Management of Change: Change MGMT by Dr. Ali Sajid 1

Management of Change
Dr. Ali Sajid

Change Mgmt by Dr. Ali Sajid 1
When you betray somebody else, you also betray yourself.

Isaac Bashevis Singer
Change Mgmt by Dr. Ali Sajid
Goodness is the only investment that never fails.

Henry David Thoreau
Management of Change
in the Context of
New Socio Economic & Geo Political Realties in Post WTO Scenario
In Uni-Polar World Dominated by

WTO Threat, winning Requires: Faster actions, More creative maneuvering, More flexibility, Closer partnerships with Global & Regional Forces.
than was typical in traditional Developing Countries bureaucracy.
Economic & Social Forces Driving Need for Major Change in Org
Technological Change Faster and better communication Faster & better transportation More information networks connecting people globally International Economic Integration Fewer & Reduced tarriffs( WTO ) Currencies linked via floating exchange rates More global capital flows Maturation of Market in Developed Countries Slower domestic growth More aggressive exporters More deregulation Fall of Communist & Socialist regimes More countries linked to the capitalist system More privatization
The Globalization of markets & Competition
MORE Opportunities MORE HAZARDS Bigger markets More competition Fewer barriers Increased speed Change Mgmt by Dr. Ali Sajid
6 Contd
Economic & Social Forces Driving Need for Maj change in Org.
More large-scale change in Org To avoid hazards and/or capitalize on opportunities, firms must become stronger competitors. Typical transformation methods include: Mergers & acquisitions Reengineering Strategic Change Restructuring Cultural Change
Quality Programs
Change world order requires more agile mgt

that pursues opportunity without being bogged down by cumbersome structures or weighty procedures that impede action. Leadership in LDC, must learn how to:
Face this new music

& How to Respond
Organization Compared
Twentieth Century
Structure
Twenty-First Century
No bureaucratic, with fewer rules & Structure employees Bureaucratic Limited to fewer levels Multi-leveled Organized with the expectation that Organized with the expectation that mgt will lead, lower-level employees senior management will manage will manage. Characterized by policies & Characterized by policies & procedures that create many procedures that produce the minimal complicated internal internal interdependence needed to interdependencies serve customers. Systems Systems Depend on few performance info Depend on many performance info systems. system, providing data on customers Distribute performance data to especially executives only Distribute performance data widely Offer mgt training & support systems Offer mgt training & support system to senior people only to many people Culture Culture Inwardly focused Externally oriented Centralized Empowering Slow to make decisions Quick to make decisions Political Open & candid Risk averse Change Mgmt by Ali Sajid Dr. More risk tolerant 9
Current Model
Twenty-firstcentury Prototype Hierarchy Organization Network Self-sufficiency Structure Interdependencies Security Worker Expectations Personal growth Homogeneous Workforce Culturally diverse B individuals Work By teams Domestic Markets Global Cost Competitive Advantage Time Profits Focus Customers Capital Resources Information Board of directors Governance Varied constituents Affordability Quality No compromises Autocratic Leadership Inspirational
Why Change ?
World of work- Changing as org of
work - Changing their ways.

Same time- orgs having to adapt to a changing world of work. Organization in pvt & public sectors face a tougher world -judged more harshly than before on their effectiveness & in which:
Fewer protective hedges behind which to shelter.

Change?
The most important question in performance evaluation becomes not How well did you perform your job since the last time we met? But
How much did you change it

General Colin Powell
Concept of Organization
Old way to view org is known as chain of command. Developed in 1840s, when businesses -needed to manage mass production, wide distribution, & geographically dispersed orgs. Doesnt describe Org as Flow of Process. Tends to emphasize: Individual accountability rather than Group Process, or output of group & process. There is no reference to Products or Customers in this view. Purpose of the org is accountability & control.
Learning Tech Organizations

Utilizes people, values & systems to continuously change & improve its performance using lessons of experience.
Learning Org & Organizational Structure Effectiveness of any Leadership System depends in part on its orgl structure Clarification of authority Responsibility Reporting lines Performance standards to develop structures that help them to maintain stability.
a. b. c. d.
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CHANGE
An Essential part of Creativity & Inov. In mgt change is expected to be a Part of Everyday life. As it is said that
Nothing is certain but death & taxes But A third certainty could be added i.e." CHANGE
A Model for an Organizations Environment

