change management key notes
TRANSCRIPT
CHANGE MANAGEMENT UNIT 1 – ORGANISATIONAL CHANGE
UNIT 2 – MODELS OF CHANGES &
IMPLEMENTATION
UNIT 3 – APPROACHES TO CHANGE OD
UNIT 4 – DIAGNOSTIC STRATEGIES & SKILLS
UNIT 5 – OD INTERVENTION
UNIT 1 – ORGANISATIONAL CHANGE
INTRODUCTION:
“Change is any alteration occurring in the work
environment that affect the ways in which the
employees must act, these changes may be
planned or unplanned, positive or negative,
strong or weak, slow or rapid and stimulated
either internally or externally.”
UNIT 1 – ORGANISATIONAL CHANGE
IMPORTANCE:1.Always to be effectively and efficiently.2.Technological growth.3.Global market connection.4.Highly dynamic & more complex operating
environment.5.Strategic challenges delighted to added value.6.Designing, evaluating & implementing
successful change strategies largely depend upon the quality of the management team.
UNIT 1 – ORGANISATIONAL CHANGE
THE IMPERATIVE OF CHANGE (URGENT CONDITION)
SIX MAJOR EXTERNAL CHANGES:1.A large global market.2.A world wide recognition.3.The growing awareness and concern.4.Changes in life style.5.The changing workplace.6.The knowledge asset of the company.
UNIT 1 – ORGANISATIONAL CHANGE
FACTORS INFLUENCING CHANGE
INTERNAL FACTORS:
1.POLICY DECISIONS
2.ATTITUDES OF EMPLOYEES
3.AVAILABILTY OF FUNDS
4.LEVEL OF EFFICIENCY
5.TRADE UNION DEMAND
UNIT 1 – ORGANISATIONAL CHANGE
EXTERNAL FACTORS:
1.GOVERNMENT REGULATIONS
2.TECHNOLOGICAL ADVANCEMENT
3.ECONOMIC CONDITIONS
4.CHANGES IN LAW
5.COMPETITIVE PRESSURE
6.CHANGES IN BUYER PREFERENCE
UNIT 1 – ORGANISATIONAL CHANGE
DETERMINING FACTORS:
1.PLANNED INTERNAL CHANGE.
2.PLANNED EXTERNAL CHANGE.
3.UNPLANNED INTERNAL CHANGE.
4.UNPLANNED EXTERNAL CHANGE.
UNIT 1 – ORGANISATIONAL CHANGE
TYPES OF CHANGES:
1.HAPPENED CHANGE
2.REACTIVE CHANGE
3.ANTICIPATORY CHANGE
4.PLANNED CHANGE
5.INCREMENTAL CHANGE
6.OPERATIONAL CHANGE
UNIT 1 – ORGANISATIONAL CHANGE
7. STRATEGIC CHANGE
8. DIRECTIONAL CHANGE
9. FUNDAMENTAL CHANGE
10. TOTAL CHANGE
11. TRANSFORMATIONAL CHANGE
12. REVOLUTIONARY CHANGE
13. RECREATION & SIGNIFICANT OR DRASTIC
CHANGE
UNIT 2
CHARACTERISTICS OF EFFECTIVE
CHANGE PROGRAMMES:
1.MOTIVATING CHANGE
2.CREATING A SHARED VISION
3.DEVELOPING A POLITICAL SUPPORT
4.MANAGING THE TRNSITION
5.SUSTAINING MOMENTUM FOR CHANGE
UNIT 2CONTINOUS CHANGE PROCESS MODEL:1.FORCES FOR CHANGE2.RECOGNISE & DEFINE PROBLEM3.PROBLEM SOLVING4.IMPLEMENT THE CHANGE5.MEASURE, EVALUATE AND CONTROL
