Organization change means it is process by which organizations move from present state to some desired future state to increase their efficiency

Nature of Organization Change

It is vital when company want to avoid immobility.It is a process not an event.Normal and constant.Fast and increase competitiveness of present state.It is Natural and reaction due to external sources and Pressure.It a shift from current to future steps and a new process.It is depend on the organizational culture

Change

Historical and Political Evolution

People Management and

Organization

Organizational Culture

Change Management

Historical and Politics-•Where do the origins of the company lie and what are the associated values•What are the perception of the customers hold about the company.•What are the proposal by the individuals and what are their experiences they have in the previous change.•What are the condition and norms are they protect the rights or threatened•What is the relation of power within the Organization and will that change.•What will be the change in balance power and who will be the winner and loser.

Management and Organization-•Senior Management more strategic stance and progress through encouragement and innovations.•The role of line Manager change from autocrat to Facilitator.•Boundaries between jobs, Division and departments become blurred•Project and group work both increases•Multi Skill HR demand increases.•Employees are required to be customer facing

People•The Reaction of peoples in a small change.•Terms,Pay,promotions,Salary and Wages and Conditions•Carefully think about the every job changes.

Level of Changes and its Importance

Individual level

Group Level

Organizational Level

Individual Level Change-

•Change in job profile.•Change in assignment•Physical move to other location.•Transfer and job Enlargement

Group Level Change-•The change in Work flow.•The Change in Job Design.

Organizational level Change-

•It is both individual and group level change•Decision made by the top Management•They occur a long period of time planning and implement.•Reorganizational structure•Changing organizational objectives

Types of change

1.Evolutionary Change

2.Revolutionary Change

• This is not a drastic and sudden change• It is the constant approach and incremental change.• Adopt and adjust strategy not better to change the

organization.• TQM is one the strategy which is used in Evolutionary

Change.

1. Evolutionary Change(TQM)

Total Quality Management (TQM)

Total Quality Management is a people focused Management use to continuously customer satisfaction at continually lower cost.TQ-Total Quality is a systematic and Continuous approach which analyze all the employee by function from top to bottom of all the departments and develop whole employee and Organization in an integration MannerMeasurements in TQM

•Breach of promise•Performance to standard•Accidents•Process in control•Timing cost•Availability of Raw Materials•Cost of Quality

Principle of TQMDelight the customer-

1.Customer means employees satisfaction2.Internal customers are real

Management By fact-

1.All Work in Process 2. Measurement

People Based Management

1.Team Work2.People Make Quality

Continuous Improvement

1.Continuous improvement cycle 2.Prevention

Systems

Management

Process

People

Change by TQM

System-System Means the Quality control by statically measurement which provides the accurate data about operation ,Failure, Loss and Others .And By Bench Marketing putting other organization in process which are successfully delivering the quality.

Process-TQM is a continuous and review Process through project improvement, waste elimination, and Process chain re-engineering.The defective Products and customer complaints, Role of Individual and group and monitor the total process chain.

People-What is the individual value ,growth and contribution of the people for the organizational growth and hiring process, employees turnover,estblishing quality circle.

Management-The Top Management Vission,Mission for the organization, their commitment for quality, employees and appreciation of decision of employees has to be monitored

Role of TQM in OD

•Aggression Hiring•Job Redesigning and Job Creation.•Expand Training and development•Manage Turnover.•Redirection to team•Lay off and termination where required•Renegotiation on Labor Agreements

Revolutionary Change (Re Engineering)By In 1990, Michael HammerThe fundamental rethinking and radical redesign of core business processes to achieve dramatic improvements in critical performance measures such as quality, cost, and cycle time.

Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as cost, quality, service and speed.

Process is a structured, measured set of activities designed to produce a specified output for a particular customer or market. It implies a strategy

1. Customer focus. Customer service oriented processes aiming to eliminate customer complaints.

1. Speed. Dramatic compression of the time it takes to complete a task for key business processes

2. Compression. Cutting major tasks of cost and capital, throughout the value chain. Organizing the processes a company develops transparency throughout the operational level reducing cost.

3. Flexibility. Adaptive processes and structures to changing conditions and competition. Being closer to the customer the company can develop the awareness mechanisms to rapidly spot the weak points and adapt to new requirements of the market.

