The PPT is about Organizational Change and Organizational Training with examples and reference taken from Nokia and Nestle Company.

1. ORGANIZATION CHANGE
AND TRAINING.

2. ORGANIZATION CHANGE.
“Organization Change refers to a modification
or transformation of the organization’s
structure, business processes or goods.”
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3. TYPES OF ORGANIZATION CHANGE:
A] Strategic Change.
- Change in the mission {when acquired}
B] Structural Change.
- Decentralization
C] Process-Oriented Change.
- In manufacturing operations
D] People-Oriented Change.
- Self-actualization {motivation, Loyalty, Training and
relationship}
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4. THEORIES {ORGANIZATION CHANGE}
KURT LEWIN’S 3 STEP MODEL:
 The Kurt Lewin change theory model is based around 3-step
model process {Unfreezing-change-Freezing}
 The Kurt Lewin three-step model change theory, Unfreeze the
current behavior's and processes, make the changes you need,
then practice and freeze the new behaviors and practices into
everyday actions.
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5. KURT LEWIN’S 3 STEP MODEL.
Unfreeze
Ensures that
employees are
ready for
change.
Refreeze
Ensures that
change
becomes
permanent.
Change
Execute the
intended
change.
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6. kotter’s 8-step process for leading change.
 John Kotter, a renowned change expert, in his book “Leading
Change”, introduced 8 Step Model of Change which he developed
on the basis of research of 100 organizations which were going
through a process of change.
 The 8 steps in the process of change include: creating a sense of
urgency, forming powerful guiding coalitions, developing a vision
and a strategy, communicating the vision, removing obstacles and
empowering employees for action, creating short-term wins,
consolidating gains and strengthening change by anchoring change
in the culture.
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7. kotter’s 8-step process for leading
change.
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Step 1- Increase Urgency
Step 2- Build Guiding Team
Step 3- Develop The Vision
Step 4- Communicate For Buy-In
Step 5- Empower Action
Step 6- Create Short Teams Wins
Step 7- Don’t Let Up
Step 8- Make Change Stick

8. INTERNAL FORCES.
 Change in managerial
personnel’s.
 Declining effectiveness.
 Change in work climate.
 Employee expectation.
FORCES FOR CHANGE IN ORGANIZATION.
EXTERNAL FORCES.
 Technology Change.
 Marketing Conditions.
 Social & Political
Changes.
 Workforce diversity.
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9. RESISTANCE TO CHANGE.
Group
Resistance.
Individual
Resistance.
Organizational
Resistance.
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10. RESISTANCE TO CHANGE.
Individual
Resistance.
Individual sources of
resistance to change
reside in basic human
characteristics such as
perception,
personality needs and
fear of unemployment
and reduced pays.
Group
Resistance.
Most organizational
changes have impact
on formal groups in
the organization the
main reason why the
group resist is that
they fear that their
cohesiveness or
existence is
threatened by it.
Organizational
Resistance.
Organizational inertia is
the tendency for an
organization as a whole to
resist change and want to
maintain the status quo.
Some organizations are
designed in such a way
that they resist new ideas,
this is specifically true in
case of organizations
which are conservative in
nature.
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11. Managerial impact in an
organization.
The role of managers and supervisors during the process of change
management, managers and supervisors imply the following five roles:
1. Communicators - communicate information about changes through
direct reports.
2. Supporters - demonstrate personal support to implement change.
3. Trainers - also train employees in the process of change.
4. Environment - working with the project team and give support.
5. Managers of resistance - resistance to change and identifies it
manages.
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12. CASE STUDY- NOKIA.
Nokia Corporation was formed in 1967 in Finland.
Established itself as a high innovative company with pleasing
products and high technological developments.
In 1980, the company gained the basis for long term acquisition
strategy for growth, strengthened company's position.
Nokia brings organizational change to cop up with the innovative
world.
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13. CHANGES IN NOKIA:
 In 2008, Nokia launches its “Booster Program” with the motive to
know the taste and preferences of customers in smartphone business.
 Nokia reorganized its nine organization units into four organization
units.
 Company changes its manufacturing and development methods to cop
up with the innovation in the emerging market.
 In 2011, Nokia adopted the windows Phone operating system for smart
devices and through their strategic partnership Nokia and Microsoft
set about establishing an alternative ecosystem to rival iOS[Apple] and
Android [Samsung].
 Company declared Stephen Elop as a CEO of the Company.
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14. MODELS OF CHANGE:
Nokia used Kotter’s 8 Step Model during the implementation of major change.
 STEP 1- Create Urgency: Android and iOS has been leading the smartphone
industry since few years ago. Nokia has continued to be one step behind.
With Nokia’s partnership with Microsoft, they are able to produce
smartphones that offer both excellent hardware and software functions.
 STEP 2- Form a Powerful Coalition: Nokia’s Company stakeholders
include Nokia employees, customers, and the communities in which they
operate.
 STEP 3- Create a Vision Of Change: Nokia Company had a vision on
regaining status on the cellphone market by changing its phone from
normal cellphone to smartphones.
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15.  STEP 4- Communicate the Vision: Nokia’s Managers develops employee’s
skills to help the company to achieve their business objectives and helps
them to reach their full potential.
 STEP 5- Empower Action: Nokia empowered the managers and teammates
to take part in decision making and growth of major changes of company.
 STEP 6- Create Short-term Wins: Managers create short-term wins by
actively picking people and projects that are likely to work extremely well
earlier in the change process.
 STEP 7- Build on the Change: They are accelerating that change through a
new path, aimed at regaining the smartphone leadership, reinforcing
mobile device platform and realizing investments in the future.
 STEP 8- Anchor the Changes in Corporate Culture: Changes is unavoidable
for Nokia. Nokia abandoned Symbian and MeeGo and relaying on
Microsoft’s windows phone platform.
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16. successful story Of NOKIA:
 The portfolio administration of Nokia becomes more efficient through the
major change.
 Nokia aims to accelerate the growth of its share and profit in mobile devices
through faster innovation, increased synergies, and unified branding and
marketing.
 The major change in Nokia improves the operating profits of the company
and operating system works great with Outlook.com, SkyDrive, Skype, Xbox
music and OneNote.
 Foreign investment in the company is increased by the major change.
 Revenue of the company in a financial year is increased by $30 billion in
2018.
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17. training.
“Organizational Training is the process of transferring
knowledge within an organization.”
Through organizational training, employees can develop
new skills. Organizational training is also used to teach
employees about the specific systems, processes, and
tools the organization uses.
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18. On the Job Training- On the
job training methods are
those which are given to the
employees within the
everyday working of a
concern. It is a simple and
cost-effective training
method. The in proficient as
well as semi- proficient
employees can be well
trained by using such
training method. The
employees are trained in
actual working scenario.
Methods of training.
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Off the Job Training- Off the job
training methods are those in
which training is provided away
from the actual working condition.
It is generally used in case of new
employees. Instances of off the job
training methods are workshops,
seminars, conferences, etc. Such
method is costly and is effective if
and only if large number of
employees have to be trained
within a short time period. Off the
job training is also called as
vestibule training.