Macro or Far Environment Near or Operating Environment Customers Partners Economic Factors
Technological Factors
Clients
ORGANIZATION Suppliers Political Factors
Social Factors
Competitors
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Select one word that symbolizes the world we live in CHANGE Change was always there but it used to be incremental Today we are faced with change that is exponential change heaped upon change Change flows and endures
Change Management A systematic approach to dealing with change, both from the perspective of an organization and of individual level.
Change management at least three different aspects, including:

adapting to change controlling change effecting change
A proactive approach to dealing with change is at the core of all three aspects.
For an org, Change Management means
Defining & implementing procedures and/or technologies to deal with changes in the business environment & to profit from changing opportunities.
Brain Teasers Dont change with the times change before the times
Darwin
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It is not the strongest of the species that survives, nor the most intelligent, but rather the one most responsive to change
Charles Darwin
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Key Questions while Assessing Type & Amount of Change for Quality. 1. How extensive should the change be? If extensive, transformation may be required. 2. Is change really needed? Is the organization simply choosing the easiest thing to change? This entails an accurate diagnosis of organizational problems & a sound change plan. 3. kinds of results desired, lT ST? ST- Transitional; LT require transformation. 4. kind of change - org able to make? Some - more difficult to change . 5. kind of implementation plans currently in place? evaluated to ensure -fit with new plans & programs. 6. Consequences of not changing at all? Massive org change can be very traumatic for firms; sometimes costs of the change may be too high.
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Understanding the Model for Change: Source of Dissatisfaction with Status Quo
For Change dissatisfaction originate from many sources. Customers demanding hi standards; Want no defects,want on time delivery at
reasonable prices.
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Understanding Change Model: Implementation Implementation plans (P) need to establish momentum to accomplish desired change.
Sequences of events, programs, meeting, & activities designed to help employees learn new perspectives, skills, attitudes, & behaviors. Strategic initiatives -executed which specify assignments,
objectives, & outcomes for particular programs. Change programs, different elements of org design, tasks, people, structures in place,to be altered to accomplish strategic objectives.
Understanding Change Model: Cost of Change
When change occurs, crucial organizational dynamics usually shift at same time. Power can change from one group to another. Finance group went from being critical action group to playing support roles, during transformation process at Ford
Understanding the Change Model: Cost of Change

Definitions of competence shift. Relationships b/w org members change; Teams become cross functional & fluid, established networks of support (and resistance) become obsolete. Rewards & identities change as well; Change seen as a demotion or as punishment. Successful change leaders should do their utmost to guard against that phenomenon.
Understanding Change Model: Cost of Change Once change - made & org fully adapted to new vision while remaining open to further change as needed, reinforcement & consolidation of change must occur so that Sustained achievement of intended results & continual actions in accordance with new vision & values routine.
Understanding the Change Model: Cost of the Change
Systems, performance appraisal, MIS that support goal need to be finalized. Understanding & interpreting reasons for success & problems, & continual use of themes and symbols, are critical so that org can look at the problems & possibilities for next round of change.
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Forms Of Orgl Innovation

Process InnovationResults in better Ways of doing things Product Innovation-results in creation of new & improved goods & services.
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Process Of Innovation
Promotes & actively supports Entrepreneurial Manager Confident of ability. Willing to take risks. Seizes opportunity. Expects surprise. Makes things happen. Creativity
Manager as Trustee
Threatened by changes.
Bothered by uncertainty. Prefers predictability. Supports the status quo. Waits for things to happen. Avoids & even discourages
Steps in Product Innovation

1. Idea Creation- New knowledge forms around basic discoveries, extensions of existing understandings or spontaneous creativity made possible by individual ingenuity & communication with others. 2. Initial Experimentation- ideas - initially tested in concept by discussions with others referrals to customers, clients or Technical experts, & or in forms of prototypes or samples.
Steps in Product Innovation ..Contd
3. Feasibility Determination- Practically &

financial values-examined in formal feasibility studies, also Identify potential costs & benefits & Potential Markets or applications.
4.
Final Application- new product finally commercialized or Put on sale in open market, or new process is implemented as part of normal operating routines.
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Characteristics Of Innovative Orgs

