1.

Describe Kotters Eight Step Change Model

Ans.1

create urgency
For change to happen, it helps if the whole company really wants it. Develop a sense of
urgency around the need for change. This may help you spark the initial motivation to
get things moving.
This isn't simply a matter of showing people poor sales statistics or talking about
increased competition. Open an honest and convincing dialogue about what's happening
in the marketplace and with your competition. If many people start talking about the
change you propose, the urgency can build and feed on itself.
Identify potential threats , and develop scenarios showing what could happen in the
future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing reasons to get people talking
and thinking.
Request support from customers, outside stakeholders and industry people to strengthen
your argument.
Form a Powerful Coalition
Convince people that change is necessary. This often takes strong leadership and visible
support from key people within your organization. Managing change isn't enough you
have to lead it.
You can find effective change leaders throughout your organization they don't
necessarily follow the traditional company hierarchy. To lead change, you need to bring
together a coalition, or team, of influential people whose power comes from a variety of
sources, including job title, status, expertise, and political importance.
Once formed, your "change coalition" needs to work as a team, continuing to build
urgency and momentum around the need for change.
Identify the true leaders in your organization, as well as your key stakeholders .
Ask for an emotional commitment from these key people.
Work on team building within your change coalition.
Check your team for weak areas, and ensure that you have a good mix of people from
different departments and different levels within your company.
Create a Vision for Change
When you first start thinking about change, there will probably be many great ideas and
solutions floating around. Link these concepts to an overall vision that people can grasp
easily and remember.
A clear vision can help everyone understand why you're asking them to do something.
When people see for themselves what you're trying to achieve, then the directives
they're given tend to make more sense.
Determine the values that are central to the change.
Develop a short summary (one or two sentences) that captures what you "see" as the
future of your organization.
Create a strategy to execute that vision.
Ensure that your change coalition can describe the vision in five minutes or less.
Practice your "vision speech" often.
Communicate the Vision
What you do with your vision after you create it will determine your success. Your
message will probably have strong competition from other day-to-day communications
within the company, so you need to communicate it frequently and powerfully, and
embed it within everything that you do.
Don't just call special meetings to communicate your vision. Instead, talk about it every
chance you get. Use the vision daily to make decisions and solve problems. When you
keep it fresh on everyone's minds, they'll remember it and respond to it.
Talk often about your change vision.
Address peoples' concerns and anxieties, openly and honestly.

Apply your vision to all aspects of operations from training to performance reviews. Tie
everything back to the vision.
Remove Obstacles
If you follow these steps and reach this point in the change process, you've been talking
about your vision and building buy-in from all levels of the organization. Hopefully, your
staff wants to get busy and achieve the benefits that you've been promoting.
Put in place the structure for change, and continually check for barriers to it. Removing
obstacles can empower the people you need to execute your vision, and it can help the
change move forward.
Identify, or hire, change leaders whose main roles are to deliver the change.
Look at your organizational structure, job descriptions, and performance and
compensation systems to ensure they're in line with your vision.
Recognize and reward people for making change happen.
Identify people who are resisting the change, and help them see what's needed.
Take action to quickly remove barriers (human or otherwise).
Create Short-Term Wins
Nothing motivates more than success. Give your company a taste of victory early in the
change process. Within a short time frame (this could be a month or a year, depending
on the type of change), you'll want to have some "quick wins " that your staff can see.
Without this, critics and negative thinkers might hurt your progress.
Create short-term targets not just one long-term goal. You want each smaller target to
be achievable, with little room for failure. Your change team may have to work very hard
to come up with these targets, but each "win" that you produce can further motivate the
entire staff.
Look for sure-fire projects that you can implement without help from any strong critics of
the change.
Don't choose early targets that are expensive. You want to be able to justify the
investment in each project.
Thoroughly analyze the potential pros and cons of your targets. If you don't succeed with
an early goal, it can hurt your entire change initiative.
Reward the people who help you meet the targets.
Build on the Change
Kotter argues that many change projects fail because victory is declared too early. Real
change runs deep. Quick wins are only the beginning of what needs to be done to
achieve long-term change.
Launching one new product using a new system is great. But if you can launch 10
products, that means the new system is working. To reach that 10th success, you need to
keep looking for improvements.
Each success provides an opportunity to build on what went right and identify what you
can improve.
After every win, analyze what went right, and what needs improving.
Set goals to continue building on the momentum you've achieved.
Learn about kaizen , the idea of continuous improvement.
Keep ideas fresh by bringing in new change agents and leaders for your change coalition.
Anchor the Changes in Corporate Culture
Finally, to make any change stick, it should become part of the core of your organization.
Your corporate culture often determines what gets done, so the values behind your vision
must show in day-to-day work.
Make continuous efforts to ensure that the change is seen in every aspect of your
organization. This will help give that change a solid place in your organization's culture.
It's also important that your company's leaders continue to support the change. This
includes existing staff and new leaders who are brought in. If you lose the support of
these people, you might end up back where you started.
Talk about progress every chance you get. Tell success stories about the change process,
and repeat other stories that you hear.
Include the change ideals and values when hiring and training new staff.

