LOGO

ORGANIZATIONAL
CHANGE
AMIT KHANDELWAL 06
NILESH PATIL 36
ANUPAM VADDHUPAN 09
VARUN DAKE 64
VIKRANT SHAH 65
CONTENTS

1 INTRODUCTION

2 MODELS ILLUSTRATION

3 CHANGE MANAGEMENT

4 REACTIONS

5 OVERCOMING RESISTANCE
 INTRODUCTION

 WHAT IS CHANGE ?

 SKILLS REQUIRED BY
A MANAGER TO IMPLEMENT
THE CHANGE PROCESS :
 IDENTIFY THE PROBLEMS
 FORMULATE STRATEGIES

 GAIN ACCEPTANCE FROM PEOPLE

EFFECTIVE CHANGE PROGRAMMES

A
MOTIVATING CHANGE

B
CREATING A VISION

C
DEVELOPING POLITICAL
SUPPORT

D
MANAGING TRANSITION /
SUSTAINING MOMEMTUM
LEWIN’S CHANGE MODEL

UNFREEZING

MOVEMENT

REFREEZING
SYSTEM MODEL OF CHANGE
PEOPLE

TASK CULTURE

TECHNOLOGY
DESIGN

STRATEGY
Kotter’s Eight-Step Change
Management Model
1 Create a sense of urgency

2 Establishing a powerful group to guide the change

3 Develop a vision

4 Communicate the vision

5 Empower Staff

6 Ensure there are short-term wins

7 Consolidate gains

8 Institutionalize change in culture of the organization

 CHANGE AND TRANSITION
MANAGEMENT

 WHAT IS TRANSITION
MANAGEMENT ?
 Transition management is the
process of systematically planning,
organizing, and implementing
change from the disassembly of
the current state to the realization
of a fully functional future state
within an organization.
Beckhard’s Prerequisites for
Transformational Change
1 Ensuring senior management commitment.

2 Producing a written statement about the future direction.

3 Creating a shared awareness.

4 Assembling a body of key managers.

5 Generating an acceptance.
Beckhard’s Prerequisites for
Transformational Change (Continued)
6 Recognizing resistance to change

Educating and training participants.

7

8 Persevering with the change process.

9 Facilitating with necessary resources.

10 Maintaining open communication.

Perpetual Transition Management

1 TRIGGER LAYER

2 VISION LAYER

3 CONVERSION LAYER

MAINTENANCE AND RENEWAL LAYER

4
 EFFECTS OF ORGANIZATIONAL
CHANGE

Operational Psychologi Social

Effects cal Effects Effects
How People React To CHANGE ..

INDIVIDUAL AND GROUP BEHAVIOR

1

POSITIVE OR NEGATIVE IMPACT

2

3 AGGRESSIVE OR HOSTILE BEHAVIOR

 ACCEPTANCE OF CHANGE

1 Enthusiastic co-operation

2 Group co-operation
 INDIFFERENCE TO CHANGE

1 Organized resistance

2 Frustration

3 Aggression
ORGANIZED RESISTANCE

Group performance affect by change

Resist the change due to feeling of frustration

Collective action more successful than separate

personal resistance

Group action to cover up mistakes made by

members as they implement new standard.

Group beliefs and norms

Ensure there are short-term wins

Union provide leadership

 FRUSTRATION AND AGGRESSION

 Psychological concept

 Conflict act to deny personal desires

and needs

 Future consequences of a change

 Arouses hostile feelings

 Absenteeism

 Hostile feeling inwards might results in

blood pressure, ulcers, asthma
WHY CHANGE IS RESISTED ?

INDIVIDUALS
Why Individuals Resist CHANGE ?

RESENTMENT
LACK OF TOWARDS
INFO. INITIATOR
Selective
perception
Fear of the
unknown

HABIT

RESISTANCE TO CHANGE
Why Organizations Resist CHANGE ?

Pow Str Funct Org Gr

er uct ional aniz ou
Mai ural Sub- atio
nten Sta optim nal
p
anc bilit izatio Cult Nor
e y n ure ms
OVERCOMING RESISTANCE TO CHANGE

Education and Communication

Participation and Involvement

Facilitation and Support

Negotiation and Agreement

Manipulation and Co-optation

Explicit and Implicit Coercion

PROS AND CONS OF THE METHODS
USED FOR DEALING WITH RESISTANCE

People will
help with EDUCATION &
implementatio
n COMMUNICATION

Time –
Consuming

Participating PARTICIPATION &

people will be
committed INVOLVEMENT

Time
consuming
PROS AND CONS OF THE METHODS USED
FOR DEALING WITH RESISTANCE (CONTD).

Works best
with FACILITATION &
adjustment
problems SUPPORT

Time –
Consuming ,
expensive and
may still fail.

Easier to NEGOTIATION &

avoid major
resistance AGREEMENT

Can be too
expensive in
many cases
PROS AND CONS OF THE METHODS USED
FOR DEALING WITH RESISTANCE (CONTD).

Relatively
quick and MANIPULATION &
inexpensive
solution CO-OPTATION

Can lead to
future
problems.

Speedy and EXPLICIT & IMPLICIT

tackles all COERCION
resistance.

Risky
LOGO