In highly innovative-orgs Supports Staff inov as well. Critical Inov Roles to be filed by talented workers include:
Idea Generators- create new insight from Internal Discovery or External Awareness or both. Info Gatekeepers- Link b/w people & groups within org & with external sources. Product Champions- Advocate push for change & inov in general & adoption of specific product or process in particular. Project Managers- Perform Technical Functions Needed to keep innovative project on track with all needed resources support. Inov Leaders- Encourage, Sponsor, & Coach others to keep Inov values & Goals in Place & Channel Energies in right direction.
Barriers To Inov!
Top Mgt Isolation- Fosters misunderstandings & contributes to a riskaverse climate. Intolerance to Differences- Denies uniqueness, creates homogeneity,& brands as troublemakers those who question status quo. Vested Interests- focus on part rather than whole & emphasizes defense of one's turf against encroachment of outsider. Short Time Horizons- Emphasizes Short Term Goals rather than potential for New ideas to generate LT gains. Overly Rationale Thinking- Tries to make creativity a systematic process & emphasizes schedules over results. Inappropriate Incentives - Uses Rewards & Control to Reinforce Routines, Discourages Surprises & Differences Linked to Inov.
Excessive Bureaucracy- Gives Preference to Rules, Procedures & Efficiency that frustrate creativity & inov.
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Types Of Orgl Change

1. Anticipatory Change- Planned changes based on expected situations. 2. Reactive- Changes made in response to unexpected situations. 3. Incremental-subsystems adjustments required to keep org on course. 4. Strategic- altering overall shape or direction of org.
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Forces Causing Change
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External Change Forces

Have greater impact on orgl change Ranges from technological discoveries to changing lifestyles Pressures org to change its goals, structure & methods of operation.
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Internal Change
Within orgs As a result of new orgl objectives & cultures Both types are interrelated. Linkage frequently results from changes in values & attitudes that affect people in system.
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Planned Vs Unplanned Change

Unplanned Occurs spontaneously & without change agents direction.
Planned occurs as a Result of Specific Efforts in its behalf By Change Agent.
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Forces & Targets For Change

Tasks- Nature of work as represented by orgl mission, objectives, strategy & job designs for individual & groups. PeopleAttitudes & competencies of employees, & HR systems that supports them. Culture- Value system for orgs as a whole & norms guiding individual & group behavior.
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Forces & Targets For Change.. Cont!!

Technology- Operations tech used to support job designs, arrange work flows & integrate people & machines in systems. Structure- Configuration of org as a Complex system, including its bureaucratic features & lines of authority & communication.
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Individual Reaction To Change
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How People Respond To chg They Fear & Dislike
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Why People Resist To Change?

Fear of unknown-Not understanding what is happening & why? Disrupted habits- Feeling upset when old ways of doing things cant be followed. Loss of confidence- Feeling incapable of performing well under new ways of doing things. Loss of control-Feeling things are being done to you rather than by or with you. Poor timing- Feeling overwhelmed or that things are moving too fast. Work overload- Not having physical or psychic energy to commit to change. Loss of face- feeling inadequate or humiliated because old ways weren't good ways.

Lack of Purpose- Not seeing a reason for change or not understanding its benefits. Surprise- Schedule changes in measurable, comfortable stages. Too much, too soon can be counterproductive. Inertia-many members of typical org desired to maintain safe, secure & predictable status quo. Technological inertia also is common problem. Misunderstanding/ignorance/lack of Skill W/O adequate introductory or remedial training otherwise positive change may be perceived in negative light. Emotional side effects- Those forced to accept on job changes -experience sense of loss over past ways of doing things.
Why People Resist To Change in tech org? Lack of Trust- Promises of improvement likely to fall
on deaf ears, if employees do not trust mgt. Mgr- unlikely to permit necessary participation if they dont trust their people. Fear of Failure- just as student doubts their chances of ever graduation, challenges presented by significant on job changes can also be intimidating. Personality Conflicts- mgr - disliked by their people -poor conduits of change.
Lack of Tact- Not necessarily, what is said that

shapes our attitude toward people & events. How it is said is often more important. Tactful & sensitive handling of changes is essential.
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Threat of job status/ security AS employment fulfills basic needs employees can be expected to resist changes with real or imaginary job status or job security. Breakup of Work Groups- Significant changes can tear fabric of on job social relationships. So, members of cohesive work groups exert peer pressure to resist changes-threaten to breakup group.
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Ways Of Dealing With Change