Publicly recognize key members of your original change coalition, and make sure the rest
of the staff new and old remembers their contributions.
Create plans to replace key leaders of change as they move on. This will help ensure that
their legacy is not lost or forgotten.
2. Explain the various steps at which control takes place in a Change
Management
Process
Change Management Process Control:
In the change management process, controlling takes place at various steps, which are
as follows:
Step 1: Preparation for change
a) The required change has to be identified
b) Determination of the major concern and issues need to be determined
c) The obstacles or hurdles to be identified
d) Calculating the involvement of risk and determination of the cost of change
e) Understanding the reasons for resisting the change
f) A suitable method to be devised recognizing the requirement for change and
identification of the present position.

Step 2: Building a vision

a) Formulating a clear vision
b) Helping people in identifying what is involved in a change i.e. the proposal for change,
the actions needed for it and its impact.
c) The ways to manage the change.
Step 3: Plan the change
a) Developing an appropriate strategy for the introduction of change
b) Designing of the change
c) Making available the complete details of what is involved in the change and explain
the need for change.
d) Involve people in planning the change.
e) All those who are concerning with the change to be communicated the plan
f) A timeframe to be devised for change
g) A plan of action to be made for monitoring change
h) Understanding the reasons for the resistance of change
Step 4: Implementing the change
a) The activities involved in implementing the change follow
b) The change management strategy to be implemented
c) Keeping the records of the progress
d) Assuring change is taking place and it is permanent in nature
e) Identification of the gaps and working upon weaknesses
f) Resistance to be overcome
g) Involvement of stakeholders who will be the recipients of change
h) An effective reward or incentive system to be developed
i) Adopting all the strategies related to change
Step 5: Monitoring and reviewing change
a) Change to be recorded and monitored
b) Assessing progress as compared to the set targets
c) Ensuring the achievement of the desired results
d) Determining the success of the project
e) Monitoring how the stakeholders perceive the change situation

