Change Management in the organization

HUMAN RESOURCE MANAGEMENT SUBMITTED TO : Prof. Sukhada Waknis TOPIC : CHANGE MANAGEMENT DATE : 09-03-09

GROUP MEMBERS PRADNYA BHALERAO C-03 ROHAN JADHAV C-16 RAKESH LALWANI C-19 RASHMIKA PATIL C-27 PRACHI PITALE C-29 SATISH RAJPAL C-30 CHAITALI SWAMI C-36 PRATIKSHA RANE C-42 JAYASHREE PRABHU C-43

Introduction ,[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object]

CHANGE MANAGEMENT ,[object Object]

Managing change ,[object Object],[object Object]

Challenges of Changes ,[object Object],[object Object],[object Object]

[object Object],[object Object]

[object Object],[object Object],[object Object],Principles of Change

Twelve Principles of Change ,[object Object],[object Object],[object Object],Contd…

Contd … ,[object Object],[object Object],[object Object]

Eight steps to successful change - John P. Kotter

[object Object],[object Object],[object Object],[object Object]

KURT-LEWIN’S CHANGE MODEL UNFREEZE CHANGE REFREEZE

Industrial Credit and Investment Corporation of India

Background ,[object Object],[object Object],[object Object],[object Object]

Objectives of ICICI Bank ,[object Object],[object Object],[object Object],[object Object]

Major Change In May 1996, K.V. Kamath replaced Narayan Vaghul, CEO of India's leading financial services company ICICI

Effects of change ,[object Object],[object Object],[object Object]

Change-resistance at ICICI Some of the people who thought did not fit in this set-up were quick to leave the organization.

Operations focus on customers ,[object Object],[object Object],[object Object],[object Object]

Result of these changes ,[object Object],[object Object],[object Object]

Imparting New Skills to Existing Employees ,[object Object],[object Object],[object Object]

ICICI also reviewed the compensation structure in place . ,[object Object],[object Object],[object Object]

Results ,[object Object],[object Object]

Five S Implementation.. ,[object Object],[object Object],[object Object]

Five S are…. ,[object Object],[object Object],[object Object],[object Object],[object Object]

Outcomes.. ,[object Object],[object Object],[object Object],[object Object]

In December 2000, ICICI Bank was merged with Bank of Madura (BoM) ICICI Bank was nearly three times the size of BoM Staff Strength: ICICI - 1,400 BOM - 2,500 The working culture at ICICI and BoM were quite different

Bank Of Madura ( BOM ) Industrial Credit and Investment Corporation of India (ICICI) management concentrated on the overall profitability of the Bank management turned all its departments into individual profit centers and bonus for employees was given on the performance of individual profit center rather than profits of whole organization

'POST-MERGER' EMPLOYEE BEHAVIORAL PATTERN PERIOD EMPLOYEE BEHAVIOR Day 1 Denial, fear, no improvement After a month Sadness, slight improvement After a Year Acceptance, significant improvement After 2 Years Relief, liking, enjoyment, business development activities

MANAGING HR DURING THE ICICI-BoM MERGER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

NEED FOR CHANGE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

NEED FOR CHANGE ,[object Object],[object Object],[object Object],[object Object],[object Object]

CHANGE ,[object Object],[object Object],[object Object],[object Object],[object Object]

TQM ,[object Object],[object Object],[object Object],[object Object],[object Object]

KAIZEN ,[object Object],[object Object],[object Object],[object Object]

360-Degree Evaluation ,[object Object],[object Object],[object Object]

Economic Value Added Training (EVA) ,[object Object],[object Object],[object Object],[object Object]

GALLOP- Godrej Accelerated Learning Leadership and Orientation Programme ,[object Object],[object Object],[object Object],[object Object]

Spark - Train The Trainers ,[object Object],[object Object]

E-Gyan ,[object Object],[object Object]

Structural changes within HR policies ,[object Object],[object Object],[object Object]

RESULT ,[object Object],[object Object],[object Object]

Change, Diversification & Development in ITC

Spree of Diversification OLD BUSINESS FOCUSED ACTIVITY NEW BUSINESS FOCUSED ACTIVITY TOBACCO ,[object Object],[object Object],[object Object],[object Object],FOODS ,[object Object],[object Object],[object Object],[object Object],HOSPITALITY ,[object Object],[object Object],[object Object],INFOTECH ,[object Object],[object Object],[object Object],TRADING ,[object Object],[object Object],[object Object],RETAIL ,[object Object],[object Object],[object Object],[object Object],PAPER BOARD ,[object Object],[object Object],INTERNATIONAL TRADING ,[object Object],[object Object],[object Object],[object Object],PRINTING & PACKAGING ,[object Object],[object Object],GIFTS, GREETING CARDS AND ACCESSORIES ,[object Object],[object Object],[object Object],[object Object]

BIBLIOGRAPHY & WIBLIOGRAPHY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Change Management in the organization

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Destaque

Destaque (9)

Semelhante a Change Management in the organization

Semelhante a Change Management in the organization (20)

Mais de Jayashree Prabhu

Mais de Jayashree Prabhu (20)

Último

Último (20)

Change Management in the organization

Notas do Editor