1. Reactive Process- Mgt tries to keep org on a steady course by solving problems as they come up.
2. Proactive Process- mangt tries to change things by setting a new course rather than by correcting current one.
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Dealing With Resistance To Change

Resistance - Feedback - Informed change agent can use constructively to modify planned change. Means that something can be done to achieve better fit b/w planned change, situation & people involved. Alternatives to Manage Resistance are, Education & Communication Participation + Involvement Facilitation + Support Negotiation + Agreement Manipulation + Co-operation Explicit + Implicit coercion
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Magrs must stimulate & Lead change in order to create learning orgswith core ingredients:
Mental Models- everyone sets aside old ways of thinking. Personal Mastery- everyone becomes self aware & open to others. System Thinking- everyone knows how whole org works. Shared Vision- everyone understands & agrees to plan of action. Team Learning- everyone works together to accomplish plan.
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Strategies To Overcome Resistance To Change
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Orgl Effectiveness
Result of activities that improve Orgs Structure, Technology & People.
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Building & Sustaining Total Quality Organizations
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TEN Commandments for Change

1. ANALYZE ORG & NEED FOR CHANGE

Analysis, should cover: org history, its operations, functioning, strengths, weaknesses.
Who will support the change? Who will resist it?

particular levers of action change -that implementers should take to initiate process. Org with employee participation in decision making to continue that tradition when implementing change.
1. ANALYZE ORG & NEED FOR QUALITY
G.E-transformational change 1988 - WORKOUT program. to org act with Speed, Simplicity, & Self-Confidence,
town meetings within business units to hear strategy of business unit presented by sr mgt, to diagnose problems might present, & to develop team & cross functional solutions to problems.
Data about org processes, measurements, & procedures discussed with assessments of political processes drive behavior one way or another.
1. ANALYZE ORG & NEED FOR CHANGE

Diagnosis -use of data to identify gaps between what currently exists & what should be.
Diagnosis is conclusion about what data mean.

When a gap b/w what is & what should be is determined, a diagnosis is made. A critical step in determining what meaning, priority, &
relationship are to the facts.

Action, - planning & implementation of steps -can be taken to improve the situation. Problem Analysis is not a clean, well defined process. -often an iterative, incomplete, messy, ambiguous set of activities, examining formal & informal process that occur within org.
2. Create a Shared Vision & Common Direction

New model of Managing (M) is strategic & org vision, image of future operations of the org .
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Basic questions can help determine the desirability of a vision for change
1. who are satisfied today,will this keep them satisfied? 2.If the vision is made real,how it affect customers? 3.For those who are not entirely happy today, will this make them happier for people who dont buy from us now, will this attract them? 4.In a few years, will we be doing a better job than the competition of offering increasingly superior products & services that serve real customer needs?
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Basic questions can help determine the desirability of a vision for change 1.How will this vision affect stockholders? Will it keep them satisfied? 2. If not entirely happy today, will this improve matters? 3.If we are successful in implementing this change, are we likely to provide better financial returns than if we do otherwise?
Basic questions can help determine the desirability of a vision for change 1. How will this vision affect employee? 2. If they are satisfied today, will this keep them happy? 3. If they are disgruntled, will this help capture their hearts & minds? 4. If we are successful, will we be able to offer better employment opportunities than those firms with whom we compete in labor markets?
In blunt terms Orgs that fail to change are sure to fail

3. Separate From the Past

Critical to hang on to some elements of org life that provide continuity, such as location, some legends,
or heritage.
Yet take a hard look at what routines & structures no longer work & seek to move beyond them.
In changing org to develop products quicker,