f) Helping people who are not responding to the change

g) Sustenance of the change, without any backsliding

3. What do you mean by Organizational Effectiveness? Explain the factors

in
Achieving Organizational Effectiveness.
Ans.3
Organizational Effectiveness:
Organizational effectiveness is the concept of how effective an organization is in
achieving its goals. Every employee in a company contributes to organizational
effectiveness. Taking into account skills, experience, motivation and rank, some
employees play a bigger role than others. These are the people who contribute to the
development of organization mainly with their knowledge.
Approaches to Organizational Effectiveness:
To assess effectiveness of an organization, there are five specific approaches.
Goal attainment approach: It is the most widely used criterion for effectiveness in
organizations. A gap in key organizational results is identified by comparing it with
previously stated goals. One of the most common goals at the organizational level is
improvement in productivity involving relationship between inputs and outputs.
System resource approach:
The other criterion is related to inputs rather than outputs. An organization will be
considered effective if it procures essential factors of production like raw materials, labor,
capital, expertise in management and technology i.e., on its resource acquisition.
Internal process approach: An organization will be considered a healthy system if there
is a smooth flow of information and if employee loyalty, commitment, job satisfaction,
and trust prevail in that organization. These internal processes may have their own goals.
A behavioral viewpoint is formed by these healthy systems that tend to have the least
dysfunctional conflict and destructive political maneuvering.
Competing values approach:
This approach is most often assumed to be a leadership tool. It has the advantages of
being used for all aspects and levels in organizations. This allows an organization to
integrate its work around a common language and framework.
Strategic constituencies approach:
Organizations depends upon their members and also affect their lives.
Consequently, many consider that the most important criterion of organizational
effectiveness is the level of satisfaction that the key interested parties derive. A
strategic constituency is any group of individuals who have some stake in the
organization, for example, resource providers, users of the organizations
products, and producers of the organizations output, groups whose cooperation is
essential for the organizations survival or those whose lives are significantly
affected by the organization.
4. Define organizational Culture. Describe briefly about the types of
organizational
Factors Affecting the Choice of a Change Strategy:
1. Urgency of a need for change: Quick change strategies should be chosen, if the

situation demands affecting the change in a short time. A suitable strategy can be
chosen and employed based on the urgency for the implementation of the change
process.
2. Degree of resentment to change: The strategies which provide for larger participation
of all the individuals within the organization must be employed if the changes to be
affected are bound to be opposed. But such strategies are relatively slow to implement.
Therefore the rate of change must also be considered.
3. Power of the individual/group initiating the change: The individual or group initiating
the change process will be able to overcome opposition or resistance to change, if any,
when they have enough clout within the organization. Thus the change strategies can be
implemented faster.
4. Necessity for information and commitment: Keeping individuals involved in or informed
about the various aspects of change and developing their commitment to the change
process becomes necessary, if the change process calls for the wider involvement of
individuals in affecting the change. Education regarding the change processes needs to
be imparted. Commitment and education of those involved in the change process and
also the time period for implementation of change are the factors that are essential for
choosing strategy so that any change can be fully achieved and sustained.
5. Available expertise: It can be employed only if adequate expertise for affecting the
change is available in the organization. Otherwise strategies like directive strategy
relying on the use of power and authority can be adopted. Experts can be involved in
planning and implementation of the change even when using directive, educative or
negotiative strategy.
6. Target population: The size of the individuals involved in or affected by the change
process must also be taken into consideration. Depending upon their skills, knowledge
and attitude towards the anticipated change, a mix of the above strategies can be
employed.
7. Dependency factors: If the management is powerful and authoritian, the ability of the
individuals in an organization to oppose or resist any management decision for affecting
a change is limited. The negotiating strategy can be adopted if there is a situation of
mutual dependency between the management and the individual.

Q5. Define organizational Culture. Describe briefly about the types of

organizational Culture
Answer 5:
Organization Culture:
By organization culture, we mean the strategies and attitudes deemed constant, and
prevalent throughout the workforce hierarchy. Different organizations follow different
work cultures in their workplace, and culture is what makes a workplace an organization.
It is a blend of innovation and the ability to take risks, attention to detail, outcome,
people and team orientation, aggressiveness and stability.
Types of Organizational culture:
Normative Culture: The norms and procedures of organization are predefined and the
existing guidelines set the rules and regulations. Employees are supposed to stick to the

