MANAGING CHANGE AND INOVATION

1. MANAGING CHANGE
AND INNOVATION
PRESENTER BY.....,
RAJINDAR PARSAD

2. 12.1 THE CHANGE PROCESS
 Eternal factors
 Internal factors
 TWO VIEWS OF THE CHANGE PROCESS
The Calm Waters Metaphor
White-Water Rapids Metaphor

3. 12.2 TYPE OF ORGANIZATIONAL
CHANGE
WHAT IS ORGANIZATIONAL CHANGE?
TYPES OF CHANGE
Changing Structure
Changing Technology
Changing People

4. 12.3 MANAGING REITANCE TO CHANGE
 Why Do People Resist Change?
 Techniques for Reducing Resistance to Change
12.4 CONTEMPORARY ISSUE IN MANGING CHANGE
 CHANGE ORGANIZATIONAL CULTURE
Understanding the Situational Factor
Making Change in Culture

5. It is process which change the state or which
results in change organization face change
because External and Internal factors create
the need for change.

6. EXTERNAL & INTERNAL
FACTORS
 EXTERNAL FACTORS:
External factors are events that take
place outside of the organization and these factors are
known as un-controllable factors.
 INTERNAL FACTORS:
Internal factors are events that occur
within an organization and these factors are also known as
Controllable factors.

7. EXTERNAL FACTORS
 Changing consumer needs and wants
 New government laws
 Changing Technology
 Economic changes

8. INTERNAL FACTORS
 Human Resources
 Management Structure and Style
 New Equipment
 Strength of Employees

9. Some Example Of Area Which Are Typically
Considered In Internal Factor
 Financial Resources Like; Funding, Investments, Opportunities
and source of Income
 Physical Resources Like; Company’ location and Equipment
facilities.
 Human Resources Like; Employee, Target audience and
Volume
 Access to Natural Resources Like; Copyright, and Trademark.

10. TWO VIEW OF CHANGE PROCESS
 To very different metaphor can be used to describe the change
process.
1) THE CALM WATER METAPHOR:
one of the cornerstone model for understanding
organizational change a developed by Kurt Lewin back in 1950
and till hold true today. His model is known a Unfreeze, Change,
and Refreeze refer to three stages process to change he
describe, Lewin a physicist as well as social-scientist, explained
organizational change using the among of changing the shape a
block of ice

11. TWO VIEW continue…....,
 UNDER-STANDING LEWIN CHANGE MANAGEMENT MODEL
 UNFREEZE: The first step of change involve preparing the organization to
accept that change is necessary which status quo before you can build up a
new way of operating (create need for change).
 CHANGE: After the uncertainty created in the unfreeze stage, The change
stage is where people begin to resolve their uncertainty and look for new
ways to do thing.
People starts to believe and act in ways that support the new direction.
The change is necessary and will benefit the company.
Time and Communication are the two keys to success for the changes to
occurs.

12. TWO VIEW continue…....,
 REFREEZE; When the change are taking shape and people
have embraced the ne way of working the organization is ready
to refreeze.
The refreeze stage also need to help people and the
organization internalize or institutionalize the change
The mean making sure that the change are used all the time;
and that they are incorporated into every day business with a
new sense of stability, employees feel confident and comfortable
with the new ways of working.
 Celebrate Success

13. TWO VIEW continue…....,
 2) WHITE-WATER RAPIDS METAPHOR:
The white water rapid metaphor describe change a
natural unpredictable and expected.
Manager must be ready to efficiently and effectively manager
the changing facing their organization Or their work area.
Also manager must quickly and properly react to unexpected
event manager be alert to problems and opportunities
 Become change agent in stimulating, implementing and
supporting change in the organization.

14. WHY NEED FOR CHANGE?
 PERFORMANCE GAP:
*Disparity between existing desired performance level,
*Current procedure are nit up to standard,
*Ne idea or technology could improve current performance,
*Lack of information about Future events.