Change leaders kept legends of product development successes,
modified structures & routines that no longer

worked.
4. Create a Sense Of Urgency

Coupled with dissatisfaction with status quo. Persuading an org to change when things seem to be going well is difficult. Change leaders need to generate a sense of urgency by carefully outlining situation at hand & constantly communicating to org itself. Data about customer satisfaction, competitive forces, & need for change as a state of mind can be provided to org members -so that they see need to implement QM programs.
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STRONG LEADER ROLE Executive action speak louder than words.
No major drive for change, w /o support of leaders

who can serve as strategists for change. Top mgt is responsible for initiating supporting
vision for changed culture

Aligning employees around a vision, & leadership in change process can come from a variety of
sources.
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5. SUPPORT A STRONG LEADER ROLE - I Employee Involvement strategies implicit in
change process enable leaders to emerge

from a variety of positions in org. Leaders get lost in shuffle & feel
Powerless as a result.
Their traditional role as authoritarian changed, feel disenfranchised
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5. SUPPORT A STRONG LEADER ROLE - II

To implement Change, programs recognize changing role of leader, Either give them new skills in coaching & developing of work teams, or abandon their role entirely
HR & Quality Mgrs to select, train, & development, etc - to facilitate moves toward QM. H R mgrs assist in design & delivery of QM programs can work strategically with CEO office & committee to ensure satisfactory program design, delivery, & assessment.
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6. LINE UP PLITICAL SPONSORSHIP - I

To determine, support for change is Force Field Analysis Forces -drive & restrain change lead to assessment of key owners of process. Stakeholder Analysis. To Determine key supporters Commitment charts -enable change initiator to understand Dynamics necessary to achieve requisite commitment. People -in midst of a change can withhold support for a variety of reasons. Resistance often appears irritating to people, initiating change, but sources behind resistance be understood. When change leader understands sources of resistance of key stakeholders, plans can be develop to attain commitment & reduce causes of resistance. Then Change can be achieved with minimal cost.
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6. LINE UP PLITICAL SPONSORSHIP - II

Reasons people resist changes: a. A desire not to lose something of value b. A misunderstanding of change & its implications c. A belief - change does not make sense for org. d. A low tolerance for change itself.
Understanding reasons enables CL to develop

implementation plans - might minimize resistance. If resistance to implementing M o C program comes
from a lack of understanding of change d process then

educate
7. CRAFT AN IMPLEMENTATION PLAN
Plan should enable org to bridge gap between what is and what should be. While plan itself can be relatively simple, essential elements must include a) specification of clear roles b) responsibilities for all parties to change.
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7. CRAFT AN IMPLEMENTATION PLAN

Analysis of key stakeholders & resisters so that plans deal with sources of resistance. Coaching & training is an effective approach to reducing resistance. Negotiations (& reexamination of union
contracts) reduces resistance.

Political power, cooperation, influence, coercion can be utilized.
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Three-Step Model for Change for M o C

Successful M o C plan involve three steps
1. Unfreezing the present level.

2. Moving to the new level.
3. Refreezing the new level.

7. CRAFT AN IMPLEMENTATION PLAN -II
Which Plan?????
Planned Or Emergent
ENVIRONMENT
Stable
Turbulent
Planned
Emergent
Approaches to Change
Conditions for planned & emergent approaches to change

Planned Change
Emergent Change
Stable Environment Small Scale Localized Change Technical or structural Focus
Turbulent environment Organization Wide change Behavior/attitude
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The Change Process-III Planning the Change Process comprises six interrelated activities; 1. Establishing a change mgt team. 2. Mgt structures.
3. Activity Planning
4. Commitment Planning 5. Audit & post audits. 6. Training
7. CRAFT AN IMPLEMENTATION PLAN - IV
An essential part of any M o C Program is training.

