2. Organizational Change
 Any alterations in the people, structure, or
technology of an organization
Characteristics of Change
 Is constant yet varies in degree and direction
 Produces uncertainty yet is not completely
unpredictable
 Creates both threats and opportunities
2

3.  External Forces  Internal Forces
 Marketplace  Changes in
 Governmental laws organizational
and regulations strategy
 Technology  Workforce changes
 Labor market  New equipment
 Economic changes  Employee attitudes
3

4.  Change Agents
 Persons who act as catalysts and assume
the responsibility for managing the change
process.
 Types of Change Agents
 Managers: internal entrepreneurs
 Non-managers: change specialists
 Outside consultants: change
implementation experts

5.  Calm waters metaphor
According to Lewin ,
Success ful change can be
be Planned and
requires
 Unfreezing the status quo
 Changing to a new state
 Refreezing to make permanent change

6.  White-water rapids metaphor
 The lack of environmental
stability and predictability
requires that managers and
organizations continually
adapt to survive.
The white water metaphor is consistent
with our discussion of un certain and
dynamic environments. It is also consistent
with a world that is increasingly dominated
by information ideas and knowledge.

7. MANAGING CHANGE

8. In business improvement projects …
Change
Management
is about ……

9. Initiating change involves:-
 A change agent.
 Identifying areas of change.
 Putting change process in motion.
 Managing employee resistance to change.
Copyright © 2005 by South-Western, a division of Thomson Learning. All rights reserved.
9

10. be motivated always
look at the
opportunities that
change represents

11. Example citing change
11

12. TYPES OF CHANGE
struct
ure
Technol
ogy
peop
le

13. CHANGING STRUCTURE
Structural decisions are not final but
change with changing conditions and
strategies.
Structural components where changes can be brought are:
• Terms of work specialisation.
• Span of control.
• Departmentalisation.
• Chain of command.
• Centralisation.
• Decentralisation.
• Formalisation.

14. CHANGING TECHNOLOGY
Early management studies dealth
with efforts aimed at
technological change
Today technological changes involve :
Introduction of new equipment.
Automation.
Computerisation.
14

15. Examples –changing technology
• Introduction of new equipment:-
due to competitive factors/new innovations
15

16. Examples –changing technology
• Automation
tasks done by people are replaced by machines
Installed efficient coal handling equipment
16

17. Examples –changing technology
• COMPUTERISATION
It’s very uncommon for an office not to be computerised.
17

18. CHANGING PEOPLE
Dat is changing their attitudes,expectations,perceptions, and
behaviors----isn’t easy !!!!
ORGANISATIONAL DEVELOPMENT(OD)
It refers to all the types of changes , but essentially
focuses on techniques or programs to change people
and the nature and quality of interpersonal work
relationships.
18

19. Organizational development techniques
13–19

20. MANAGING RESISTANCE
TO CHANGE
.

21. MANAGING RESISTANCE TO CHANGE
Why people resist change?
The ambiguity and uncertainty that change
introduces
 The comfort of old habits
 A concern over personal loss of status, money,
authority, friendships, and personal convenience
 The perception that change is incompatible with
the goals and interest of the organization

22. Techniques for Reducing Resistance
. Participation
Education &
Communication
Coercion
Facilitation & Support
Negotiation Manipulation & Co-optation

23. TECHNIQUES FOR REDUCING RESITANCE
Education and Communication
Communicate with employees to help them see the logic of change.
Educate employees through one on one discussions, memos, group meetings,
or reports.
Appropriate if source of resistance is either poor communication
or misinformation.
Must be mutual trust and credibility between managers and employees.
Participation
 Allows those who oppose a change to participate in the decision.
 Assumes that they have expertise to make meaningful contributions.
 Involvement can reduce resistance, obtain commitment to seeing change
succeed, and increase quality of change decision.
Negotiation
 Exchange something of value to reduce resistance.
 Potentially high costs and likelihood of having to negotiate with other resisters.

24. Cont…
Facilitation and Support
 Provide supportive efforts such as employee counseling or therapy, new skills
training, or short, paid leave of absence.
 Can be time consuming and expensive.
Manipulation and Co-operation
 Manipulating is covert attempts to influence such as twisting or distorting facts,
withholding damaging information, or creating false rumors.
 Co-operation is a form of manipulation and participation. Inexpensive and easy ways to
gain support of resisters. Can fail miserably if targets feel they’ve been tricked.
 Can be time consuming and expensive.
Coercion
 Using direct threats or force.
 Inexpensive and easy way to get support.
 May be illegal. Even legal coercion can be perceived as bullying.