4. Quality. Obsession with the superior service and value to the customers.

5. Innovation. Leadership through imaginative change providing to organization

competitive advantage

6.Productivity. Improve drastically effectiveness and efficiency

OBJECTIVE OF RE-ENGINEERING

Business Process Reengineering Life Cycle Define corporate visions and business goals

Identify business processes to be reengineered

Analyze and measure an existing process

Identify enabling IT & generate alternative process redesigns

Evaluate and select a process redesign

Implement the reengineered process

Continuous improvement of the process

Visioning

Identifying

Analyzing

Redesigning

Evaluating

Implementing

Improving

Enterprise-wide engineering

Process-specific engineering

The Envision stage: the company reviews the existing strategy and business processes and based on that review business processes for improvement are targeted and IT opportunities are identified.

The Initiation stage: project teams are assigned, performance goals , project planning and employee notification are set.

The Diagnosis stage: documentation of processes and sub-processes takes place in terms of process attributes (activities, resources, communication, roles, IT and costs.

The Redesign stage: new process design is developed by devising process design alternatives and through brainstorming and creativity techniques.

The Reconstruction stage: management technique changes occur to ensure smooth migration to the new process responsibilities and human resource roles.

The Evaluation stage: the new process is monitored to determine if goals are met and examine total quality programs.

Process Innovation vs Incremental Improvement

TQM Re Engineering

Change Gradual, constant Abrupt, volatile

Effects Long-term, more subtle Immediate, dramatic

Involvement From few to everybody A few champions

Investment Low initially, high to sustain High initially, less later

Orientation People Technology

Focus Processes Profits

Components TQM Re Engineering

Goals Small-scale improvements in many places with cumulativeeffects

Outrageous

Scope and focus Attention to tasks, steps, and processes across the board

Select but broadbusiness processes

Degree of change Incremental and continual Order of magnitude andperiodic

Senior managementinvolvement

Important up front Intensive throughout

Role of informationtechnology

Incidental Cornerstone

Lewins Force theory of change-By Force change the organization

Unfreezing Re-FreezingMoving

Force field theory provides ideas that how force for and against change the balance of the organization

Unfreezing State-Encouraging individual and try to discard the old behaviour and recognize people to change is needed and unfreeze them by taking some reward from the people.This first stage is about preparing ourselves, or others, before the change (andideally creating a situation in which we want the change). The more we feel that change is necessary, the more urgent it is, the more motivated we are to make the change.

Moving-

Develop a new behaviour ,Attitude inside the person and develop technology and keep moving.

Support is really important here and can be in the form of training, coaching,and expecting mistakes as part of the process. Using role models and allowing people to develop their own solutions also help to make the changes. It's also really useful to keep communicating a clear picture of thedesired change and the benefits to people so they don't lose sight of where they areheading.

Re-Freezing-Now new attitude and Perception are established now inside the person now tries to make it permanent

THE EIGHT STEPS KOTTER TALKS ABOUT ARETHE EIGHT STEPS KOTTER TALKS ABOUT ARE

DETERMINE THE URGENCY OF CHANGE

FORM A STRONG NUCLEUS, LEADING CHANGE

CREATE A NEW VISION

NOTIFY ALL NEW VISION

EMPOWER OTHERS TO ACT ON THE VISION

CREATE A SHORT-TERM WINS

MAINTAIN STATE OF EMERGENCY

ANCHORING CHANGES IN CORPORATE CULTURE

DETERMINE THE URGENCY OF CHANGE

FORM A STRONG NUCLEUS, LEADING CHANGE

CREATE A NEW VISION

NOTIFY ALL NEW VISION

EMPOWER OTHERS TO ACT ON THE VISION

CREATE A SHORT-TERM WINS

MAINTAIN STATE OF EMERGENCY

Help others to find that change is necessary and it is important to actimmediately.

Make sure that change is led by a powerful group - one who possessesleadership skills, credibility, communication skills, leadership, analytical skills and asense of necessity.

Develop vision and strategy change. Explain how the future will differ fromthe past and how it can transform the future into reality.