Org need make tremendous investments in training so that employees understand what is expected of them & why. It is critical that training. Be delivered on job, with real-world relevance & application time. Be delivered as needed, coordinated with needs of employees. Be conducted by line supervisors, or managers. people, team members, leaders,
Be provide to employees at all levels simultaneously so that clear messages are reinforced all at once. Be skills based, measurable, & with attainable outcomes. Be designed by HR Dept in concert with mgmt. Play an active role in Change Mgmt by Dr. Ali Sajid need diagnosis, developing,& delivering training.
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7. CRAFT AN IMPLEMENTATION PLAN - IV

Training should teach people some qualitative skills, such as how to Work & Communicate in groups. In M o C programs, Org dependent on teamwork. Employees need to learn how to handle team dynamics meetings can be effective, to increase involvement, & to aid individual employee efforts in problem analysis & diagnosis. M o C is often based on employee actions; Training in effective facilitation & support is critical.
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8. DEVELOP ENABLING STRUCTURES - I

Altering Status Quo & developing new ways to org, measure, & assess progress -critical for any org change. Enabling structures are - pilot tests, workshops, or training, or more symbolic structures such as banners, meetings, or moving around office space at the request of a team.
Systems & structures must be in place to absorb changes.

Consistency be maintained between goals & performance targets critical requisite for success.
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8. DEVELOP ENABLING STRUCTURES - I

Specific performance targets overcome implementation problems.
Appropriate org structures be in place for managing new initiatives.

Parallel learning structures (task forces, teams, etc.) can effective, may also presents a broad admn burden.
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8. DEVELOP ENABLING STRUCTURES - II

Job Designs -reflect each employees discretionary decision making ability & teamwork. Compensation systems to reflect team related contributions & skill mastery, systems for generating employee ideas & suggestions must be in place. Selection, Recruitment, & Development Systems to reflect realities of changed mgt & screen out -not appropriate. Informal structures (ceremonies, gatherings, recognition) to reinforce small & large gains.
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Corporate Culture & Org Change

A Corporate culture is a companys value system & its collection of guiding principles. Barriers to change : a. Employee resistance b. Dysfunctional Corporate Culture one whose shared values & behavior are at odds with its LT term health.
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An example of a dysfunctional culture is a high-tech company that stresses individual rewards while innovation depends on teamwork. To change mgt practices, org must first address their fundamental values.
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Cultural values -often seen in mission & vision statements of org Culture - powerful influence on behavior because it is shared widely & operates without being talked about, often without being thought of. Culture is reflected by mgt policies & actions that a company practices.

Org that believe in principles of M O C more likely to implement the practices successfully. Conversely, actions set culture in motion. Behavior leads people to thing in certain ways. TQ practices used routinely with an org, its people learn to believe in principles, & cultural changes can occur.
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Developing a Culture of M O C Depends on

Top mgmt leadership A relentless focus on customer Systematic improvement of all business practices Decentralization of decision-making
responsibility
Breaking down of org barriers Improvements that are linked to company objectives Realignment of reward & measurement systems.
Creativity & Innovation in Tech Org

Innovation is a process of taking a new idea & putting it into practice. Act of converting new ideas into usable applications. Creativity is an application of ingenuity & imagination that results in a novel approach or unique solution to a problem.
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COMMUNICATE, INVOLVE PEOPLE, Effective communication is critical from & BE HONEST beginning of a change effort. EveryIelement
of change must be talked about, presented, & discussed, Managers to gauge peoples reactions & consequences of making change. Believable info - stimulates enthusiasm & clearly demonstrate reward for participation, is key to successful communication about M o C . Companies publicize heroes, & celebrate who Change Mgmt by Dr. Ali Sajid 94 epitomize desired behaviors, reward for
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9. COMMUNICATE, INVOLVE PEOPLE, & BE HONEST - II Supervisors to fully understand program & be able to communicate it as coaches to employees. Rewards must also be publicized. Else Employees in one company did not believe that their initiatives would be taken seriously.
Groups efforts if praised & made front page other groups begin to take new initiatives seriously. Recognition must be consistent with desired behavioral standards & business values.
10. REINFORCE & INSTITUTIONALIZE CHANGE
Though any org change, the org leaders must prove their commitment to change itself.
By reinforcing new behaviors, managers emphasize importance of transformation. Senior mgmt commitment to programs must demonstrate daily. Change is an ongoing process, difficult to keep tenth commandment. Process of adaptation & change is the behavior that should be reinforced& institutionalized, not change itself. Executives want investment in training, systems revision, process analysis, diagnosis, surveys, & all tools has a good payout. Change Mgmt by Dr. Ali Sajid 96
10. REINFORCE & INSTITUTIONALIZE THE CHANGE - II One of problems associated with major organizational
change efforts lies in the energy & commitment of

