crating a vision

8/8/2019 Crating a Vision

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HOW WE CAN MAKE THE

CHANGE EFFECTIVE


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ACTIVITIES-EFFECTIVECHANGE MANAGEMENT

1. MOTIVATING CHANGE2. CREATING VISION

3. DEVOLOPING POLITICAL

SUPPORT4. MANAGING THETRANSITION

5. SUSTAINING MOMENTUM


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MOTIVATING CHANGE-

1. Creating Readiness for change-

Sensitize organizations topressures for change

Reveal difference between

current and desired states Convey credible positive

expectations for change


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2.Overcoming Resistance toChange

Empathy & support

Communication

Participation & involvement


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Sensitize the pressure-

1.High pressure leads to change

2.Heavy foreign competition,rapidly

changing technology, draw of

global markets

3.New leadership, poor productquality, high production cost,

absenteeism.


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Make more sensitive to pressure

1.keep watching the surroundings

2.visiting other organizations-newideas , methods

3.benchmarks


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Reveal difference between current & desiredstate-

1.generating a felt need for change

2.Information about the current functioning is

gathered & compared with desired states ofoperation.

2.difference motivate to initiate

corrective changes

3.provide the feedback about current organizational

functioning-it energize the action of change


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Convey credible positive expectations forthe change-

1.Positive expectation play a major

role2.Expectation about success develop

greater commitment.

3.Communicate realistic, positive

expectations about change.


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Empathy & support-

1.Learn how people are experiencing

change2. Active listening

3. Make aware every one that they areresponsible for managing change.


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Communication-

1.rumors & gossips adds to the

anxiety2.change information-throughmeeting & presentations


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Participation & involvement

1.Make aware that everyone is

important2.Results in diversity of ideas &information


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CREATING A VISION

A vision describes the core values & purposethat guide the organization as well as anenvisioned future toward change is directed.

It provides a valued direction for designing ,implementing and assessing organizationalchange.


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3. vision energize commitment to

change.

4. leaders have an active role.


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a)-DESCRIBING THE CORE

IDEOLOGY.

b)-CONSTRUCTING THEENVISIONED FUTURE.


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DESCRIBING THE CORE IDEOLOGY

.core ideology describes

organizations core values &purpose.

.stable over time.

.core values-normally 3 to 5

principles / beliefs that have stoodthe test of time & represent whatthe organization stand for?


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.core values are values in use &

inform members what is important in theorganization.

.eg- DISNEY companies have valuesaround wholesomeness & imagination.

.define true nature of the firm & cantbe separated from them.


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Core purpose-idealistic motivationthat brings people to work each day.

It is not a strategy , it describeswhy the organization exists.

strategy describes how an objectivewill be achieved.


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Example-slogan

DISNEYLAND was guided by

essential purpose of -creating aplace where people can feel likekids again.

APPLE- changing the way people

do their work.


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CONSTRUCTING AN ENVISIONED

FUTURE

Includes the following elementsthat can be communicated tomembers.

Bold & Valued outcomes:

.Descriptions of envisioned futureoften include specific performance&

human outcomes that theorganization would like to achieve.


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Desired future state:

.This element specifies what theorganization should look like to achieve

bold & valued outcomes..It is a passionate & engaging statementintended to draw organization members tofuture.

.The organization features described in the

statement help define a desired futurestate toward which change activitiesshould move.


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DEVOLOPING POLITICAL

SUPPORT:.Attempts to change organizationmay threaten the balance of poweramong groups.

.it results in political conflicts &struggles.

.some groups will become less

powerful & others will gaininfluence.


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1.ASSESSING CHANGE AGENTPOWER

2.IDENTIFYING KEY STAKEHOLDERS

3.INFLUENCING STAKEHOLDERS


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ASSESSING CHANGE AGENT POWER-

Change agent may be the leader ofthe organization/departmentundergoing change.

In addition to ones formal position-three sources of personal power.

1.knowledge

2.personality

3.others support


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IDENTIFYING KEY

STAKEHOLDERS- Change agents can identify powerful

individuals & groups.

Staff groups, unions, departmental

managers, top level executives. Once stakeholders are identified,

crating a map of their influence

This provide information about which

people & groups need to be influencedto accept & support the changes.


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INFLUENCING STAKEHOLDERS- Gaining the support of key

stakeholders to motivate a criticalmass for change.

3 strategies

1.Playing it straight

2.Using social network.

3.Going around social system.


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PLAYING STRAIGHT:PLAYING STRAIGHT: Determining the needs of

particular stakeholders andpresenting information about how

the change can benefit them. Information & knowledge can

persuade people about the need& direction for change.

