1. CHANGE MANAGEMENT

2. 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

3. ORGANISATIONAL CHANGE
UNIT 1

4. 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.”

5. 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.

6. 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.

7. 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

8. 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

9. UNIT 1 – ORGANISATIONAL CHANGE
DETERMINING FACTORS:
1. PLANNED INTERNAL CHANGE.
2. PLANNED EXTERNAL CHANGE.
3. UNPLANNED INTERNAL CHANGE.
4. UNPLANNED EXTERNAL CHANGE.

10. 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

11. 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

12. UNIT 1 – ORGANISATIONAL CHANGE
STEPS IN CHANGE:
BARRIERS TO ORGANIZATIONAL CHANGE:

13. MODELS OF CHANGE AND
IMPLEMENTATION
UNIT 2

14. 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

15. UNIT 2
SYSTEM MODEL OF CHANGE:
 PEOPLE
 CULTURE
 TASK
 TECHNOLOGY
 DESIGN
 STRATEGY

16. UNIT 2
LEWIN’S FORCE FIELD ANALYSIS MODEL:
UNFREEZING
CHANGE
REREEZING

17. UNIT 2
CONTINOUS CHANGE PROCESS MODEL:
1. FORCES FOR CHANGE
2. RECOGNISE & DEFINE PROBLEM
3. PROBLEM SOLVING
4. IMPLEMENT THE CHANGE
5. MEASURE, EVALUATE AND CONTROL
CHANGE
AGENT

18. UNIT 2
TRANSISTION MANAGEMENT:
CHANGE AND TRANSISTION MANAGEMENT:
1. TRIGGER LAYER
2. VISION LAYER
3. CONVERSION LAYER
4. MAINTANANCES AND RENEWAL LAYER

19. UNIT 2
GRINER’S FIVE STAGE OF GROWTH:

20. UNIT 2
OVERCOMING RESISTANCE TO CHANGE:
1. RECURING THE PARTICIPATION OF EMPLOYEES
2. INVOLVING THE TRADE UNION
3. PLANNING THE CHANGE
4. SHARING THE BENEFITS OF THE CHANGE WITH THE
EMPLOYEES
5. PROTECTING THE INTERESTS OF THE EMPLOYEES

21. UNIT 2
6. ENSURING THAT THE EXISTING PRIVILEGES ARE
NOT WITHDRAWN
7. INTRODUCING OF CHANGE IN A SHARED MANNER
8. PROPER MOTIVATION OF EMPLOYEES
9. PROVISION OF SUITABLE TRAINING FACILITIES
10. INTRODUCE CHANGES THAT ARE MUTUALLY
BENIFICIAL
11. ANY CHANGE MUST BE LOGICAL

22. UNIT 2
ORGANISATIONAL GROWTH:
Period 1 - Leadership
Period 2 - Direction
Period 3 - Delegation
Period 4 – Co-ordination
Period 5 - Collaboration

23. UNIT 2
MINIMIZING REISTANCE TO CHANGE:
1. COMPULSION, THREATS.
2. REWARDS & BARGAINING
3. SECURITY & GUARANTEES
4. UNDERSTANDING & DISCUSSIONS
5. TIME & TIMING
6. INVOLVEMENT & PARTICIPATION

24. UNIT 2
CHANGE AND THE PERSON:
1. CHANGE AND STRESS
STAGE 1: DENIAL
DEFENCE
DISCARDING
ADAPTION
INTERNALISATION

25. UNIT 2
CHANGE AND THE MANAGER
COMPETENCY & CHANGE
CHANGE & HUMANRESOURCE

26. UNIT 2
ENSUREING MANAGERIAL VALUES AND THE “TRINITY”
ROLE
FOCUS GOAL
CHANGE

27. UNIT 2
ORGANIZATION CULTURE & DEALING WITH
CHANGE:
MANIFEST ASPECTS
INTRINSIC ASPECTS
DEVELOPING NEW CULTURE
ASSURING CULTURUAL RISK