26.  Stress is a feeling that's created when we react to particular
events.
 It's the body's way of rising to a challenge and preparing to meet a
tough situation with focus, strength, stamina, and heightened
alertness.

27. • – Keeps us alert and motivates
GOOD us to face challenges, drives us
STRESS to solve problems.
• – Occurs when our minds and
BAD bodies overreact emotionally,
STRESS intellectually or physically to
changes or demands.

28.  Accept
 Avoid
 Alter
 Adapt to

30. SYMPTOMS OF
STRESS

32.  It’s all about BALANCE!
BALANCE is hard to achieve, especially when you are a freshman and are
handling these responsibilities on your own for the first time

33.  The key to BALANCE is to look at those things you have to do, and
those things in your day that are optional.
 You must carve out extra time from the optional tasks.
 Learn to say NO – friends and family may not always
understand, but they are not the ones living your life. One day, it
will make sense to them!

34.  Strategies for managing stress (yes, we’ve all heard of them, but
many of us don’t practice them!)
 Learn to manage your time (keep your TO DO list and follow it!)
 Exercise (yes, I hate it too – but it works!)
 Each day, find at least 20 minutes of alone time to relax
(meditate, breathing exercises, progressive muscle relaxation,
soft music, etc…)

37.  What’s one thing you’ll start doing?
 What’s one thing you’ll stop doing?
 What’s one thing you’ll keep doing?

39.  Innovation is the introduction of new ideas,
goods, services, and practices which are
intended to be useful (though a number of
unsuccessful innovations can be found
throughout history).
 The main driver for innovation is often the
courage and energy to better the world.
 An essential element for innovation is its
application in a commercially successful way.
 Innovation has changed human history
(consider the development of electricity,
steam engines, motor vehicles, laptops).
◦ en.wikipedia.org/wiki/Innovation

40. The Numbers Game
60
The Innovation process can
be depicted as a series of
funnels each getting
progressively smaller.
NCMA Presentation
San Diego 1
Dec 17, 2008 ©
40

41. Why do we need Innovation?
Conclusion? - - If a company does not continue to introduce new
products periodically, or at least significant improvements on
existing products it will eventually be on a “going out of business”
curve.
Continuing to come up with the “right” product for the market
takes a lot of innovation (plus a lot of “perspiration!”).

42. Ideas, Creativity and Innovation
Creativity
The ability to make or otherwise bring into
existence something new, whether a new
solution to a problem, a new method or device,
or a new artistic object or form.
Innovation
1 : The introduction of something new
2 : A new idea, method, or device
Creativity = (Idea + Action) (Novelty)
Innovation = (Creativity+productivity)(Novelty+value)
Innovation = Idea + Action + Productivity+value

43. Innovative Products

44. Stimulating Innovation
• Creativity
 The ability to combine ideas in a unique way or to
make an unusual association.
• Innovation
 Turning the outcomes of the creative process into
useful products, services, or work methods.
• Idea Champion
 Dynamic self-confident leaders who actively and
enthusiastically inspire support for new ideas, build
support, overcome resistance, and ensure that
innovations are implemented.
© 2007 Prentice Hall, Inc. All rights reserved. 13–44

45. Exhibit 13–10 Systems View of Innovation
High commitment to training
Job security
Support impractical idea Organization should encourage
experimentation
Reward both success and
failure
Source: Adapted from R.W. Woodman, J.E. Sawyer, and R.W. Griffin, “Toward a Theory
© 2007 Prentice Hall, Inc. All rights reserved.
Strong innovative culture
of Organizational Creativity,” Academy of Management Review, April 1993, p. 309.
13–45
,Celebrate mistake

46. Exhibit 13–11
Innovation
Variables
© 2007 Prentice Hall, Inc. All rights reserved. 13–46

47. 1. The first step in the process of planned change is
a. develop the goal(s).
b. recognize the need for change.
c. diagnose the problem.
d. select the method of intervention.
2. The bridge of __________ separates people from change
.
a. acceptance
b. resistance
c. economics
d. opportunity
(3) What is stress ? Explain the causes and symptoms of
stress and how can we reduce stress in organization.
(4) Short notes
• Innovation variables
• Types of changes 13–
© 2007 Prentice Hall, Inc. All rights reserved. 47