Success lies on change agentsknowledge base.


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Using social networks- Forming alliances with other

powerful individuals and groups.

Dealing directly with key decisionmakers, using formal & informalcontacts to gain information.

Change agents try to use their

social relationship to gain supportfor change.


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Going around the formal system: This strategy relies on a strong

personality base of power.

It involves purposelycircumventing organizationalstructures and procedures to getthe changes made.


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MANAGING THE TRANSITION: Transition state is quite different

from the present state of theorganization & require specialmanagement structures & activities.

1.Activity planning

2.Commitment planning

3.Management structures


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ACTIVITY PLANNING: This involves making a road map for

change, citing specific activities andevents that must occur if the transition isto be successful.

It should gain top management approval,be cost effective.

Provide mid point goals:It represents desirable organizationalcondition between the current state &

desired future stateIt give more concrete & manageable stepsand benchmark for change.


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COMMITMENT PLANNING: Identifying key people & groups

whose commitment is needed forchange.

A part of developing politicalsupport.


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CHANGE- MANAGEMENT

STRUCTURES: This management structures should

include people who have the powerto mobilize resources to promote

change, respect of existingleadership & interpersonal andpolitical skills to guide the changeprocess.

Alternative management structures:1 .the chief executive manages the

change effort.


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2.A project manager is temporarilyassigned to coordinate the transition.

3.Representatives of the major

departments involved in the changejointly manage the project.

4.Natural leaders who have confidence &trust of large employees are selected.


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SUSTAINING MOMENTUM:

FOLLOWING FIVE ACTIVITIES CAN HELPFOLLOWING FIVE ACTIVITIES CAN HELPTO SUSTAIN MOMENTUM FORTO SUSTAIN MOMENTUM FORCHANGE..CHANGE..

1. PROVIDING RESOURCES FOR CHANGE.1. PROVIDING RESOURCES FOR CHANGE.2. BUILDING A SUPPORT SYSTEM FOR2. BUILDING A SUPPORT SYSTEM FOR

CHANGE AGENTS.CHANGE AGENTS.

3. DEVOLOPING NEW COMPETENCIES AND3. DEVOLOPING NEW COMPETENCIES AND

SKILLS.SKILLS.4. REINFORCING NEW BEHAVIORS4. REINFORCING NEW BEHAVIORS

5. STAYING THE COURSE.5. STAYING THE COURSE.


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PROVIDING RESOURCES FOR CHANGE:

ADDITIONAL FINANCIAL & HUMANRESOURCES.

TRAINING CONSULTATION

DATA COLLECTION

FEEDBACK

SPECIAL MEETING


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A SEPARATE CHANGE BUDGETTHAT EXISTS ALONG WITH CAPITAL& OPERATING BUDGET CANENMARK RESOURCES NEEDED FORTRAINING MEMBERS


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BUILDING A SUPPORT SYSTEM FORCHANGE AGENTS:

TENSION FOR CHANGE AGENTS.

CHANGE AGENTS MAY NEED TO

CREATE THEIR OWN SUPPORTSYSTEM

IT INCLUDES A NETWORK OFPEOPLE WITH WHOM THE CHANGE

AGENT HAS CLOSE PERSONALRELATIONSHIP.


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DOVELOPING NEW COMPETENCIESAND SKILLS:

Changes can not be implemented unlessmembers gain new competencies

Change agents must ensure the learning

They must provide multiple learningopportunities

1.traditional training programs

2.on the job counseling

3.simulation

Aim is to develop both technical & socialskills..


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REINFORCING NEWBEHAVIOURS:

Reinforce the kind of behaviorsneeded to implement the change.

Link formal rewards directly to the

desired behaviours. Desired behaviours can be

reinforced more frequentlythrough

1.informal recognition2.encouragement& praise


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STAYING THE COURSE

If the organization changes againtoo quickly or abandons the changebefore it is fully implemented the

desired results may nevermaterialize..

Major reasons for why managers

fail to keep a study focus on changeimplementation are..


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1. Many managers fail to anticipate thedecline in performance, productivity,satisfaction as change is implemented

2. Change need additional expense..3. Perfectly good change project often

stopped when questions are raised aboutshort- term performance declines..

4. Lack of patience..5. Bulk of ideas


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Reference

Stephen P Robbins, Organizationalbehaviour,12e,PHI.

Fredluthans, OrganizationalBehaviour,8e,Irvin/McGrawHill.

R.K.Gupta, Managing Change, PHI.

Dr.K.Harigopal,Managementofchange

Cummings&Worley,Organizationalchangeanddevelopment,7th edition


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