SIKKIM MANIPAL UNIVERSITY-DE Vernacular Programs Assignment

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Student Name: Usha Bai
Registration Number: 581121098
Subject Name: Change management

Course: MBA
LC Code: 3034
Subject Code: MU0018

Question1. What are the Requirements for making organizational change?

Answer 1. The requirements for making successful organization change involve the five stage process
in managing the change. These five stages are commonly present in all the models.
These five stages are:
1. Motivating change: This phase includes the readiness that is created for the client organisation and
it also defines the approaches that are developed to overcome the resistances that are faced during the
change process management.
This phase includes few important guidelines. They are:

Informing the whole organization about the need for change.

Explaining the status of the organization about where it is now and where it needs to be in the
future.

Developing the approaches to develop the changes.

Having knowledge about chances of resistances of many employees in the organisation

because of various reasons.

2. Creating vision: Leaders in the organization need to give a clear vision which describes the effort
that is required to achieve the goals.
Two important factors of vision that are to be kept in mind for this phase are:

The vision has to give a clear idea about how the achievement of the goal improves the
organisation.

The realistic nature of the vision.

3. Developing political support:[1]From a political perspective, Organisations can be seen as loosely

structured coalitions of individuals and groups having different preferences and interests.
Usually the political behavior in an organization is going to increase when there are no rules and
regulations available in the organization to govern the activities. When there are no rules and
regulations the individuals develop their own rules. The rules made by the individuals are self serving
and these individuals reach to higher level.
4. Managing transition: This occurs when the organisation wants to make the actual transition from
the current state to future state. This phase is called as the implementation of the action plans. This
includes many of the activities.
5. Sustaining momentum: This is the most difficult phase in managing the change. The change effort
has a lot of hurdles in between the change management process. For example: Strong effort from
members of the organisation, sudden removal of the key leader, drastic decrease in the sales.
Question 2. what is an organizational design? Explain its components.
Answer 2: Organizational Design
Organisational design is a process to improve the probability of an organizational success. Specially it is a formal and
guided process for integrating people, information and technology of an organization. It is used to match the present form
of the organization as closely as possible to the target the organization wants to reach and be successful.
Hierarchical systems
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Western organizations are highly influenced by the command and control structure of ancient military organizations, and
todays scientific management. Most of the organizations today are designed in the form of bureaucracy in which authority
and accountability are arranged in a hierarchy. Within the hierarchy the rules, policies and measures are equally and
impersonally applied to exercise control over the behavior of members. Activities are organized within the sub units or the
departments in which people perform particular functions such as manufacturing, sales, or accounting. People who
perform similar tasks are put together.
Purpose for organizing
The purpose for which a group exists should be the institution for the whole thing its members do which also includes the
choice of an appropriate way to organize. The idea here is to create a way of organizing that suits the purpose to be
accomplished, without considering the way in which other dissimilar groups are organized.
Design Process
Organisational design starts with the creation of a strategy a set of decision guidelines or plans and by following it
members will perform appropriate actions. The strategy is derived from clear, crisp statements of purpose and vision, and
from the organizations fundamental values. The strategy encourages actions that maintain the purpose and discourages
those that do not.
Creating a strategy means planning and not organizing. To organise we must connect people with each other in significant
and purposeful ways.
Organisational structure defines the recognized relationships among people and specifies both their roles and
responsibilities.
Choice exercising
Humans developed organizations. They are manufactured social systems through which groups seek to exercise control
or achieve a stated purpose. People choose to organise when they become aware that by acting without any aid from
others they are limited in their ability to achieve. We sense that by acting in group we may overcome our individual
limitations.
The process of organizational design matches people and information and
technology to the purpose , idea and strategy of the organization. Structure is designed to improve communication and
information flow among all the people within the organization.
Components of Organisational Design:
The foremost component of organizational design is span of control. The creators have to choose about span of control
in the organization. It is very much connected with the responsibilities of the individual members of the organization.
When the span of control is broad, the responsibilities also should be broad and vice versa.
Another important component of the organizational design is the authority. The authority of the individual members is
another rule to be decided in the beginning. The creators can leave all their authority at their level. All decisions about the
growth and organizational development have to be made at the top level or they can even delegate the authority and
responsibilities to the lower levels of the organization. When the authority is not delegated, the people in the organization
are just asked to make the orders. When the responsibility is delegated, the people can be responsible for the outcomes..