16. TYPE OF ORGANIZATONAL
CHANGE
 ORGANIZATION: An organized group of people with a particular
purpose, such as; business or government department.
 ORGANIZATIONAL CHANGE;
Organizational change is about the process of
changing an organization’s strategies process, procedures,
technologies and culture as well as the affect of such change on
the organization.
organizational change occur when a company make a transition
from it current state to some desired future state.

17. ORGANIZATIONAL CHANGE Con…
 CHANGE AGENT:
A change agent is a person from inside or outside the organization
who help an organization transform itself by focusing on such matter a
organizational effectiveness improvement and development.
TYPE OF AGENTS:
*Internal Change Agent: These are individual working for the organization
who know something about it problem and hi experience of improving
situation in the same organization (division of their department).
*Eternal Change Agent: These are outside consultant who temporary
employed in the organization to remain engaged only for the duration of the
change process

18. THREE TYPE OF CHANGE
 1) CHANGING STRUCURE:
Changing organization’s structure or it structure
components. A structure change I major change within an
organization that change the ay Authority, Capital information and
Responsibilities flow.
 2) CHANGING TECHNOLOGY:
Adopting new equipment or operating method that
displace; Old skills and required new one. New technological change
involve the introduction of new equipment tools or methods;
*Automation: Replace certain task alone by people with machine.
*Computerization: supermarket and other retailer use scanner Linked
to computer that provide instant inventory.
Example: Barcode reader.

19. THREE TYPE Con….
 3) CHANGING PEOPLE
Changing attitudes, Behaviors, Perceptions and
Expectations,
*Organizational development (OD); Technique or program to
change people and the nature and quality of interpersonal work
relationship.
Application of behavioral science technique to improve an
organization’s health effectiveness through its ability to cope with
environmental change improve Internal Relationships and
increasing learning and problem solving capabilities.

20. 3) CHANGE PEOPLE (OD)
 MORE EFFECTIVE INTERPERSONAL WORK RELATIONHIPS
The interpersonal relationships that you from at work are key to
your career and job success. If you get along harmoniously with
your coworker, these positive interpersonal relationships will fuel
work achievement, happiness and succeed.
Interpersonal Skill are life skill we use everyday to communicate
and interact with other people both individually and in groups.

21. MORE EFFECTIVE INTERPERSONAL
WORK RELATIONSHIPS
 i) SENSITIVITY TRAINING:
A type of group that focus on helping organizational member
to develop a better awareness of group,
The goal of the training is focused in individual growth.
 ii) SURVEY FEEDBACK:
Information is collected through survey method the manager
use this information collected through survey for making decision.
 iii) TEAM BUILDING:
This method is specifically deigned to make improvement in
the ability of employee and motivating them to work together.

22. OD TECHNIQUES Con….
 iv) PROCESS CONSULTATION:
Process consultation technique is develop to final
solution to the important problem faced by the organization such
as; Decision Making and Problem solving.
 v) INTERGROUP DEVELOPMENT:
In this method each group meet independently to
develop lists of its perception of itself the group then share their
lists, after which similarities and difference are discussed.

24. MANAGING REITANCE TO
CHANGE
 MANAGING CHANGE REITANCE TO CHANGE:
Top managers roles is to clarify the meaning of change.
Resistance is a very real and common issue that faced by
change manager during the process to change.
Resistance is change should not take you by surprise if you
expect resistance and plan to deal with you can manage
challenges before they are even raised.

25. WHY DO PEOPLE RESIST CHANGE?
 FEAR OF CHANGE:
The include fear of not being able to perform, expecting
resistance of change and planning for it from the start of your
change management program will allow you to effectively
manage objection.
 FEAR OF UNKNOWN:
Not knowing what to expect occurs when we don’t have
enough information about the change, The risk of standing still
are greater than those of moving forward in any direction.
 UNCERTAINTY: Lack of information about the future events.

