Master of Business Administration-MBA Semester IV

Subject Code – MU0009

Subject Name –Change Management
2 Credits
(Book ID: B0936)
Assignment Set- 1 (30 Marks)

Note: Each question carries 10 Marks. Answer all the questions.

Q.1 Discuss culture driven change .

A culture is the values and practices shared by the members of the group. Company Culture,
therefore, is the shared values and practices of the company’s employees. Company culture is
important because it can make or break your company. Companies with an adaptive culture that
is aligned to their business goals routinely outperform their competitors. Some studies report the
difference at 200% or more. To achieve results like this for your organization, you have to figure
out what your culture is, decide what it should be, and move everyone toward the desired culture.

Company cultures evolve and they change over time. As employee leave the company and
replacements are hired the company culture will change. If it is a strong culture, it may not
change much. However, since each new employee brings their own values and practices to the
group the culture will change, at least a little. As the company matures from a startup to a more
established company, the company culture will change. As the environment in which the
company operates (the laws, regulations, business climate, etc.) changes, the company culture
will also change.

These changes may be positive, or they may not. The changes in company culture may be
intended, but often they are unintended. They may be major changes or minor ones. The
company culture will change and it is important to be aware of the changes.

Assess the Company Culture

There are many ways to assess your company culture. There are consultants who will do it for
you, for a fee. The easiest way to assess your company’s culture is to look around. How do the
employees act; what do they do? Look for common behaviors and visible symbols.
Listen. Listen to your employees, your suppliers, and your customers. Pay attention to what is
written about your company, in print and online. These will also give you clues as to what your
company’s culture really is.

Determine the Desired Company Culture

Before you can change the company culture, you have to decide what you want the company
culture to look like in the future. Different companies in different industries will have different
cultures. Look at what kind of a culture will work best for your organization in its desired future
state. Review your mission, vision and values and make sure the company culture you are
designing supports them.

Here are some characteristics of company cultures that others have used successfully. Decide
which work for your company and implement them.

· Mission clarity

· Employee commitment

· Fully empowered employees

· High integrity workplace

· Strong trust relationships

· Highly effective leadership

· Effective systems and processes

· Performance-based compensation and reward programs

· Customer-focused

· Effective 360-degree communications

· Commitment to learning and skill development

· Emphasis on recruiting and retaining outstanding employees

· High degree of adaptability

· High accountability standards

· Demonstrated support for innovation

Q.2 Write the techniques for managing change effectively.

Managing change effectively requires moving the organization from its current state to a future
desired state at minimal cost to the organization. Bateman and Zeithaml identified three steps for
managers to follow in implementing organizational change:

1. Diagnose the current state of the organization. This involves identifying problems the
company faces, assigning a level of importance to each one, and assessing the kinds of changes
needed to solve the problems.

2. Design the desired future state of the organization. This involves picturing the ideal
situation for the company after the change is implemented, conveying this vision clearly to
everyone involved in the change effort, and designing a means of transition to the new state. An
important part of the transition should be maintaining some sort of stability; some things – such
as the company’s over-all mission or key personnel – should remain constant in the midst of
turmoil to help reduce people’s anxiety.

3. Implement the change. This involves managing the transition effectively. It might be helpful
to draw up a plan, allocate resources, and appoint a key person to take charge of the change
process. The company’s leaders should try to generate enthusiasm for the change by sharing their
goals and vision and acting as role models. In some cases, it may be useful to try for small
victories first in order to pave the way for later successes.

"Successfully changing an enterprise requires wisdom, prescience, energy, persistence,

communication, education, training, resources, patience, timing, and the right incentives,” John
S. McCallum wrote in the Ivey Business Journal. "Successfully leading and managing change is
and will continue to be a front-burner responsibility for executives. Prospects are grim for
enterprises that either cannot or will not change. Indeed, no industry member is quite as welcome
as the one that steadfastly refuses to keep up."

Q.3 Discuss the employee involvement in change management.

