AND THE

“TRINITY”

ROLE

FOCUS GOAL

CHANGE

UNIT 2ORGANIZATION CULTURE & DEALING

WITH CHANGE:MANIFEST ASPECTSINTRINSIC ASPECTSDEVELOPING NEW CULTUREASSURING CULTURUAL RISK

APPROACHES TO CHANGE & OD

Unit 3

UNIT 3EFFECTIVE CHANGE MANAGEMENT:INNOVATIVE RESPONSES TO TRIGGER’SHOLISTIC SOLUTIONSVISIONARY LEADERSHIP & COMMITTED

SUPPORT

UNIT 3TEN KEY FACTORS:1. CHANGE IN ALL-PERVASVE2. EFFECTIVE CHANGE NEEDS ACTIVE SENIOR

MANAGEMENT SUPPORT3. CHANGE IN MULTI-DISCIPLINARY ACTIVITY4. CHANGE IN ALL ABOUT PEOPLE, PURE & SIMPLE5. CHANGE IS ABOUT SUCCESS6. CHANGE IS A PERCEPTUAL PROCESS7. EFFECTIVE CHANGES REUIRES COMPETENT CHANGE

AGENT8. IN TERMS OF METHODOLGY THERE IS NO BEST WAY9. CHANGE IS ABOUT OWNERSHIP10.CHANGE IS ABOUT FUN, CHALLENGE & OPPURTUNITY

UNIT 3SYSTEMATIC APPROACHES:1.ANALYSING & PLANNING CHANGE2.COMMUNICATING ABOUT THE CHANGE3.GAINING ACCEPTANCE4.MAKING THE INITIAL TRANSISTION5.CONSOLIDATING

UNIT 3CLASSIC SKILLS FOR LEADERS:1.TUNING INTO THE ENVIRONMENT2.CHALLENGING THE PREVAILING

ORGANISATIONAL WISDOM3.COMMUNICATING A COMPELLING

ASPIRATION4.BUILING COALITIONS5.TRANSFERING OWNERSHIP TO A WORKING

TEAM6.MAKING EVERYONE A HERO

UNIT 3OD DEFINITION:OD IS AN EFFORT OF PLANNED

ORGANISATION-WIDE AND MANAGED FROM TOP TO INCREASE ORGANISATION EFFECTIVENESS AND HEALTH THROUGH PLANNED INTERVENTIONS IN THE ORGANISATION “PROCESS” USING BEHAVIOURAL SCIENCE KNOWLEDGE.

UNIT 3CHARACTERISTICS OF OD:1.OD IS A PLANNED STRATEGY2.INVOLVES A COLLABORATIVE APPROACH

TO CHANGE3.INCLUDES N EMPHASIS ON WAYS TO

IMPROVE AND ENHANCE PERFORMANCES4.REPRESENTS A SYSTEM APPROACH5.BASED UPON SCIENTIFIC APPPROACHES

UNIT 3EVOLUTION OF OD – 1940’S1. NTL – LABORATRY TRAINING METHOD2. SURVEY RESEARCH AND FEEDBACK

MODEL OD – ACTION RESEARCH:ACTION RESEARCH PROCESS:1. PROBLEM IDENTIFICATION2. CONSULTATION WITH A BEHVIOURAL SCIENCE

EXPERT3. DATA GATHERING & PRELIMINARY DIAGNOSIS4. FEEDBACK TO THE KEY CLIENT OR GROUP5. JOINT DIAGNOSIS OF PROBLEM6. ACTION7. DATA GATHERING AFTER ACTION

UNIT 3FEATURES OF ACTION RESEARCH:1.PROBLEM FOCUS2.ACTION ORIENTED3.CYCLICAL PROCESS4.COLLABORATIVE5.EXPERIMENTAL6.LEARNING AND CAPABILITY BUILDING TO

TACKLE FUTURE PROBLEMS

DIAGNOSTIC STRATEGIES AND SKILLS

UNIT 4

UNIT 4DIAGNOSIS:IT IS A CYCLICAL PROCESS,

DATAGATHERING, INTERPRETATION, IDENTIFICATION OF PROBLEM AND POTENTIAL ACTION PROGRAMMED

UNIT 4PROCESS:1.TENTATIVE PROBLEM AREA IDENTIFICATION2.COLLECT DATA3.ANALYSE DATA4.DATA FEEDBACK5.PROBLEM AREA IDENTIFIED6.CLIENT TARGET MOTIVATED TO WORK ON

