MBA SEMESTER IV ASSIGNMENT NAME: GEORGE VARUGHESE PARADAYIL

ROLL NO.: 530910788 MU0009: CHANGE MANAGEMENT SET 1

Q1.

Discuss culture driven change. Ans. Culture is the values and practices shared by the members of the group. Company culture, therefore, is the shared values and practices of the companys 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 the organization, we have to figure out what is the culture of organization, 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 start-up 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. 1) 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 the companys culture is to look around. How do the employees act; what do they do? Look for common behaviours and visible symbols.

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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 companys culture really is. 2) 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. y y y y y y y y y y y y y y y 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

3) Align the Company Culture One needs to align the company culture with the strategic goals if it is not already. y y y y y Develop a specific action plan that can leverage the good things in the current culture and correct the unaligned areas. Brainstorm improvements in the formal policies and daily practices. Develop models of the desired actions and behaviors. Communicate the new culture to all employees and then Over-communicate the new culture and its actions to everyone.

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Only a company culture that is aligned with your goals, one that helps to anticipate and adapt to change, will help to achieve superior performance over the long run.

Q2.

Write the techniques for managing change effectively.

Ans. Changing the way an organization operates is tough. The right way to manage change beings with a simple model but involves a process that can be complex and delicate. It entails careful planning, detailed design and thorough implementation. 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 companys over-all mission or key personnel should remain constant in the midst of turmoil to help reduce peoples 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 companys 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.

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"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." Q3. Ans. Discuss the employee involvement in change management. In any change, especially ones that affect a complete organization, it is impossible to involve every employee in each decision. Respondents to my change management questions over the years suggested, however, that when change works, the organization has gone out of its way to try employee involvement. Employee Involvement for Effective Change Management y 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 hurt. 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

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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.

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