28. APPROACHESTO CHANGE & OD
Unit 3

29. UNIT 3
EFFECTIVE CHANGE MANAGEMENT:
INNOVATIVE RESPONSES TO TRIGGER’S
HOLISTIC SOLUTIONS
VISIONARY LEADERSHIP & COMMITTED SUPPORT

30. UNIT 3
TEN KEY FACTORS:
1. CHANGE IN ALL-PERVASVE
2. EFFECTIVE CHANGE NEEDS ACTIVE SENIOR MANAGEMENT
SUPPORT
3. CHANGE IN MULTI-DISCIPLINARY ACTIVITY
4. CHANGE IN ALL ABOUT PEOPLE, PURE & SIMPLE
5. CHANGE IS ABOUT SUCCESS
6. CHANGE IS A PERCEPTUAL PROCESS
7. EFFECTIVE CHANGES REUIRES COMPETENT CHANGE AGENT
8. IN TERMS OF METHODOLGY THERE IS NO BEST WAY
9. CHANGE IS ABOUT OWNERSHIP
10.CHANGE IS ABOUT FUN, CHALLENGE & OPPURTUNITY

31. UNIT 3
SYSTEMATIC APPROACHES:
1. ANALYSING & PLANNING CHANGE
2. COMMUNICATING ABOUT THE CHANGE
3. GAINING ACCEPTANCE
4. MAKING THE INITIAL TRANSISTION
5. CONSOLIDATING

32. UNIT 3
CLASSIC SKILLS FOR LEADERS:
1. TUNING INTO THE ENVIRONMENT
2. CHALLENGING THE PREVAILING ORGANISATIONAL
WISDOM
3. COMMUNICATING A COMPELLING ASPIRATION
4. BUILING COALITIONS
5. TRANSFERING OWNERSHIP TO A WORKING TEAM
6. MAKING EVERYONE A HERO

33. UNIT 3
OD 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.

34. UNIT 3
CHARACTERISTICS OF OD:
1. OD IS A PLANNED STRATEGY
2. INVOLVES A COLLABORATIVE APPROACH TO
CHANGE
3. INCLUDES N EMPHASIS ON WAYS TO IMPROVE AND
ENHANCE PERFORMANCES
4. REPRESENTS A SYSTEM APPROACH
5. BASED UPON SCIENTIFIC APPPROACHES

35. UNIT 3
EVOLUTION OF OD – 1940’S
1. NTL – LABORATRY TRAINING METHOD
2. SURVEY RESEARCH AND FEEDBACK
MODEL OD – ACTION RESEARCH:
ACTION RESEARCH PROCESS:
1. PROBLEM IDENTIFICATION
2. CONSULTATION WITH A BEHVIOURAL SCIENCE EXPERT
3. DATA GATHERING & PRELIMINARY DIAGNOSIS
4. FEEDBACK TO THE KEY CLIENT OR GROUP
5. JOINT DIAGNOSIS OF PROBLEM
6. ACTION
7. DATA GATHERING AFTER ACTION

36. UNIT 3
FEATURES OF ACTION RESEARCH:
1. PROBLEM FOCUS
2. ACTION ORIENTED
3. CYCLICAL PROCESS
4. COLLABORATIVE
5. EXPERIMENTAL
6. LEARNING AND CAPABILITY BUILDING TO TACKLE
FUTURE PROBLEMS

37. DIAGNOSTIC STRATEGIESAND SKILLS
UNIT 4

38. UNIT 4
DIAGNOSIS:
IT IS A CYCLICAL PROCESS, DATAGATHERING,
INTERPRETATION, IDENTIFICATION OF PROBLEM
AND POTENTIAL ACTION PROGRAMMED

39. UNIT 4
PROCESS:
1. TENTATIVE PROBLEM AREA IDENTIFICATION
2. COLLECT DATA
3. ANALYSE DATA
4. DATA FEEDBACK
5. PROBLEM AREA IDENTIFIED
6. CLIENT TARGET MOTIVATED TO WORK ON
PROBLEM
7. DIAGNOSIS WORKS ON PROBLEM CAUSES, RESULT
IN CHANGE