Communicate to be understood and to gain confidence. Make sure that alarge number of people understand and accept the vision and strategy. It is important to"walk the talk". What you do is far more important - and believable - than what yousay. Demonstrate the kind of behavior that you want from others

Empowered others to act. Remove as many barriers as possible, so that thosewho wish can turn vision into reality.

Create short-term targets - not just one long - term goal. You want each smallertarget to be achievable, with little room for failure.

Do not stop. After early successes, increase the pace, faster and stronger

Create a new crop. Valued new types of behavior and make sure you aresuccessful, to become powerful enough to replace the old traditions.

Forces changing Organization

External Forces

•Globalization-The entrance of the organization to the global market and change needed to increase the performance.

•Workforce diversity-New Market then it should be new strategy new dimension and new innovations.•Technology change-Centralization and decentralization and decision making.

•Government Politics-The Government Politics are changing the organization changes.

•Competition-To Manage the completion the organization change.

•Managing Ethical Behaviour-Product Safety, Employees Health,Smoking,Acid Rain,Pollution,Wastages which also changes the organization

Internal Forces-

•Change in Work Climate-Layoff, Iron Handshake and Bound to retire cause a change in organization

•Different expectation of employees- The Old and Young Employees have different expectation on Salary, Motivation and Morale ETC

•Crises- Strike, Lockouts and Economical failure cause a internal force to change the Management.

Obstacles in Change Process

Organizational level force

•Organization Structure•Organization Culture•Organization strategy

Individual force•Fear to loss•Selective Perception•Habit•Logical Reason

Sub-Unit Level Changes•Power and Conflict•Differences in orientation

Group Factor•Group Norms•Group Think•Group Cohesiveness

Change

• Organization Structure-Organizational structure is a obstacle in change Management because it has different structured in different style.

• Organization Culture-Change Management Has another obstacle that is Organizational Culture

• Organization strategy-The Objective has to be changed in change management which is a obstacle and complexity in change Management.

• Group Norms-The Group Norms And the Believe creates obstacle in Change Management

• Group Think-The Group thin also creates an obstacle in change Management• Group Cohesiveness-Group Attachment creates a very very big impact in

change Management

• Fear to loss-The fear of loss job and other things can not change ones behavior easily

• Selective Perception-Lack of perception of employee on change• Habit-Bad and Good Habit- which creates an effect on Change Management• Logical Reason-Some Logic of individual can not match the change

Management .

Aware for the Pressure for the change

Recognize the Need for Change

Diagnose the Problem

Planning the Change

Implementing The Change

Following the Change

Process of Organizational Change

• Become Aware about the change –What are the Pressure from external technoloy,Social Trends or Inside Organizational Conflict have the pressure to change the Organization.

Recognize the Need for the change- Is the change is going to match the exact need or not.

• Diagnose the Problem- The Top Management Take Questionaires,Survey,Information and Data Collection from departments ,Individual and others in Organization because the organization is going to redesign.

• Planning the Change-Planning Change by TQM or Re Engineering through Top Down approach and Bottom up Approach.

• Implement the Changing-Implement the evolutionary or Revolutionary Change Process

• Manage the Change and Follow up the Change-I. Communicating everyday.II. Involve in Participation.III. Maximize the Cooperation.IV. Explicit and Implicit Coercion

Learning Organization

Definition-Learning is the defined the permanent change in human behaviour occurs from a regular Practices.

Features of Learning-1.Learning must change the behaviour2.It is nothing but the positive healthy Practices to changing the behaviour3.Change through learning is positive and permanent in nature.4.Some Good or Bad Experiences you learn from the learning.

Need of Learning1.It is develop new skill and develop the behaviour of Individual2.It is Modify the attitude and Perception of individual3.Develop the new Motivational skill in ones life.4.Provide to take better direction5.Morale and Clarity and Confidence Building

Response

Stimuli

Motivation

Rewards

Process Of Learning

• Stimuli-The Employee Must clearly Communicate about the Benefits of the learning

• Response-The Learner is represent himself in which manner.

• Motivation-Make them interest and attitude for learning.

• Reward-Finally After learning individual get the exact benefit

Process of Learning

Factors Affecting Learning

Quality of Learning Method Degree of Motivation

Quality ofEnvironment

Mind set and Attitude