26. RESIST CHANGE Con….
 FEAR OF LOSS:
Loss is often a part of change, Change can mean that we
loss friends, our salary, or even our parking space! Other losses the
things like; A job title or a position.
 SELF-INTEREST:
Fear of personal loss is perhaps the biggest obstacle to
change organizational change.
 SELF-DOUBT:
Self doubt express itself like; “ I am not good enough, Not
clever enough, Not quality enough or I am stupid”. Resistance change
helps us to avoid dealing with self doubt.

27. RESIST CHANGE Con….
 People from habits and beliefs that support their behaviors
and attitudes
When procedure or job requirement change it means that
individuals must break old habits and learn new habits.
Employees and Supervisor are likely to slip back into old ways of
doing a task.
*There’s lovely story by “Stephen covey” tell in his seven habits.

28. TECHNIQUES FOR REDUCING
RESISTANCE TO CHANGE
 1) EDUCATION & COMMUNICATION:
Where there is lack of information or inaccurate information and
analysis. One of the best ways to overcome resistance change is to
educate people about the change effort before hand. Up font
Communication and Education help employees see the logic in the
change effort.
 2) FACILITAITON:
through working with employees and assisting them to achieve
their goal.
 3) SUPPORT:
Manager’s supportive of employees during the difficult time.

29. REDUCING TECHIQUES Con…
 4) SELECTING PEOPLE WHO ACCEPT CHANGE:
Select people who are willing to take risk, take a positive attitude
toward a change, and flexible in their behavior.
 5) MANIPULATION:
Only use this when change is needed quickly and there are no
other alternatives.
 6) PARTICIPATION:
This tactic involve those individuals directly affected by the
purpose of change into the decision making process. This kinds of
method allows expressing their feelings, increasing the quality of the
process and increase employee commitment for the final decision.

30. REDUCING TECHIQUES Con…
 7) COERCION:
Coercion is risky process because people strongly recent
forced changed. Use when speed is important and the change
has power.
Advantage is quick decision & Disadvantage is Risky process.

31. Main issue to Changing Organizational Culture,
Handling Employees Stress, and Making change
Happen successfully.

32. CONTEMPORARY ISSUE IN MANAGING
CHANGE
 CHANGE ORGANIZATION CULTURE:
• ORGANIZATION CULTURE:
*Every human being has certain personality traits which help
them stand a part from the crowd.
*No two or more than people behave in a similar way, but in
the organization the people behave in a similar way, In
same way organizations have certain values, policies, rule,
and guidelines
*Which help them create an image of own.

33. ORGANIZATION CULTURE Con…..
*Organization culture refer to the beliefs and principle of
organization.
*Every organization culture different from each other, It is
essential for the employees to understand the culture of
their workplace to adjust them.
*Every organization follows friendly employee policies, It is
important of organization to change culture
 One should always remember that a little change in one’s behaviour can
make the Organization a better place to work.

34. ORGANIZATION CULTURE Con…..
 Some Tips To The Changing Organization Culture.
*Work with an open mind no tension, no feel burden.
*Give time to adjust them.
*Look at positive side.
*develop alternative plans.
*Accept challenges with a good smile.

35. ORGANIZATION CULTURE Con…..
UNDERTANDING THE ITUATIONAL FOCTOR:
First of all what “favorable Condition” and how they in culture
change.
*DRAMATIC CRISIS OCCURS:
The loss of major customer, improvement of Competitors
technology
*LEADERSHIP CHANGES HAND:
A new top leadership can set new strategies and may be
perceive situations more effectively than older one.

36. ORGANIZATION CULTURE Con…..
*ORGANIZATION YOUNG AND SMALL:
Large organization is less entrenched its culture mean large
organization not easily control. Manager not communicate new
value and so on.
And Small organization is control and manager to communicate
new value in a small organization than in a large one so its
easily flow of communication in small organization.
*CULTURE WEAK:
Easily accept to your rule, value, simply easy to change than
strong.

37. ORGANIZATION CULTURE Con…..
MAKING CHANGE IN CULTURE:
Changer is not easy enough to require single step, it highly
complex. So manager have to make strategy for managing it
like;
*Select Promote, and Support employees who adopt the new
value.

38. THE END