PROBLEM7.DIAGNOSIS WORKS ON PROBLEM CAUSES,

RESULT IN CHANGE

UNIT 4DIAGNOSTIC MODEL:1.ANALYTICAL MODEL2.EMERGENT GROUP BEHAVIOURAL MODEL3.THE SOCIO TECHNICAL SYSTEM MODEL4.THE FORCE FIELD ANALYSIS MODEL

UNIT 4DIAGNOSTIC SKILLS:1.OD PRACTIONERS TO MEET CLIENT’S

NEEDS2.DEFINE THE GOALS AND PRIORITIES3.MOTIVATION AND READINESS FOR CHANGE

UNIT 4WEISBOARD’S MODEL OR SIX – BOX

MODEL:i. PURPOSEii.STRUCTUREiii.RELATIONSHIPiv.REWARDSv.LEADERSHIPvi.HELPFUL MECHANISM

UNIT 4METHODS OF OBTAINING DIAGNOSTIC

INFORMATION:

QUESTIONNAIRE & INTERVIEWS METHODS

GUIDLINESS ON INTERVIEW FOR ORGANISATIONAL DIAGNOSIS

UNIT 4CHANGE AGENT:ATTRIBUTES FOR CHANGE AGENT:MUST HAVE A PARTICULAR PERSONALITYREQUIRES BOTH ANALYTICAL &

DIAGNOSTIC SKILLSNEED TO HAVE CLIENT RELATED

EXPERIENCE

UNIT 4GOLDEN RULES OF THE CHANGE

MANAGEMENT:1.NATURE OF RELATIONSHIP2.HAS TO HELP TO SOLVE A CURRENT OR

POTENTIAL PROBLEM3.RELATIONSHIP IS TEMPRORY ONE AND

MUST ACCEPT THE TEMPORARY NATURE4.IT IS AN OUTSIDER

UNIT 4CLIENT CONSULTANT RELATIONSHIP:THE APATHETIC MODETHE GAMESMANSHIP MODETHE CHRISMATIC MODETHE CONSENSUS MODE

UNIT 4ETHICS IN OD:1.CHOICE OF INTERVENTION2.USE OF INFORMATION3.WITHHOLDING OF SERVICES4.CLIENT DEPENDENCY5.CHOOSING TO PARTICIPATE

POWER & CONTROL ISSUES IN ORGANISATION:

1.INTERDEPENDENCE2.HETEROGENEOUS GOALS3.SCARCITY

OD INTERVENTION

Unit 5

Unit 5DEFINITION:“TO INTERERSE IS TO ENTER INTO AN

ONGOING SYSTEM OF RELATIONSHIP, TO COME BETWEEN OR AMONG PERSONS, GROUPS OR OBJECTS FOR THE PURPOSE OF HELPING THEM”

Unit 5SELECTING AN OD INTERVENTION:1.THE POTENTIAL RESULTS OF THE

TECHNIQUE2.THE POTENTIAL RESULTS OF THE

TECHNIQUE3.THE POTENTIAL ACCEPTENCE OF THE

TECHNIQUE

Unit 5CLASSIFICATION OF OD INTERVENTION:1.DISCREPENCY INTERVENTION2.THEORY3.PROCEDURAL4.RELATIONSHIP5.EXPERIMENTSHIP6.DILEMMA7.PERSPECTIVE8.ORGANISATION STRUCTURE9.CULTURAL

Unit 5OD INTERPERSONAL INTERVENTION:1.LABORATRY TRAINING2.CAREER PLANNING3.MANAGERIAL GRID4.STRESS MANAGEMENT

Unit 5OD TEAM DEVELOPMENT

INTERVENTIONS:A.FAMILY GROUP DIAGNOSTIC MEETINGSB.FAMILY GROUP TEAM

i. ROLE NEGOTIATION TECHNIQUEii. ROLE ANALYSIS TECHNIQUE

C.GRID ORGANISATION DEVELOPMENT PROGRAMME

D.PROCESS CONSULTATIONE.STRUCTURIAL INTERVENTIONS

Unit 5OD INTERGROUP DEVELOPMENT

INTERVENTIONS:A.THIROPARTY CONSULTATIONB.ORGANISATION MIRRORC.INTERGROUP TEAM BUILDING