2. Change & Change Management.
• Adoption of a new idea or behavior by an
organization.
– Organizations need to continuously adapt to
new situations if they are to survive and
prosper
– Constant change keeps organizations agile
– Indicative of “learning” organizations
4. Technology
• Introduction of computers, cell phones are
now considered as necessitiy
• E.g., music industry facing the challenge
of online music sharing
• Deciphering of genetic code offers
potential for pharmaceutical companies to
produce drugs designed for specific
individuals
6. Social Trends
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Popularity of internet
Increase in no. of women in workforce
Consumer preferences changing
Brand awareness has increased
Rise in discounts
7. Nature of workforce
• More cultural diversity
• Educational level
• New entrants with knowledge and skills
9. Types of Changes:
1) Planned
2) Accidental
Organizational
Change
Planned Changes
• Changes in products and
services
• Changes in administrative
systems
• Changes in organizational
size or structure
• Introduction of new
technologies
• Advances in information
processing and
communication
Accidental Changes
• Changing employee
demographics
• Performance gaps
• Governmental regulations
• Economic competition in the
global arena
10. Planned change
Change activities that are intentional and
goal oriented
• First order change
Linear and continuous, no major shifts
(small QIPs)
• Second order change
Multidimensional, multilevel, discontinuous
and radical (e.g., drastic cutting down of
cost/ inventory level)
11. Planned change can also be classified as:
Operational Change
based on efforts to improve basic work and
organizational processes
Transformational Change
involves redesign and renewal of the total
organization
12. Continuous Change
• Minor changes made in strategies, structures, people
and processes
• Include refining policies, procedures; improving
selection, training and appraisal procedures, introducing
new machinery
13. Discontinuous changes
• Discontinuous changes occur due to critical
environmental changes:
e.g.,
- Product life cycle shifts
- Internal company dynamics
16. DIRECTIVE APPROACH
Rationale• Discontinuous change needs to be
implemented swiftly; participation
consumes time , may lead to consolidation
of resistance
• E.g., downsizing, delayering, re-structuring
17. • A mix of two approaches essential
• Two issues central to choosing the mix:
1. need for better information and ideas
2. managing resistance to change
18. Lewin’s Three-Step Process
• The first step, “unfreeze” involves the
process of letting go of certain restricting
attitudes
• The second step, "change" involves
alteration of self-conceptions and ways of
thinking during the experience.
• The third step, "refreeze" involves
solidifying or crystallizing the changes into
a new, permanent form for the individual
24. Tactics for Overcoming Resistance to
Change
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Education and Communication
Participation
Facilitation and Support
Negotiation
Manipulation and Cooptation
Coercion
25. Education
• Teach people about the need for change
and how embracing change is a far more
effective life strategy than staying where
they are or resisting.
• Teach people the methods of change,
about how to be logical and creative in
improving processes and organizations.
26. Coaching
• When you have individual people who are
having difficulty in managing to adapt to
change, be a Coach to them.
• Coaching helps explore deeper
motivations and beliefs about other
people, and find practical ways to change
these.
27. Facilitation
• Use skilled facilitators (HR) to support
change activities.
• Facilitators can be used to guide various
group events, from brainstorming and
planning to improvement projects and
change activities.
• Facilitators can also act as team coaches,
helping people to improve within
themselves and work together in better
ways.
28. Involvement
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Get them involved in the change.
Invite them to participate in discussions.
Give them things to do.
When people are a part of something, they
bond with it, making it a part of their
identity.
