rganizational Change

Organizational Behavior

A BEHAVIOR OF INDIVIDUALS THAT HELPS AN ORGANIZATION TO GROW UP. KNOWN AS OB.

OB IS A FIELD OF STUDY THAT INVESTIGATE THE IMPACT THAT INDIVIDUAL GROUPS AND STRUCTURE HAVE ON BEHAVIOR WITHIN ORGANIZATION.

OB IS A FUNCTION IN ORGANIZATION THAT STUDY INDIVIDUAL OR LABORS OR MANAGER TO MOTIVATE TO DO WORK FOR THE GROWTH OF THE COMPANY

. CONTENTS. Definition of MGMT Change Assumptions Trends Leavitts Factors Forces responsible for change Internal External Factors Responses to Change Resistance to Change Factors Overcoming Resistance to Change Introduction of Change in organization Unfreezing Changing Refreezing

What

is

Management Change

CHANGE IS THE PROCESS HAVING THE CONTINUOUS NATURE. CHANGE IS ANY TYPE OF MODIFICATION OR ALTERNATION OF THE ACTIVITIES OF THE EXISTING SYSTEM. IDEAS, CONCEPTS, SYSTEMS, METHODS AS WELL AS PEOPLE DO CHANGE CONSTANTLY. IT IS A INTENTIONAL ACTIVITY OF THE ORGANISATION TO PROVE THEMSELVES MORE EFFECIENTENT MORE COMPETENT WITH OTHERS GOAL MAY BE STILL BUT PROCESS TO CHASE THE GOAL MAY VARY.

General Assumption about Change

CHANGES MEANS EXPERIMENT AND CREATIONS OF SOMETHING NEW

CHANGE IS EVOLUTIONARY, REVOLUTIONARY AND GROWTH ORIENTED.

CHANGE IS A DESIRABLE CONCEPT FOR THE MANAGEMENT.

CHANGE REALLY SUPPOSE TO REFRESH AN ORGANISATION AS WELL AS ENERGETIC, EFFICIENT & FLEXIBLE.

TRENDS IN CHANGE

ORG CHANGE

EVOLUTIONARY CHANGE

REVOLUTIONARY CHANGE

PLANNED CHANGE

PROACTIVE CHANGES

REACTIVE CHANGES

LEAVITTS

FACTORS SCHEME FOR CHANGE

TASK

TECHNOLOGY

PEOPLE

STRUCTURE

TASK

:: TASK REFERS TO MANUFACTURING, SERVICING ETC. IT ALSO INCLUDE OPERATIONALLY MEANING FULL SUBTASK.

TECHNOLOGY

TECHNOLOGY REFERS TO TECHNOLOGICAL TOOLS & Tech. ADOPTING BY ORGANIZATION TO ACHIEVE THEIR DESIRED OUTPUT.

STRUCTURE

:: STRUCTURE REFERS TO THE PATTERN OF AUTHORITY, RESPONSIBILITY,SYSTEM OF COMMUNICATION , SYSTEM OF WORK FLOW, WORK ROLES.

PEOPLE

:: THE VARIABLE IS ACTOR AND IT INCLUDES PERCEPTION, MOTIVATION, LEARNING, PERSONALITY, & GROUP BEHAVIOR.

FORCES RESPONSIBLE FOR CHANGE

WHAT ARE THE FORCES WHICH STRIVES THE ORGANISATION FOR CHANGE.

CHANGE OF MANAGERIAL PERSON

DEFICIENCIES IN EXISTING SYSTEM

INTERNAL FORCES
DOMINO EFFECT

CHANGE IN THE MACHINERY AND AUTHORITY

ECONOMIC CONDITIONS CHANGING ENVIRONMENT COMPETITION TECHNOLOGY GOVERNMENT REGULATIONS MARKET SITUATIONS SOCIAL & POLTICAL CHANGES

EXTERNAL FORCES

FACTORS RESPONSIBLE TO FORCE CHANGE

WHAT ARE THE FACTORS WHICH FORCE RESPONSIBLETO CHANGE CHANGE.

FACTORS RESPONSIBLE TO FORCE CHANGE

INNOVATION, WHICH LEADS TO NEW PRODUCT & NEW METHOD OF MANUFACTURING SHIFT IN MARKET PATTERN AS A RESULT OF INNOVATIONS OF CHANGES IN CONSUMER WANTS, AND NEW METHODS OF SELLING GREATER COMPETITION. CHANGE IN GOVT. RUGULATIONS. NEW MANAGEMENT TOOLS SUCH AS COMPUTERS. CHANGE IN THE BACKGROUND TRAINING AND OCCUPATION OF THOSE EMPLOYEES. CHANGE IN SOCIAL VALUES AND IN ATTITUDE. TECHNICAL ADVANCEMENT OR AUTOMATION.

