ba all parts
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The British Airways SwipeCard DebacleGroup-6
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Key Issues
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Organization Development
Coach image of implementing change
Aimed at
ü Incremental
ü Developmental
ü First order change
Emphasis on core set of values
ü Humanistic values
ü Democratic values
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Organization Development
Characteristics of OD approach
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Key Issues
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OD change interventionprocess
Kurt Lewin Change Process
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Action research changeprocess
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Recommendation
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Criticisms of OD
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Criticisms of OD
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Appreciative Inquiry
Works on the model what's workingbest & build on this knowledge tohelp develop & design what might beachieved in future
Its 4 steps are:
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SENSE MAKING
Assumption of Inertia
Standardized change program is
neededü Animation
ü Direction
ü Paying attention and updatingü Respectful
Unfreezing
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KEY ISSUES
Extracted cues of sense making
Ongoing sense making
Enactment
Projective sense making
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RECOMMENDATIONS
Identify appropriate cues and matchthem to intended change programs
Understanding that ongoing sensemaking stabilizes a situation
Correct timing of enactment
Understanding the implication of thechange
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Change Management:Definition
Structured approach to shifting or transitioning
Individuals
Teams
OrganizationsMovement from a current state to a desired future
state.
Organizational process aimed at helping
employees to accept and embrace changes in theircurrent business environment
A method of reducing or managing resistance tochange
Key Features:
Ch
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Change Management:Approaches
Pendlebury, Grouard & Meston (1998): Ten Keys
Omission likely to lead to transformational failure
Keys to be implemented simultaneously
Degree to which keys are applied are important
Nadler (1998): 12 Action Steps
Capable of being adapted at every level of organization
Manage three core elements: Power, Motivate People & Transition
Kanter, Stein and Jick (1992): Ten Commandments
Taffinder (1998): Transformation Trajectory
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Key Issues
Employees against the introduction of electronic clocking in systems due tolack of awareness
Not part of the big picture: “Future Sizeand Shape”
Unilateral decision, taken and
implemented without properconsultation from affected parties
“Respect Deficit”
Overall dissatisfaction with mana ement
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Application to Case: Kotter’s 8 StepModel
Adopt a See-Feel-Change Approach to grab theattention of employees towards a need for change
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Contingency Approaches
According to contingency theorists,style of change will depend upon thescale of change and the receptivity of
organizational members for engagingin the change
Style of change
Collaborative
Consultative
Directive
Coercive
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Dunphy/Stace ContingencyModel of Change
Developmental Transitions: ConstantChange, Style of leadership isConsultative
Task Focused Transition: Directive
Charismatic Transformation: RadicalChange, Consultative
Turnarounds: Frame Breaking,Coercive/directive
Taylorism: Fine-tuning, Paternalistic
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Contingency Approach- HUY
Commanding: Abrupt change
Engineering : Medium term change
Teaching: Gradual, longer change
Socializing: Long term, Participativeexperiential learning
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Problems with ContingencyApproach
Fitting an organizational changeprogram to the type of changerequired is not practical
They are ambiguous and requiregreater choice and decisions
Specific set of change action stepsare not considered
Different style s at different situations
There can be things universal for all
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Key Issues
It was seen as a “prelude to a radicalshake-up”
Lack of adequate consultationPotential Changes in the working
patterns of women juggling withchildcare should have scheduled in avery sensitive way
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Recommendations
The change should be Charismatic :Paradigm shift but less directive andmore consultative
It should be engineering interventionrather than commanding changeintervention
According to the scale of action andthe style of leadership, specific se of change steps should be formulated
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Processual Approach
According to Pettigrew
“Change is best understood as a
complex interplay between content,process and context”
By context we mean, externalcontext( economic, political andcompetitive environment) as well asinternal context( strategy, structure,culture and power relations)
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Stages to engage in themanagement of Change
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Lessons for British Airways
Change strategies need to adapt inlight of the reactions and politics theycreate.
Change takes time and is unlikely toentail continual development
Communication needs to occur incontext, sensitive to competingnarratives and political processes
Training programs need to be aligned
with the desired change
SIX BOX MODEL( for internal
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SIX BOX MODEL( for internalalignment)
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Change Management Model
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THANK YOU
Thank You