managers who are charged with implementing the change.
Maintaining this commitment is critical for reinforcing & institutionalizing any change.
10. REINFORCE & INSTITUTIONALIZE THE CHANGE - III Anchoring Change in a Culture Comes last, not first: Most alterations in norms & shared values come at the end of the transformation process. Depends on results: New approaches usually sink into a culture only after its very clear that they work & are superior to old methods. Requires a lot of talk: without verbal instruction & support, people are often reluctant to admit the validity of new practices. May involve turnover: Sometimes the only way to change a culture is to change key people. Makes decision on succession crucial: if promotion processes are not changed to be compatible with the new practices,the old culture will reassert itself.
How To Manage Planned Change?
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Three phases of planed changes are,

1. Unfreezing- preparing a system for change. 2. Changing-making actual changes in system. 3. Refreezing- stabilizing system after change.
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1. Unfreezing
Stage of Preparing a situation for change Developing a felt need for change Can be assisted through environmental pressures, declining performance, recognizing problems or opportunities that exist Observing behavioral models that display alternative approaches. Helps people break old habits & recognize alternative ways of thinking about or doing things.
1. Unfreezing..ctd
At this stage managers task is to, create a felt need for change Can be done by Establishing a good relationship with people involved Helping others realizes that present behaviors are not effective Minimizing expressed resistance to change
2. Changing
Something New takes place in system & chg is actually implemented. Mgrs initiates chgs in orgl targets of tasks People, culture, technology & structure. Done ideally in response to good Problem diagnosis & a careful examination of alternatives. If chg implemented before felt need, -increased likelihood of failure.
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2. Changing
At this stage mgrs task is to implement chg, Can be done by: A) Identifying new more effective ways of behaving B) Choosing appropriate chgs in: tasks, people, culture, technology & structure. C) Taking action to put these chgs into place.
3. Refreezing
1. Mgr is concerned about stabilizing chg & creating conditions for its LT continuity. 2. Accomplish by providing appropriate rewards for (a) performance, (b) positive reinforcement, necessary resource support. 3. Evaluate results carefully, provide feedback to people involved, make required modifications in original ch. 4. If refreezing done poorly A) Chgs -too easily forgotten B) Abandoned with passage of time 5. If it is done well Chg can be more long lasting
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3. Refreezing ..ctd..
Managers task is to stabilize chg, Done by: Creating acceptance & continuity for new behaviors Providing any necessary resource support Using performance contingent rewards & positive reinforcement.
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1. Force-Coercion Strategy
Uses power bases of legitimacy, rewards & punishments as primary inducements to change. Likely outcomes of force coercion -immediate compliance but little commitment. Done in more than one way Direct facing stra- chg agent takes direct & unilateral action to command that chg takes place. Involves Exercise of formal authority or legitimate power, offering special rewards, & or threatening punishment. In Political maneuvering, chg-agent works indirectly to gain special advantage over other persons & thereby make them change. Involves bargaining, obtaining control of important resources, granting small favors in return Change Mgmt by 107 Strategy has limited results.Dr. Ali Sajid
2. Rationale Persuasion Strategies

Attempts to being about chg through Special knowledge, Empirical data, & Rationale argument. Informational stragty- assumes that rationale people can be guided by facts, reasons & self interest in deciding whether or not to support ch.
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3. Shared Power Strategy

Identifies or establishes values & assumptions from which support for a proposed ch will naturally emerge. Slow process is slow but high commitment. Also called normative-reductive st- based on empowerment &highly participative in nature. Relies on involving others in examining personal needs & values group norms, &operating goals as they relate to issues at hand. Power is shared by change agent. Managers need reference power & skills to work effectively Is time consuming but results in long lasting & internalized ch.
Choosing A Chg Strategy
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Process Of Managing Change
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Change Agent
Individual either: Manager from within org e.g. Z .A Khan of Engro, Sindh Outside consultant-takes leadership role in initiating & introducing ch process.
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Two Basic Ideas Necessary For Orgl Effectiveness
Power is redistributed within orgl structure. If structure is changed in addition to power redistribution, both changes results from planned chg process.
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Six Phases Of Chg Process

