Professional Documents
Culture Documents
The management of changes to the organizational culture, business processes, physical environment, job design / responsibilities, staff skills / knowledge and policies / procedures.
Organizations go through four stages on the way to achieving their strategic objective:
- Denial - Resistance - Exploration - Renewal As the Organization works its way through these stages, there can be a negative impact on Productivity. This is referred to as the Productivity Dip
Organizational Change Management is all of the actions required for an organization to understand, prepare for, implement and take full advantage of significant change. The goals of Change Management are:
- The successful design, implementation, measurement and maintenance of an organizations change initiative - Enhancement of their on-going capacity for managing change
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SKILLS
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INCENTIVES
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RESOURCES
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ACTION PLAN
ACTION PLAN ACTION PLAN ACTION PLAN
=CHANGE
SKILLS
INCENTIVES
RESOURCES
=CONFUSION
VISION
INCENTIVES
RESOURCES
=ANXIETY
VISION
SKILLS
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INCENTIVES
RESOURCES
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=GRADUAL
CHANGE
VISION SKILLS
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RESOURCES
ACTION PLAN
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TION
VISION SKILLS INCENTIVES =FALSE
STARTS
Desired Change Driving Forces Favoring Change Restraining Forces Resisting Change Equilibrium or Current Status
Technology
Globalization
Liberalization
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ICICI has built its - Strong brand identity - Technology enabled delivery channels
- Largest network of ATMs in India - Highest number of Internet banking registrations
- Amongst the first banks in India to commence lead generation for Insurance products
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EXTERNAL
INTERNAL
CULTURE EMPLOYEES BEHAVIOR PERFORMANCE APPRAISAL DIFFERENCE - EMPLOYEES OF BOM & ICICI
certainty purpose connection control success By harnessing the 5 Forces of Change one can become those rare leaders who are able to bring about lasting organisational change with a minimum of fuss.
Complaints against these changes continued ICICI was blamed for not putting in adequate systems in place to develop the right people. Question on the feedback process though the appraisal scores were the same, the bonus were different Training programmes were conducted Introduction of two-year Graduates' Management Training Programs (GMTP)
deregulation to get finance from abroad government stopped giving subsidies limited expertise companys ignorance change resistance in the organisation creation of new groups discretion between MCG and GCG pressure of accountability created stress compensation schemes differences in work culture emphasis more on group performance
The merger with Bank of Madura paved way for - ICICI becoming one of the largest private sector banks in India with Rs.17327crores - it has the largest customer base of over 3 million and a network of more than 350 branches and 450 ATM centres across 100 Indian cities - considerable synergies in the operations of the merged entity - benefit the customers and other stake-holders
Low operating costs Extensive customer relationships & strong brand franchise
PERIOD
Day 1 After a month After a Year After 2 Years
EMPLOYEE BEHAVIOR
Denial, fear, no improvement Sadness, slight improvement Acceptance, significant improvement Relief, liking, enjoyment, business development activities
Job evaluation - grading system Employee empowerment in the organisation Management by objectives Contingency employees Vision statement to be clearly stated to the employees Risk management dealing with uncertainty Building a strong and committed top management team Training & development