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Organizational behavior -Change Management
This document discusses strategies for implementing organizational changes. It defines change management as transitioning individuals, teams, and organizations from their current state to a desired future state. Changes can occur at the individual, group, and organizational levels. Resistance to change comes from both individual sources like fear of the unknown and organizational sources like power relationships being threatened. Some tactics for overcoming resistance include education, participation, building support, and implementing change fairly. Models for managing change include Lewin's three step model and Kotter's eight step model.
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Organizational behavior -Change Management
- 1. ORGANIZATIONAL BEHAVIOR -2 Strategiesfor Implementing Changes Presented by: Amber anand Amit kumar verma Amita surabhi Angsuman mitra Anil rana
- 2. Lets start witha quotation…. It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. -Charles Darvin 2
- 3. What is “CHANGEMANAGEMENT” ? Change management is an approach to shifting or transitioning individuals, teams, and organizations from their existing state to a desired future state. 3
- 4. Levels of change Changescan happen and/or impact, within an organization, on four different levels (see graphic below.) There can be one or several levels affected by a Change. It is important to understand the levels a change impacts, as they are the base for appropriate measures and interventions. 4
- 5. Individual Level change Atthe individual level, change is reflected in such developments as changes in job assignment ,physical move to a different location, or the change in the maturity of a person which occurs over time. It is said that changes at the individual level will seldom have significant implications for the total organization. This is not true because a significant change at the individual level will have its repercussions on the group ,which in turn, might influence the wider organization. 5
- 6. Group level change •Most organization changes have their major effects at the group level. This is because most activities in organizations are organized on a group basis the group could be departments or informal work groups. Changes at the group level can affect work flows, job design , social organization, influence and status systems, and communication patterns. 6
- 7. Organization-level Change • Changesat this level involve major programs that affect both individuals and groups. Decision regarding this change changes are generally made by senior management and are seldom implemented by only a single manager . Frequently ,they occur over long period of time and require considerable planning for implementation. • Example of these changes would be reorganization of the organizational structure and responsibilities, revamping of employee remuneration system or major shifts in an organization’s objectives. • Change at the organizational level is generally referred to as ‘organization development’. 7
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- 9. RESISTENCE TO CHANGE Resistanceto change is the action taken by individuals and groups when they perceive that a change that is occurring as a threat to them. 9
- 10. SOURCES OF RESISTANCETO CHANGE • INDIVIDUAL SOURCES Habit Security Economic factor Fear of the unknown Selective information processing 10
- 11. Continued.. • ORGANIZATIONAL SOURCES Structural inertia Limited focus of change Group inertia Threat to expertise Threat to established power relationships 11
- 12. Overcoming resistance tochange • There are 8 tactics that can help change agents deal with resistance to change : 1) Education and communication 2) Participation 3) Building support and commitment 4) Develop positive relationships 5) Implementing change fairly 6) Manipulation and cooptation 7) Selecting people who accept change 8) coercion 12
- 13. The 6 stagechange process Follwing up on the change Implementing the change Planning the change Diagnosing the problem Recognizing the need for change Becoming aware for the pressure for change 13
- 14. Lewin ‘s threestep model 14
- 15. Kotter’s 8 stepmodel for implementing change • Establish a sense of urgency by creating a compelling reason for why change is needed. • Form a coalition with enough power to lead the change. • Create a new vision to direct the change and strategies for achieving the vision. • Communicate the vision throughout the organization. • Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. • Plan for create and reward short term “wins” that move the organization toward the new vision. 15
- 16. Continued…. • Consolidate improvements, reassess changes, and make necessary adjustments in the new program. • Reinforce the changes by demonstrating the relationship between new behaviors and organizational success. 16
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- 18. bibliography • www.google.com • www.mindtools.com •changingminds.org • www.boundless.com • www.youtube.com • Reference book –Organizational behavior (fifteenth edition) by Robbins ,Judge and Vohra • Organizational behavior- K.Aswathappa 18
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