already laid policies and nobody dares to break the rules and regulations.
Pragmatic Culture: Its main motive is customer satisfaction. They do not follow any set
of rules. To get maximum business, every employee strives hard to satisfy his client.
Academic Culture: It lays emphasis upon training the existing employees and ensures
that various training programmes are conducted at the workplace to enhance the skills of
the employees.
Baseball Culture: The employees are considered to be the most treasured possession of
the organization. The organization view employees as key assets and they determine its
success and failure.
Club Culture: Its stress is upon the specialization, educational qualification and interests
of the employees. The organizations are very conscious about the employees that they
recruit.
Fortress Culture: It is prevalent in organizations whose long term existence itself is
uncertain, and hence its employees are not confident of their careers. The organizations
not bothered about the career of their employees and their longevity is less. Individuals
suffer the most when organizations do not perform well as their services are terminated.
Tough Guy Culture: Feedbacks are essential. The work of the employees is thoroughly
monitored and the employees; performances are reviewed regularly. Managers of the
team discuss queries with team members and guide them wherever required. The
employees are constantly under watch.
Bet Your Company Culture: Organizations that take heavy risks, consequences of which
are unforeseen in decision making, follow this culture. To address sensitive issues, the
principles and policies are formulated and it takes time to get the results.
Process Culture: Employees adhere to the processes and procedures of the
organization. These are process driven organizations and not people driven so the
feedback and performance reviews do not matter much.
Q5. Explain the behavioural approach to individual change
Behavioural approaches can be used very effectively to teach new skills and to change
behaviours that are challenging and not socially adaptive. They have gone out of fashion
but should be revived, as the studies discussed here indicate.

Behavioural principles could be applied effectively to change unwanted and challenging

behaviours. It was a time of excitement and optimism in the field but somehow,
behavioural approaches went out of favour or perhaps new generations of staff did not
receive the necessary training. The approach did carry on in the field of autism and then
underwent something of a revival as applied behaviour analysis.

The behavioural approach to change, as the name implies, very much focuses on how
one individual can change another individuals behaviour using reward and punishment,
to achieve intended results. If the intended results are not being achieved then an
analysis of the individuals behaviour will lead to an understanding of what is contributing
to success and what is contributing to non-achievement. In order to elicit the preferred
behaviour the individual must be encouraged to behave that way, and discouraged from
behaving any other way. This approach has its advantages and disadvantages.
For example, an organization is undergoing a planned programme of culture change,
moving from being an inwardly focused bureaucratic organization to a flatter and more
responsive customer oriented organization. Customer facing and back office staff will all
need to change the way they behave towards customers and towards each other to
achieve this change. A behavioural approach to change will focus on changing the
behaviour of staff and managers. The objective will be behaviour change, and there will
not necessarily be any attention given to improving processes, improving relationships or
increasing involvement in goal setting. There will be no interest taken in how individuals
specifically experience that change.
This whole field is underpinned by the work of a number of practitioners. The names of
Pavlov and Skinner are perhaps the most famous. Ivan Pavlov noticed while researching
the digestive system of dogs that when his dogs were connected to his experimental
apparatus and offered food they began to salivate. He also observed that, over time, the
dogs started to salivate when the researcher opened the door to bring in the food. The
dogs had learnt that there was a link between the door opening and being fed. This is
now referred to as classical conditioning

Q6. Write a brief note on the following:

a) Kurt Lewins Model of change
b) Burke-Litwin Model of organizational performance and change
Answer 6:
Kurt Lewins Model of Change:
In order to ensure that change is permanent, Kurt Lewin described the three phases of
the change process which can enable the organization to move from the current state to
the desired state-Unfreezing, Changing and Refreezing.
Process Model of Organizational Change
Unfreezing: This stage is designed to make the employees aware and prepared for the
proposed change. Unfreezing leads to a clean state so that new ideas and practices can
be written on this, which can be accepted as the organizations style of operation.
Changing: The next stage is the redefinition of behavior patterns. This is done once the
unfreezing process leads the members of the organization to recognize the need for
change and they are ready to accept such a change.
Refreezing: It is a final stage and represents the part where new behavior is adopted as
the normal way of life. In order for the change to be successfully completed, the new
behavior has to fully replace the old behavior and irreversible under the changed
circumstances.