CHANGE AGENT
UNIT 2TRANSISTION MANAGEMENT:
CHANGE AND TRANSISTION MANAGEMENT:
1.TRIGGER LAYER2.VISION LAYER3.CONVERSION LAYER4.MAINTANANCES AND RENEWAL LAYER
UNIT 2OVERCOMING RESISTANCE TO CHANGE:1.RECURING THE PARTICIPATION OF
EMPLOYEES2.INVOLVING THE TRADE UNION3.PLANNING THE CHANGE4.SHARING THE BENEFITS OF THE CHANGE
WITH THE EMPLOYEES5.PROTECTING THE INTERESTS OF THE
EMPLOYEES
UNIT 26. ENSURING THAT THE EXISTING
PRIVILEGES ARE NOT WITHDRAWN7. INTRODUCING OF CHANGE IN A SHARED
MANNER8. PROPER MOTIVATION OF EMPLOYEES9. PROVISION OF SUITABLE TRAINING
FACILITIES10. INTRODUCE CHANGES THAT ARE
MUTUALLY BENIFICIAL11. ANY CHANGE MUST BE LOGICAL
UNIT 2ORGANISATIONAL GROWTH:Period 1 - LeadershipPeriod 2 - DirectionPeriod 3 - DelegationPeriod 4 – Co-ordinationPeriod 5 - Collaboration
UNIT 2MINIMIZING REISTANCE TO CHANGE:1.COMPULSION, THREATS.2.REWARDS & BARGAINING3.SECURITY & GUARANTEES4.UNDERSTANDING & DISCUSSIONS5.TIME & TIMING6.INVOLVEMENT & PARTICIPATION
UNIT 2CHANGE AND THE PERSON:1.CHANGE AND STRESSSTAGE 1: DENIAL DEFENCE DISCARDING ADAPTION INTERNALISATION
UNIT 2ORGANIZATION CULTURE & DEALING
WITH CHANGE:MANIFEST ASPECTSINTRINSIC ASPECTSDEVELOPING NEW CULTUREASSURING CULTURUAL RISK
UNIT 3EFFECTIVE CHANGE MANAGEMENT:INNOVATIVE RESPONSES TO TRIGGER’SHOLISTIC SOLUTIONSVISIONARY LEADERSHIP & COMMITTED
SUPPORT
UNIT 3TEN KEY FACTORS:1. CHANGE IN ALL-PERVASVE2. EFFECTIVE CHANGE NEEDS ACTIVE SENIOR
MANAGEMENT SUPPORT3. CHANGE IN MULTI-DISCIPLINARY ACTIVITY4. CHANGE IN ALL ABOUT PEOPLE, PURE & SIMPLE5. CHANGE IS ABOUT SUCCESS6. CHANGE IS A PERCEPTUAL PROCESS7. EFFECTIVE CHANGES REUIRES COMPETENT CHANGE
AGENT8. IN TERMS OF METHODOLGY THERE IS NO BEST WAY9. CHANGE IS ABOUT OWNERSHIP10.CHANGE IS ABOUT FUN, CHALLENGE & OPPURTUNITY
UNIT 3SYSTEMATIC APPROACHES:1.ANALYSING & PLANNING CHANGE2.COMMUNICATING ABOUT THE CHANGE3.GAINING ACCEPTANCE4.MAKING THE INITIAL TRANSISTION5.CONSOLIDATING
UNIT 3CLASSIC SKILLS FOR LEADERS:1.TUNING INTO THE ENVIRONMENT2.CHALLENGING THE PREVAILING
ORGANISATIONAL WISDOM3.COMMUNICATING A COMPELLING
ASPIRATION4.BUILING COALITIONS5.TRANSFERING OWNERSHIP TO A WORKING
TEAM6.MAKING EVERYONE A HERO
UNIT 3OD DEFINITION:OD IS AN EFFORT OF PLANNED
ORGANISATION-WIDE AND MANAGED FROM TOP TO INCREASE ORGANISATION EFFECTIVENESS AND HEALTH THROUGH PLANNED INTERVENTIONS IN THE ORGANISATION “PROCESS” USING BEHAVIOURAL SCIENCE KNOWLEDGE.