One cannot ever expect one hundred percent support from any individual who was not personally
involved in devising a change which had an impact on his work. In any change, especially ones
that affect a complete organization, it is impossible to involve every employee in each decision.

Employee Involvement for Effective Change Management

· Create a plan for involving as many people as possible, as early as possible, in the change
process.

· Involve all stakeholders, process owners, and employees who will feel the impact of the
changes, as much as possible, in the learning, planning, decisions, and implementation of the
change. Often, in change management, a small group of employees learns important information
about change and change management. If they fail to share the information with the rest of the
employees, the remaining employees will have trouble catching up with the learning curve.

· If a small group makes the change management plans, employees affected by the decisions will
not have had needed time to analyze, think about, and adjust to the new ideas. If you leave
employees behind, at any stage of the process, you open the door in your change management
process, for misunderstanding, resistance, and harm.

· Even if employees cannot affect the overall decision about change, involve each employee in
meaningful decisions about their work unit and their work.

· Build measurement systems into the change process that tell people when they are succeeding
or failing. Provide consequences in either case. Employees who are positively working with the
change need rewards and recognition. After allowing some time for employees to pass through
the predictable stages of change, negative consequences for failure to adopt the changes, are
needed.

· You cannot allow the nay-sayers to continue on their negative path forever; they sap your
organization of time, energy, and focus, and eventually, affect the morale of the positive many.
The key is to know, during your change management process, when to say, enough is enough.

Help employees feel as if they are involved in a change management process that is larger than
themselves by taking these actions to effectively involve employees in change management.
Master of Business Administration-MBA Semester IV

Subject Code – MU0009

Subject Name –Change Management

2 Credits
(Book ID: B0936)
Assignment Set- 2 (30 Marks)

Note: Each question carries 10 Marks. Answer all the questions.

Q.1 Discuss types of organizational teams

Most successful teams shape their purposes in response to a demand or opportunity put in their
path, usually by higher management. This helps teams get started by broadly framing the
company’s performance expectation. Management is responsible for clarifying the charter,
rationale, and performance challenge for the team, but management must also leave enough
flexibility for the team to develop commitment around its own spin on that purpose, set of
specific goals, timing, and approach. Some of the types of teams are:

Informal

· Social in nature

· Leaders may differ from those appointed by the organization

Traditional

· Departments/functional areas

· Supervisors/managers appointed by the organization

Problem-Solving

· Temporary teams

· Frequently cross-functional

· Focused on a particular project

Leadership

· Steering committees

· Advisory councils

Self-Directed

· Small teams

· Little or no status differences among team members

· Have authority to decide how to get the work done

Virtual

· Geographically spread apart

· Meetings and functions rely on available technology

Problem solving teams

Problem-solving teams or task forces are formed when a problem arises that cannot be solved
within the standard organizational structure. These teams are generally cross-functional; that is,
the membership comes from different areas of the organization, and are charged with finding a
solution to the problem.

Leadership teams

Leadership teams are generally composed of management brought together to span the
boundaries between different functions in the organization. In order for a product to be delivered
to market, the heads of finance, production, and marketing must interact and come up with a
common strategy for the product. At top management levels, teams are used in developing goals
and a strategic direction for the firm as a whole.

Self-directed teams

Self-directed teams are given autonomy over deciding how a job will be done. These teams are
provided with a goal by the organization, and then determine how to achieve that goal.
Frequently there is no assigned manager or leader and very few, if any, status differences among
the team members.

These teams are commonly allowed to choose new team members, decide on work assignments,
and may be given responsibility for evaluating team members. They must meet quality standards
and interact with both buyers and suppliers, but otherwise have great freedom in determining
what the team does. Teams form around a particular project and a leader emerges for that project.
The team is responsible for carrying out the project, for recruiting team members, and for
evaluating them.

Virtual teams

Technology is impacting how teams meet and function. Collaborative software and conferencing
systems have improved the ability for employees to meet, conduct business, share documents,
and make decisions without ever being in the same location. While the basic dynamics of other
types of teams may still be relevant, the dynamics and management of virtual teams can be very
different. Issues can arise with a lack of facial or auditory clues; participants must be taken at
their word, even when video-conferencing tools are used.