Kurt Lewin emigrated from Germany to America during the 1930's and is recognised as
the "founder of social psychology" which highlights his interest in the human aspect of
change. Unfreeze, Change, Freeze
This three stage theory of change is commonly referred to as Unfreeze, Change,
Freeze (or Refreeze). It is possible to take these stages to quite complicated levels but I
don't believe this is necessary to be able to work with the theory. But be aware that the
theory has been criticised for being too simplistic.
A lot has changed since the theory was originally presented in 1947, but the Kurt Lewin
model is still extremely relevant. Many other more modern change models are actually
based on the Kurt Lewin model. I'm going to head down a middle road and give you just
enough information to make you dangerous...and perhaps a little more to whet your
appetite!
So, three stages. Unfreezing, Change, Freezing. Let's look at each of these.
Stage 1: Unfreezing
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 ideally
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. Right? Yes, of course! If you understand procrastination (like I
do!) then you'd recognise that the closer the deadline, the more likely you are to snap
into action and actually get the job started!
With the deadline comes some sort of reward or punishment linked to the job. If there's
no deadline, then the urge to change is lower than the need to change. There's much
lower motivation to make a change and get on with it.
Unfreezing and getting motivated for the change is all about weighing up the 'pro's' and
'con's' and deciding if the 'pro's' outnumber the 'con's' before you take any action. This is
the basis of what Kurt Lewin called the Force Field Analysis.
Force Field Analysis is a fancy way of saying that there are lots of different factors
(forces) for and against making change that we need to be aware of (analysis). If the
factors for change outweigh the factorsagainst change we'll make the change. If not,
then there's low motivation to change - and if we feel pushed to change we're likely to
get grumpy and dig in our heels.
This first 'Unfreezing' stage involves moving ourselves, or a department, or an entire
business towards motivation for change. The Kurt Lewin Force Field Analysis is a useful
way to understand this process and there are plenty of ideas of how this can be done.
Stage 2: Change - or Transition
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.

That said this stage is often the hardest as people are unsure or even fearful. Imagine
bungey jumping or parachuting. You may have convinced yourself that there is a great
benefit for you to make the jump, but now you find yourself on the edge looking down.
Scary stuff! But when you do it you may learn a lot about yourself.
This is not an easy time as people are learning about the changes and need to be given
time to understand and work with them. Support is really important here and can be in
the form of training, coaching, and expecting mistakes as part of the process.
Using role models and allowing people to develop their own solutions also help to make
the changes. It's also really useful to keep communicating a clear picture of the desired
change and the benefits to people so they don't lose sight of where they are heading.
Stage3: Freezing (or Refreezing)
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. This can take time. It
is a final stage and represents the part where new behavior is adopted as the normal way
of life. In order for the change to be successfully completed, the new behavior has to fully
replace the old behavior and irreversible under the changed circumstances.

Burke-Litwin Model of Organizational Performance and Change:

It adopts the open system approach towards an organization. In this model, the external
environment serves as the input dimension and the individual and the organizational
performance serves as the output dimension. The other remaining components in this
model refer to the primary throughput dimensions. The feedback loop links the input with
the output; and the arrows are bi-directional.
There are many reasons that results in change in organizations. This model helps in the
identification of different drivers of change and considers the implications for change.
Important elements of organizational success, such as mission and strategy, leadership
and organizational culture, are often impacted by changes that originate outside the
organization. It is your job to understand these external changes and identify the
implications for you and your team.
Burke-Litwin: Understanding Drivers for Change There are many reasons that change
occurs in organisations. Building on the Burke-Litwin model of organisational change and
performance, this article will help you identify different drivers of change and consider
the implications for you as a change manager. The Model The Burke-Litwin model[1]
shows the various drivers of change and ranks them in terms of importance. The model is
expressed diagrammatically, with the most important factors featuring at the top. The
lower layers become gradually less important. The model argues that all of the factors
are integrated (to greater or lesser degrees). Therefore, a change in one will eventually
affect all other factors.
A Causal Model of Organizational Performance and Change, or the Burke & Litwin Model,
suggests linkages that hypothesize how performance is affected by internal and external
factors. It provides a framework to assess organizational and environmental dimensions

that are keys to successful change and it demonstrates how these dimensions should be
linked causally to achieve a change in performance.
The causal model links what could be understood from practice to what is known from
research and theory. The model not only discusses how different dimensions link with
each other but also discusses how external environment affects the different dimensions
in an organization. The model focuses on providing a guide for both organizational
diagnosis and planned, managed organizational change, one that clearly shows causeand-effect relationships.