UNIT 3CHARACTERISTICS OF OD:1.OD IS A PLANNED STRATEGY2.INVOLVES A COLLABORATIVE APPROACH
TO CHANGE3.INCLUDES N EMPHASIS ON WAYS TO
IMPROVE AND ENHANCE PERFORMANCES4.REPRESENTS A SYSTEM APPROACH5.BASED UPON SCIENTIFIC APPPROACHES
UNIT 3EVOLUTION OF OD – 1940’S1. NTL – LABORATRY TRAINING METHOD2. SURVEY RESEARCH AND FEEDBACK
MODEL OD – ACTION RESEARCH:ACTION RESEARCH PROCESS:1. PROBLEM IDENTIFICATION2. CONSULTATION WITH A BEHVIOURAL SCIENCE
EXPERT3. DATA GATHERING & PRELIMINARY DIAGNOSIS4. FEEDBACK TO THE KEY CLIENT OR GROUP5. JOINT DIAGNOSIS OF PROBLEM6. ACTION7. DATA GATHERING AFTER ACTION
UNIT 3FEATURES OF ACTION RESEARCH:1.PROBLEM FOCUS2.ACTION ORIENTED3.CYCLICAL PROCESS4.COLLABORATIVE5.EXPERIMENTAL6.LEARNING AND CAPABILITY BUILDING TO
TACKLE FUTURE PROBLEMS
UNIT 4DIAGNOSIS:IT IS A CYCLICAL PROCESS,
DATAGATHERING, INTERPRETATION, IDENTIFICATION OF PROBLEM AND POTENTIAL ACTION PROGRAMMED
UNIT 4PROCESS:1.TENTATIVE PROBLEM AREA IDENTIFICATION2.COLLECT DATA3.ANALYSE DATA4.DATA FEEDBACK5.PROBLEM AREA IDENTIFIED6.CLIENT TARGET MOTIVATED TO WORK ON
PROBLEM7.DIAGNOSIS WORKS ON PROBLEM CAUSES,
RESULT IN CHANGE
UNIT 4DIAGNOSTIC MODEL:1.ANALYTICAL MODEL2.EMERGENT GROUP BEHAVIOURAL MODEL3.THE SOCIO TECHNICAL SYSTEM MODEL4.THE FORCE FIELD ANALYSIS MODEL
UNIT 4DIAGNOSTIC SKILLS:1.OD PRACTIONERS TO MEET CLIENT’S
NEEDS2.DEFINE THE GOALS AND PRIORITIES3.MOTIVATION AND READINESS FOR CHANGE
UNIT 4WEISBOARD’S MODEL OR SIX – BOX
MODEL:i. PURPOSEii.STRUCTUREiii.RELATIONSHIPiv.REWARDSv.LEADERSHIPvi.HELPFUL MECHANISM
UNIT 4METHODS OF OBTAINING DIAGNOSTIC
INFORMATION:
QUESTIONNAIRE & INTERVIEWS METHODS
GUIDLINESS ON INTERVIEW FOR ORGANISATIONAL DIAGNOSIS
UNIT 4CHANGE AGENT:ATTRIBUTES FOR CHANGE AGENT:MUST HAVE A PARTICULAR PERSONALITYREQUIRES BOTH ANALYTICAL &
DIAGNOSTIC SKILLSNEED TO HAVE CLIENT RELATED
EXPERIENCE
UNIT 4GOLDEN RULES OF THE CHANGE
MANAGEMENT:1.NATURE OF RELATIONSHIP2.HAS TO HELP TO SOLVE A CURRENT OR
POTENTIAL PROBLEM3.RELATIONSHIP IS TEMPRORY ONE AND
MUST ACCEPT THE TEMPORARY NATURE4.IT IS AN OUTSIDER
UNIT 4CLIENT CONSULTANT RELATIONSHIP:THE APATHETIC MODETHE GAMESMANSHIP MODETHE CHRISMATIC MODETHE CONSENSUS MODE
UNIT 4ETHICS IN OD:1.CHOICE OF INTERVENTION2.USE OF INFORMATION3.WITHHOLDING OF SERVICES4.CLIENT DEPENDENCY5.CHOOSING TO PARTICIPATE
POWER & CONTROL ISSUES IN ORGANISATION:
1.INTERDEPENDENCE2.HETEROGENEOUS GOALS3.SCARCITY
Unit 5DEFINITION:“TO INTERERSE IS TO ENTER INTO AN
ONGOING SYSTEM OF RELATIONSHIP, TO COME BETWEEN OR AMONG PERSONS, GROUPS OR OBJECTS FOR THE PURPOSE OF HELPING THEM”
Unit 5SELECTING AN OD INTERVENTION:1.THE POTENTIAL RESULTS OF THE
TECHNIQUE2.THE POTENTIAL RESULTS OF THE
TECHNIQUE3.THE POTENTIAL ACCEPTENCE OF THE
TECHNIQUE
Unit 5CLASSIFICATION OF OD INTERVENTION:1.DISCREPENCY INTERVENTION2.THEORY3.PROCEDURAL4.RELATIONSHIP5.EXPERIMENTSHIP6.DILEMMA7.PERSPECTIVE8.ORGANISATION STRUCTURE9.CULTURAL
Unit 5OD INTERPERSONAL INTERVENTION:1.LABORATRY TRAINING2.CAREER PLANNING3.MANAGERIAL GRID4.STRESS MANAGEMENT
Unit 5OD TEAM DEVELOPMENT
INTERVENTIONS:A.FAMILY GROUP DIAGNOSTIC MEETINGSB.FAMILY GROUP TEAM
i. ROLE NEGOTIATION TECHNIQUEii. ROLE ANALYSIS TECHNIQUE
C.GRID ORGANISATION DEVELOPMENT PROGRAMME
D.PROCESS CONSULTATIONE.STRUCTURIAL INTERVENTIONS