RESPONSES TO CHANGE Response Outcome Effect + ve

Works harder than before More output than before Absenteeism rate increased Quits the Organization Argues with the boss Works as hard as before Less output No output Less No change in output

-ve -ve -ve

Natural

RELATION b/w CHANGE AND RESPONSE

RESPONSE

CHANGE

ATTITUDES

PERSONAL HISTORY

SOCIAL SITUATION AT WORK

RESISTANCE TO CHANGE
RESISTANCE CAN BE EXPECTED IF NATURE OF THE CHANGE IS NOT MADE CLEAR TO THE INDIVIDUAL WHO IS GOING TO BE INFLUENCED BY CHANGE.

DIFFERENT PEOPLE SEE DIFFERENT MEANINGS IN A PROPOSED CHANGE IF THE EMPOLYEES HAVE FOUND DISCOMFORT AND THREATS IN THEIR PAST WORK SITUATION. RESISTANCE CAN BE EXPECTED WHEN PEOPLES ARE FORCED BY HIGHER POWER AUTHORITY.

RESISTANCE CAN BE EXPECTED IF THE CHANGE IS MADE ON PERSONAL GROUNDS RATHER THAN AS IMPERSONAL REQUIREMENTS.

FACTORS RESPONSIBLE FOR RESISTANCE OF CHANGE.

ECONOMIC REASONS : CHANGE CAN BRING US THE TECHNOLOGICAL UNEMPLOYMENT ALSO THE FEAR LIKE THE ADVANCE TECH/TECHNIQUES WILL DESTORY WORK STYLE HOUR. MACHINERY MAY REPLACE PEOPLE PERSONALITY RELATED FACTOR : SELECTED PERCEPTION MAY CONSTANT SUPER-EGO- INDIVIDUAL MORAL CODES OF ETHICS & DECIDES THE DOS & DONTS OF SOCITY. SELF-DISTRUST:- DUE TO THE VARIOUS SUPEREGO PERSSURE THIS MAY DEVELOP.

LOGICAL FACTORS:TIME AND EFFORT REQUIRED TO ADJUST THE CHANGE NEW JOB DUTIES THAT MUST BE LEARNED. EVEN CHANGE MAY BE FAVOURABLE FOR EMPLOYEES IN LONG RUN, BUT SHORT RUN COSTS MUST BE PAID. PSYCHOLOGICAL THESE ARE FEELING OF THE INDIVIDUAL ABOUT THE CHANGE. MAY FEAR TO UNKNOW, MIS-TRUST MANAGEMENT LEADERSHIP. MIS-CONCEPTS ABOUT THE CHANGE. SOCIOLOGICAL FACTORS:COMMUNITY VALUES, POLITICAL PRESSURE, RELATIONSHIP, LABOUR UNION VALUES GOVERNMENT REGULATIONS.

ORGANISATIONAL RESISTANCE :-

COST CONSIDERATION CHANGE OF NEW INNOVATION.

IF NEW TECHNOLOGY IS TO BE ADOPTED IT WILL REQUIRE RESOURCES TO PROCURE MACHINE SPACE, TRAIN EXISTING STAFF ORGANISATION MAY HAVE ITS OWN RESOURE LIMITATION ORGANISATION TO ORGANISATION AGREEMENT.

WAY OF OVERCOMING RESISTANCE TO CHANGE

TECHNIQUES FOR OVERCOMING RESISTANCE TO CHANGE 1 EDUCATION & COMMUNICATION :-

* WHAT THE CHANGE IS ? * WHAN IT IS TO BE INTRODUCED ? * HOW IT WILL BE IMPLEMENTED ? * WHY THE CHANGE IS NEEDED ? * THE BASIC OBJECTIVE OF CHANGE.

SO IT IS ESSENTIAL THAT FOR INDIVIDUAL WHO AFFECT THE MOST, EDUCATION AND CONUINING THEM FOR THE NECESSITY OF PROPOSED CHANGE.

2- PARTICIPATION & INVOLVEMENT :MANAGERS HAS TO MAKE SUCH AN ARRANGEMENT WHICH INVOLVES THE PARTICIPATION OF THE RESISTING. 3- FACILITATING & SUPPORT:-

IT INCLUDES --LISTENING PROBLEMS --TRAIN EMPLOYEES WITH NEW SKILLS. --GIVING TIME TO THEM SUPPORT MAY BE EMOTIONAL JUST ENCOURAGING THEM. 4- CO-OPERATION :GIVING INDIVIDUALS THE DESIRABLE ROLES IN IMPLEMENTATION OF CHANGE.

5- WARNING / OFFER TO THEM :-FORCE THE PEOPLE TO ACCEPT THE CHANGE BY EXPLICITLY OR IMPLICITLY THREAHENING THEM AS -- WITH LOSS OF THEIR JOB. -- PROMOTION POSSIBILITIES.

CHANGE IN ORGANISATION

CHANGE IN ORGANISATION

Requires

CHANGE IN THE BEHAVIOR OF INDIVIDUALS

Unfreezing Changing Refreezing

Calls for

IMPLEMENTING CHANGE-GENERAL FRAME WORK

(A)

UNFREEZING

CHANGING KNOWLEDGE + CHANGING ATTITUDES

(B)

CHANGING

CHANGING INDIVIDUALS METHODS

(C)

REFREEZING

INTERMITTENT Vs CONTINEOUS