Shows stimuli on power structure & responses. 1. Pressure & Arousal- Top mangt feels -need or pressure for chg or an opportunity presents itself for improving future position of org. (PTV). 2. Intervention & Reorientation -Chg Agent (CA) assigned task of defining problem -beginning process of getting org members to focus 3. Diagnosis & Recognition Of Problem Info gathered & analyzed by CA & mgt. Problem areas -diagnosed those need - given attention.
Six Phases Of Chg Process

4. Intervention
& Commitment To SolutionsCA to stimulate thought & find solutions by creativity -developing new & plausible alternatives. -Subordinates be encouraged to participate. 5. Experimentation & Search For Results-Solutions developed in 4th phase - tested in small scale pilot programs & results analyzed. -One unit- try out idea before org-wide basis. 6. Reinforcement & AcceptanceIf course of action -tested & found desirable, should be accepted more willingly. -Improved performance should be source of reinforcement -so should lead to commitment to ch.
Phase 1 Stimulus power structure Pressure on top management
Phase 2 Intervention at top
Phase 3 Diagnosis of problem areas
Phase 4 Solution invention
Phase 5 New solution experimentation
Phase 6 Reinforcement from good results
Reaction of power structure
Arousal to take action
Reorientation to internal problems
Recognition of specific problems
Commitment to new action
Search for results
New process acceptance
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Change Agent (CA)

Chg agent is person or group of person that tries to ch existing behaviors of another person or social system. They make things happen & part of every managers job is to act as a ch agent in work setting. Requires being alert to situations or people needing ch Open to good ideas Able to support implementation of new ideas in actual practice.
Organizational Development
OD- Special & Comprehensive Approach To Planned Orgl Ch!

Organizational Development
OD is long range effort to improve org,s ability to deal with its environment & solve problems. Help orgs cope with forces for ch in their environments while simultaneously improving internal problem-solving capabilities. Outcome goal of OD focus on task accomplishments, & process goal of OD focus on way people work together. OD tries to achieve ch in a way that leaves orgl members more active & self reliant in maintaining longer run orgl effectiveness. Committed to improve orgs through freedom of choice, shared power & self reliance.
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A General Model Of OD
To begin with OD process successfully, facilitator must Establish working relationship with members of client system Diagnosis-gathering & analyzing data to assess situation & set appropriate ch objectives. Helps unfreeze existing situation. Active interventions- ch objectives are perused through variety of specific interventions.
A General Model Of OD ..
Evaluation- an essential to OD process Examination of process to determine if things are proceeding as desired & if further action is needed. Eventually OD facilitator should achieve terminal relationship that leaves client able to function on its own. If OD process has been done well, & its members should be prepared to better manage their continuing needs for self renewal & development.
Phases Of OD Process
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Orgl Features
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General Model For OD
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Methodological Foundation Of OD
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Types Of Interventions
OD intervention -structured activity helps create ch in org development. OD inter designed to help improve individual effectiveness include, Sensitivity Training Management Training Role Negotiation Job Redesign Carrier Planning
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OD Intervention For Different Levels
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OD Int For Group Effectiveness

Team Building- structured experiences to help group members set goals, improve interpersonal relations & become a better functioning team. Process Consultation- third party observation & advice on critical group processes e.g. communication, conflict & decision making. Intergroup Team Buildingstructured experiences to help two or more groups set shared goals, improve intergroup relations & become better coordinated.
OD Int With Special Emphasis On Orgl Effectiveness

Survey Feedback- comprehensive & systematic data collection to identify attitudes & needs , analyze results & plan for constructive action. Confrontation Meeting- one-day intensive structure meeting to gather data on work place problems & plan for constructive actions. Structural Redesign- realigning orgs structure to meet needs of environmental & contextual forces. Mangt By Objectives- formalizing MBO throughout org to link individual, subunit orgl objectives. Change Mgmt by Dr. Ali Sajid 130

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