Outline of the Approach

The model revolves around 12 organizational dimensions:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.

External environment
Mission and strategy
Leadership
Organizational culture
Structure
Management practices
Systems
Work unit climate
Task and individual skills
Individual needs and values
Motivation
Individual and organizational performance
The model also distinguishes between transformational and transactional organizational
dynamics in organizations.
The Burke-Litwin model Burke-Litwin believe environmental factors to be the most
important driver for change. Indeed, most change can be traced back to external drivers
for change. Important elements of organisational success, such as mission and strategy,
leadership and organisational culture, are often impacted by changes that originate
outside the organisation. It is your job to understand these external changes and identify
the implications for you and your team. Identifying and Dealing with Drivers for Change
1. External Environment This includes such factors as markets, legislation, competition
and the economy. All of these will have consequences for organisations, and, as a change
manager, it is vital that you continually scan the environment for issues that will affect
you and your team. For example, in the world of accountancy, International Accounting
Standards and International Financial Reporting Standards will have a significant impact
on the way companies manage their accounts and report their results. In the public
sector, legislative changes across health, local government and other services have a
direct impact on the work organisations are required to carry out. 2. Mission and Strategy
An organisations mission articulates its reason for existing. It is the foundation upon
which all activity should be built. The strategy then sets out, in broad terms, how the
organisation will go about achieving its mission. Very often, the strategy will be
developed in light of environmental change, and will have a significant impact on the
work you do. As a change manager, you need to understand change in strategy and be
able to communicate the implications to your staff. 3. Leadership This considers the
attitudes and behaviour of senior colleagues and how these behaviours are perceived by
the organisation as a whole. The way in which change is implemented and accepted
through the organisation will be largely influenced by the top team. Does your team

believe that senior colleagues are committed to change, or is it just another initiative
that will disappear in six months time? 4. Organisation Culture Organisation culture can
be described as the way we do things around here. It considers the beliefs, behaviours,
values and conventions that prevail in an organisation. Culture change does not happen
overnight. It evolves over time as a result of many other changes in the organisation. As
a manager, you should keep in mind the desired state for the organisation, in terms of
how you expect people to behave (and not to behave), and what your organisation
values as important. You need to ensure that your behaviour fits with these expectations
at all times, and that you walk the walk. 5. Structure Very often, changes in strategy can
lead to changes in the way the organisation is structured. This can impact on
relationships, responsibilities and ways of working. Your job is to assess the impact of the
structural change and ensure your team understands why it is required, and what it
means for them. 6. Work Unit Climate This considers employees perception of their
immediate colleagues and working environment. Our immediate working environment is
often what shapes our view of the organisation as a whole, and influences the extent to
which we feel satisfied in our jobs. Changes to the immediate working environment need
to be managed sensitively, as they are likely to invoke a range of emotional and political
responses from staff. This is particularly the case where change involves moving location,
a change in personnel, or a change in terms of conditions of service, such as working
hours. 7. Task Requirements and Individual Skills/Abilities Change at a higher level in the
organisation will often require changes in the work carried out and the skills available in
the team. As the change manager you need to assess whether: all the right skills are in
place; if they can be developed; or, if you need to bring them in from outside the team.
8. Individual Needs and Values Changes to team membership can mean a change in the
team dynamic. In a perfect world, we would be able to recruit the exact fit for our teams,
in terms of personal style, abilities and skills mix. However, in reality it is not always
possible, and it is your job to identify any risks in this areas and mitigate them as best
you can. 9. Employee Motivation Considers the significance of individual and
organisational goals. Motivation is key to effective change. The real challenge is to
maintain motivation throughout a change project, particularly when change is often not
well-received by those affected.