Accountability is impacted by taking a team virtual. Each member is accountable for their tasks
and to the team as a whole usually with minimal supervision. Key factors in the success of a
virtual team are effective formation of the team, trust and collaboration between members, and
excellent communication.

Q.2 Mr. Ram is working in ‘United India’ a public sector company for last 15 years. The
organization is facing competition from various private and Multinational companies. To
meet the challenges, management has decided to update their information system by
integrating information technology in every sphere of functioning. Mr. Ram is accustomed
to manual working system. He finds the new technology and its working difficult to cope up
with. To him the new technology is a threat for his job performance. His professional and
personal life is badly affecting due to his new found job stress. After listening to his
problem his friend suggest him to develop self mastery.

• What nature of problem Mr. Ram is facing?

• What is self mastery?
• Explain the various spheres of self mastery that Ram should follow to cope up the
situation?
Humans are multi-dimensional creatures. We are physical, emotional, mental, and spiritual
beings. Self mastery is the intentional pursuit of growth and development in each of these areas.
The physical aspects of self mastery pertain to maximizing your body’s health and vitality,
including strength, flexibility, and cardio vascular training, as well as getting adequate rest and
eating a healthy diet.

On the emotional level, self mastery includes: 1) developing your ability to identify and accept
your emotions, 2) being authentic, 3) releasing negative emotions in healthy and constructive
ways, 4) being sensitive to others, 5) expressing emotional vulnerability, and 6) fostering close
and meaningful relationships.

The mental aspects of developing greater self mastery focus on your mindset, in particular, your
fundamental assumptions and beliefs. This is a key component of self mastery because mindset
is causative and determines your potential for success. Here is how: your beliefs and assumptions
determine your perceptions and judgments, which then trigger your emotions and behaviors,
which in turn determine your performance and results. In other words, the seed of each of your
successes and failures is always your mindset.

Spiritually, in the context of change leadership, self mastery pertains to knowing who you are,
pursuing your purpose in your work, being connected to your higher self, and living in integrity
with your core values. Being in touch with these deeper aspects of yourself shapes your change
leadership strategies and behaviors, and unleashes your creativity, passion and energy.

Behavior is the fifth area of self mastery. Behavior is the external manifestation of deeper
internal processes. When you identify a behavior you seek to change, you will need to also
discover the beliefs and emotional reactions that drive that behavior. Behavior change in its
complete form touches all four other areas of self mastery.

Q.3 Explain stages of organizational change.

Organizational change can be conceptualized in 4 broad stages:

Awareness
Adoption
Implementation
Institutionalization

Each stage is important in the development, implementation and maintenance of a palliative care
program. Once the program has been institutionalized (stage 4), change continues within the
program and the organization through an ongoing cyclic process of assessment and innovation.

Stage Components Operationalization

1. Awareness · Identify Needs · Conduct Needs Assessment

· Search For Possible · Brainstorm / Research

Solutions Ways To Meet Needs
 · Create Tension For · Communicate Needs To
Change Key Leaders
2. Adoption · Decide Upon A Course · Develop A Proposal
Of Action
· Present The Proposal To
· Formulate Key Stakeholders
Policy/Procedure For
Implementing Change · Key Personnel Have Time
And Resources To Plan
· Allocate Initial
Resources
3. Implementation · Resources Allocated For · Obtain Resources To
Implementation Launch Program (Money,
Staffing, Physical Space,
· Carry Out Innovation Etc.)

· Observe Reaction Of · Begin Palliative Care

Organization Members Practice And Observe
Response.
· Define Roles
· Market Palliative Care
Program.

· Form Clear Roles Among

Program Staff
4. Institutionalization · Integrate Innovation Into· Referrals To Palliative Care
Routine Organization Program Become Regular
Operations
· Policies And Procedures
· Internalize Goals And Guide Care
Values Surrounding
Innovation · Palliative Care Throughout
Institution Improves

· Evaluation Leads To
Improved Care