40. UNIT 4
DIAGNOSTIC MODEL:
1. ANALYTICAL MODEL
2. EMERGENT GROUP BEHAVIOURAL MODEL
3. THE SOCIO TECHNICAL SYSTEM MODEL
4. THE FORCE FIELD ANALYSIS MODEL

41. UNIT 4
DIAGNOSTIC SKILLS:
1. OD PRACTIONERS TO MEET CLIENT’S NEEDS
2. DEFINE THE GOALS AND PRIORITIES
3. MOTIVATION AND READINESS FOR CHANGE

42. UNIT 4
WEISBOARD’S MODEL OR SIX – BOX MODEL:
i. PURPOSE
ii. STRUCTURE
iii.RELATIONSHIP
iv.REWARDS
v. LEADERSHIP
vi.HELPFUL MECHANISM

43. UNIT 4
METHODS OF OBTAINING DIAGNOSTIC
INFORMATION:
QUESTIONNAIRE & INTERVIEWS METHODS
GUIDLINESS ON INTERVIEW FOR ORGANISATIONAL
DIAGNOSIS

44. UNIT 4
CHANGE AGENT:
ATTRIBUTES FOR CHANGE AGENT:
MUST HAVE A PARTICULAR PERSONALITY
REQUIRES BOTH ANALYTICAL & DIAGNOSTIC SKILLS
NEED TO HAVE CLIENT RELATED EXPERIENCE

45. UNIT 4
GOLDEN RULES OF THE CHANGE MANAGEMENT:
1. NATURE OF RELATIONSHIP
2. HAS TO HELP TO SOLVE A CURRENT OR POTENTIAL
PROBLEM
3. RELATIONSHIP IS TEMPRORY ONE AND MUST
ACCEPT THE TEMPORARY NATURE
4. IT IS AN OUTSIDER

46. UNIT 4
CLIENT CONSULTANT RELATIONSHIP:
THE APATHETIC MODE
THE GAMESMANSHIP MODE
THE CHRISMATIC MODE
THE CONSENSUS MODE

47. UNIT 4
ETHICS IN OD:
1. CHOICE OF INTERVENTION
2. USE OF INFORMATION
3. WITHHOLDING OF SERVICES
4. CLIENT DEPENDENCY
5. CHOOSING TO PARTICIPATE
POWER & CONTROL ISSUES IN ORGANISATION:
1. INTERDEPENDENCE
2. HETEROGENEOUS GOALS
3. SCARCITY

48. OD INTERVENTION
Unit 5

49. Unit 5
DEFINITION:
“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”

50. Unit 5
SELECTING AN OD INTERVENTION:
1. THE POTENTIAL RESULTS OF THE TECHNIQUE
2. THE POTENTIAL RESULTS OF THE TECHNIQUE
3. THE POTENTIAL ACCEPTENCE OF THE TECHNIQUE

51. Unit 5
CLASSIFICATION OF OD INTERVENTION:
1. DISCREPENCY INTERVENTION
2. THEORY
3. PROCEDURAL
4. RELATIONSHIP
5. EXPERIMENTSHIP
6. DILEMMA
7. PERSPECTIVE
8. ORGANISATION STRUCTURE
9. CULTURAL

52. Unit 5
OD INTERPERSONAL INTERVENTION:
1. LABORATRY TRAINING
2. CAREER PLANNING
3. MANAGERIAL GRID
4. STRESS MANAGEMENT

53. Unit 5
OD TEAM DEVELOPMENT INTERVENTIONS:
A.FAMILY GROUP DIAGNOSTIC MEETINGS
B. FAMILY GROUP TEAM
i. ROLE NEGOTIATION TECHNIQUE
ii. ROLE ANALYSIS TECHNIQUE
C.GRID ORGANISATION DEVELOPMENT PROGRAMME
D.PROCESS CONSULTATION
E. STRUCTURIAL INTERVENTIONS

54. Unit 5
OD INTERGROUP DEVELOPMENT INTERVENTIONS:
A.THIROPARTY CONSULTATION
B. ORGANISATION MIRROR
C.INTERGROUP TEAM BUILDING