3. • Organisational Change may be defined as the adoption
of a new idea or a behaviour by an Organisation.
• “A change is a shift in some condition or situation from
its present state to a new and different state.”
• Change Management is an organized, systematic
application of the knowledge, tools, and resources of
change that provides organizations with a key process
to achieve their business strategy.
----Lamarsh
4.
5. • Technology
• Business Scenario
• Environmental and National factors
• Social Changes
6. • Change in the top management
• Performance gap
• Employee needs and values
• Deficiency in existing organisation
7. Mr. A.K. Singh has been an employee in major commercial bank for the
past 15 years. Recently the bank reengineered and introduced ICT into
their system. He was not computer literate to understand this software
and he feel comfortable with his normal written records. The
management spent huge amount in training for one month on him but
because of old age, most of them find it difficult to understand the
process. The management has given a directive, use this software or
resign. In trying to learn by doing, he used the software and it has made
him inefficient that he was now lost over 1.5 Million to wrong data entry
and over paying some clients (all of which you cannot prove). His
retirement benefits is just 2.5 Million. If he resign now, the management
will deduct 1.5 Million from his expected severance benefits of 1.7 Million.
What type of force is acting inside this case?
Advice the management?
12. • It is deliberate, systematic.
• Velocity of change depends on the degree or
level of significance
• Reaction can be both positive and negative
• Focuses on long-term change.
13. • Kurt Lewins (1958) described the change
process of an organizational system as a series
of transitions between three different states:
unfreezing-change-refreezing.
• The model describes change as a series of
transitions between different states. No
change will occur unless the system is
unfrozen, and no change will last unless the
system is refrozen.
14. Unfreezing Transition State Refreezing
• Creates the • Motivation to change • Personal, behavioural
motivation to change has disrupted the and technical
• Removing confusions, present equilibrium, integration for stable
Hesitations and but the desired state operation
providing whole info. has not yet been • Extra support is
formed. provided to remove
• Contd. With next slide the difficulties.
15. This “implementation dip” represents not only a drop in performance, but also
the uncertainty and unfamiliarity with in individuals with new environment. So it
requires the change leaders to not panic when things do not go smoothly during
this phase of the change process. Effective leaders recognize that change is a
process, not an event, and show empathy towards individuals who display
anxiety, confusion and uncertainty during the transition portion of the change
process.
16. According to Bennis, Benne and Chin (1969) four
basic strategies adopted to manage change:
• Empirical-Rational
• Normative-Re-educative
• Power- Coercive
• Environment- Adaptive
17. • “Welcome Home” is a manufacturing unit
dealing in Home Furniture, with the growing
competition; it wishes to incorporate certain
change in the system and culture. But the
degree of resistance is too high.
• Suggest the right mix of strategy, to overcome
resistance.