19. How companies use online training
software's.
Different companies across different industries will have their own reasons for
implementing online employee training software. Here are some of those purposes.
 Onboarding:
Companies use online training software to onboard new employees, ensuring a
consistent and seamless transition for any new hire.
 Continuous Professional Development:
With the support of online employee training software, companies of any size can
upskill employees with no limitations of headcount or skills and easily, accurately, and
efficiently train employees on specific areas of interest.
 Employee Certification:
Since online training software allows companies to train an unlimited number of
employees in topics and skills according to their needs, companies use it to speed up the
process of employee certification.
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20. Training needs assessment.
“Training Needs Assessment” [TNA] is the method of determining if a training need
exist and if it does, what training is required to fill the gap.”
WHY Training Needs Assessment IS CONDUCTED.
 To determine what training is relevant to employee’s job.
 To determine what training will improve performance.
 To determine if training will make difference.
 To determine expected economic cost and benefits
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Training Needs = Desired Capability – Current Capability of the Participant.

21. Levels of training needs assessment.
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Task Analysis provides data
about a job or a group of jobs
and the knowledge, skills,
attitude and abilities needed to
achieve optimum performance.
Organizational Analysis looks at
the effectiveness of the
organization and determines
where training is needed and
under what condition it will be
conducted
Individual Analysis analyzes
how well the individual
employee is doing the job and
determines which employee
needs training and of what
kind.

22. Case study- Motorola.
 Motorola was founded in 1928 when the Galvin Brothers,
Paul and Joseph, set up the Galvin Manufacturing
Corporation in Chicago, USA.
 Motorola began Training its employees right from its
inception in 1928, when it was just a technical product
training on the factory floor.
 By 1980’s, Motorola emerged as an Apex organization
showcasing the world, how to invest in your employees to
educate, train and develop them.
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23. Training and development initiatives.
 Motorola had started training its employees way back in the
1920’s, and the importance of training continued to grow. Till the
early 1980’s, Motorola had its own standard employee
development activities in which training was key element.
 From just simple skill training at the start, Motorola training
moved out in both directions: down towards grade school basics
as fundamentals as the three R’s up, towards new concept of
work, quality, community, learning and leadership.
 The training lessons imparted to them involved techniques to
improve their communications skills and sharpens their
calculations skills.
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24. Motorola university.
 In 1979, Bob Galvin, then Motorola CEO, set up the Motorola
Executive Institute, an intensive, one-time course for 400
executives that tried to give them an MBA in four weeks.
 The participants learned a great deal, but the ultimate results were
disappointing.
 Motorola had to educate everyone and make people understand
and appreciate the need for change.
 The Former institutes set up in Motorola, later culminated into
Motorola University which gave its employees a new learning
platform.
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25. Stress on E-LEARNING.
 A new Interval Institute called College of Learning
Technologies[ICT] was created to deliver training programs
effectively through virtual classrooms, satellites and internet.
 This department laid focus on delivering learning material to all
Motorola employees throughout the world at any convenient time.
 The Training programs were made more interactive using
multimedia like videos, creative presentations.
 It included a varied range of courses and skill development
training programs. This initiative of Motorola revolutionized
corporate training in true sense.
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26. Thank you !
By: Kaustubh Kumbhalwar.
T.Y.B.A
Roll No: 3432.
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