The accountability is one the most important components of the organization. the accountability allows people to feel
their full involvement in the life and growth of the organization. The top level of the organization focuses on the strategic
issues and strategic decisions of the organization.
All the other levels focus on the full responsibility of the individual members who take help of the management
Question 3 How do change managers recognize resistance of employees to change?
Answer: It is important to be able to spot the resistance to change when it occurs rather than get
surprised when the change mysteriously fails. Identifying the same will help you to respond
appropriately to it. This is one of the biggest challenges faced by the change managers. If you can
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catch the resistance early, it will then give you a chance to respond to it before it takes hold, hence,
effectively nipping it in the bud. Let us first look into some of the early signs of resistance.
These can be in the form of:
Gossip
When a change is announced, the tom-toms will start beating loudly and the grapevine will bear fruits
of much and varied opinion. Keep your ear to the ground so as to know what is being said around the
coffee points. Listen particularly for declarations of intent and attempts to organize resistance.
Grumbling and complaints are natural ways of airing discomfort, so you should not try to squash it as
this will anyway lead you to failure. The biggest danger happens when it is allowed to ferment in an
information vacuum.
Respond to the gossip by opening it up, show that you are listening to the concerns and that are taking
them seriously. Providing lots of valid information will help to fill the vacuum.
Testing
Just as a high school class tests a teacher's ability to maintain discipline, so will some brave souls test
out what would happen when they resist the change. An example, the resisters may not turn up to a
meeting or may openly challenge a decision.
Resistance to change can occur in two ways, namely:
Individual action
Individuals, may resist, however, this is generally limited to the extent of their personal power. For
those with a lower power, this may include passive refusals and covert action. For those with more
power, the resistance may include open challenge and criticism.
An individual action must be handled individually. It should be started with those who possess a
greater power and then the message gets automatically conveyed to those below.
Collective action
People generally do not bother of organising unless and until they have serious issues with the change.
This gives rise to what is known as organised resistance. Organised resistance is usually a sign of a
serious problem. When these people find a common voice in the organised resistance, then their
words and actions could create a significant threat to the change, even though they might be
individually less powerful.
Care should be taken while managing the collectives. It should be done by negotiating with their
leaders rather than dealing with a myriad of smaller fires. You may be needed to make some
concessions, but you can see to it that at least at the end of the negotiation you should be able to
rescue some key elements of the change. You can also use the 'divide and conquer' approach, by
striking deals with the individual key players; although this must be done carefully as it can cause a
serious backlash
Resistance need not always be out in the open, in most cases it often starts out in a more underhand,
covert way. Thus, we can conclude that resistance to change is basically expressed in two ways. These
include:
Covert resistance
Covert resistance is the deliberate form of resistance to change, but done in a manner such that it
allows the perpetrators to seem as though they are not resisting.
Covert resistance should be handled by showing that you know what is happening and investigations
should be so designed so as to identify the people responsible.
When the resistance is covert in nature, you may also be required to resort to covert methods to
identify the source and hence take appropriate action.
An example of covert resistance being expressed can be through the sabotage of various kinds.
Overt resistance
Overt resistance does not try to hide, as it is the result of either of someone comfortable with their
power, or someone for whom covert acts are against their values, or someone who may be desperate.
Deal with the overt resistance by first seeking to respond openly and authentically. If they are blindly
resisting, then you will be left with no alternative but to defend, for example by isolating and
disciplining the culprits.
Overt resistance can be expressed through two types of actions. They are:
Passive resistance .Active resistance.
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Passive resistance
Passive resistance occurs when people do not take any specific action. Their main tool will be to
refuse to collaborate with the change. They may agree and then do nothing to fulfil their
commitments. This could become very difficult to address, as the resisters would have particularly not
done anything wrong.
One way to address this is by getting the public commitment to an action, and by following it up
publicly if required. This will ensure that they complete the action. This process should be repeated
until they are either bought in or they give in.
For example, during meetings, they may sit quietly and appear to agree with the change.
Active resistances
Active resistance occurs when people take specific and deliberate action to resist the change.
It may be made overt, with public statements and acts of resistance, or it may be made covert, such as
organising others to create an underground resistance movement.
Question 4 What are the challenges that managers face in implementing successful change?
Answer: There are many challenges that have to be addressed for implementing the change. It is
human tendency to resist the changes since the change require learning new skills when we are very
much comfortable with the old rules. There are many challenges that have to be faced by the
organisation that have to be implemented by the organisation. They are:
There is more competition from other countries in the market of today. In this situation we have to
look with our organisation whether the organisation is able to cope with the market after
implementing the change.
There will be some socio, economic problems like the resource allocations and the impact of the
resource allocation like depletion of resources on the environment.
There are some changes may effect the life style of the people. There may be extra effort that is
needed in the case of change process.
There is a need to learn about the learning of new skills in the case of implementation of change that
has to be carried out. Resistance to change can be averted via some factors. They are:
Commitment: From the top level authorities in the organisation to the low level authorities, each
employee has to commit for the plan. This begins at the top so that it shows the good leadership.
A change mandate: it is necessary to tell the employee in a very convincing way that the change is
necessary and it is not a choice.
Input: Any employee who is going to undergo the change must be given an opportunity to raise their
queries in the respected way.
Accountability: Every individual those who are involved in the change process are responsible for
implementing their own individual change activity. If they do not meet that responsibility then they
may have to face some consequences.
Rewards and celebrations: The successful implementation in the organisation should be well
acknowledged. The organisation as a whole should honour the successful implementation.
Evaluation: The Examination of the implementation is carried at the regular intervals for the success
of the organisation.
Whenever a change takes place in an organisation, the personal compact, that is, the relationship
between the employers and employees gets affected.
The personal compacts are of three types. They are:
The formal compact: This involves the formal basic tasks and performance requirements as defined
by the documents of the company like job descriptions, employment contracts and performance
agreements.
The psychological compact: This involves the trust between the employee and the employer. This is
needed for the better achievement of the individual as well as the company's objectives.
The social compact: This involves the employee's opinion about the culture of an organisation and
the success of that organisation.
Change usually destabilises the relationship between the employee and the employer, since they will
not be comfortable with these changes. These will cause the resistance to change. It is not simply the
new idea that causes the resistance to change.
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As soon as the change is announced in the organisation, many employees will adapt some tactics to
protect themselves. The position of the employees in the organisation will be:
Argumentative: There are some employees who aggressively challenge against the change which is
necessary. This is the time waster and it opposes the critical objectives that have to be met. The
employee must agree that every idea is worth of there are many challenges that have to be faced by
the organization that have to be implemented by the organization. They are:
There is more competition from other countries in the market of today. In this situation we have to
look with our organisation whether the organisation is able to cope with the market after
implementing the change.
Avoidance: Some managers and the members of the leadership team will simply avoid the change
without refusing the change process. This is done by showing some kind of avoidance like not
attending the meetings, denying the resources, or withholding the feedback. Leading the change is
difficult in this as it requires the time and money for the change process management.
Distraction: Many employees in the organisation show this type of attitude by showing some
diversions during the change process that definitely reduce the effort. A distracted individual shows
this by not involving physically as well as mentally in the change process.
Once the resistances are identified, then we can use several strategies that are used to overcome the
resistance to changes. All the employees must be given the same respect, since every individual will
have their own opinion for the change. It is advisable to seek the agreement in all the stages of change
process. When there are many on the board in the organisation then it is good to ask and address the
few holdouts which are helpful to drive the goal. Finally the resistance is overcome by making sure
that the change is communicated in the proper way that is in the multi dimensional format.
Adult learning theory supports the need to propagate the messages that are seen, heard and felt.
Question.5 Explain the Dissipative Equilibrium change model?
Ans : Dissipative equilibrium model:
This model is proposed by Hunt 1972.According to this model, each organisation is designed to
achieve certain objectives and its success is measured in terms of effectiveness on certain parameters.
The organization always tries to reach equilibrium and these two variables are two sets of parameters
that are involved in determining such equilibrium. These two sets: system variables and effectiveness
variables.
System variables: These includes
Formal structure: it is the arrangement of resources for the management of organizational
members activities and their interpersonal relationships.
Informal structure: The formal structure values, beliefs, attitudes and constrains give rise to
an organisations informal structure which is loose and unstructured and defines the
relationships among the members.
Technical system: there is always a relationship between members work and goals in the
organization.
External pressure: Organisations are subject to pressures from outside as they are open
systems. These pressures will be in the form of communications between the members and
the non-members.
Individual variables: it covers the formal values, technical or physical influences, external
demands and also its individual members demands. An individual joins an organization to
work and fulfil certain needs.
Effective variables:

Achievements: This can be understood at two levels-organisational and individual levels. At

organizational level achievements is seen with technical systems and cooperation. At
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individual level, it is in need satisfaction that drives individuals level of motivation to goal
fulfillment.
Cooperation: Achieving of goal needs shared systems which in turn paves way for
cooperation between members.
Destructive conflict: Conflicts arise due to conflicting goals among the members. Various
departments have their own goals and when brought together raises the conflict and hinders
the organizational growth.
Need satisfaction: If the needs are stronger, the enthusiasm will be higher towards role
performance. The effort of individual expands role performance and results in need
satisfaction.
Need Dissatisfaction: Formal structural hierarchy makes its members to be aware of
disparities like salary structure, status, etc.

Q.6 Suppose you are appointed as a HR manager of a local bank. You are assigned the task of
implementing computerization in the bank. The implementation would result in a complete shift
from maintaining records and transaction manually to a fully computerized and online system.
What are the various phases involved in the process of managing this change?
Ans : There are three phases of change management process. They are as follows:
Phase 1 Preparing for Change.
Phase 2 Managing Change.
Phase 3 Reinforcing Change.
Phase 1 Preparing for Change
This phase involves preparation, assessment and strategy development. This phase in Prosci's
methodology is designed at getting ready. In this phase, you can find the answer for the question:
"how much change management is needed for this specific project?" This phase provides the
situational awareness that is essential for effective change management.
Phase 2 Managing Change
This phase involves detailed planning and change management implementation. It focuses on creating
the plans that are integrated into the project activities, as what people think of when they talk about
change management. Based on Prosci's research, there are five plans that are executed to help
individuals move through the ADKAR (Awareness, Desire, Knowledge, Ability, and Reinforcement)
Model.
Phase 3 Reinforcing Change
This phase involves data gathering, corrective action and recognition. It helps project teams to create
specific action plans for ensuring that the change is sustained. In this phase, project teams increase
measures and mechanisms to see if the change has taken hold, to see if employees are doing their jobs
the new way, and to celebrate success.

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