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Change Management and Organizational Behaviour Anvesha

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20 views

Change Management and Organizational Behaviour Anvesha

Uploaded by

Anandita Tanwar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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SEMINAR REPORT PRESENTATION

On
CHANGE MANAGEMENT AND ORGANISATIONAL BEHAVIOUR

Under Guidance of: Submitted By:


Name : Anvesha
Ms. Sarika Bajaj Roll No : 231053
Assistant Professor Class : BBA 1st Yr
Department of Management

Maharaja Agrasen Institute of Management and Technology


(Affiliated to Kurukshetra University, Kurukshetra & Approved by AICTE)
Old Saharanpur Road, Near Agrasen Chowk, Jagadhri-135003 (Haryana)
TABLE OF CONTENTS

Contents
1.INTRODUCTION
2. POSITIVES OF CHANGE MANAGEMENT AND ORGANISATIONAL DEVELOPMENT

3.CEVEATS AND LIMITATIONS OF CHANGE MANAGEMENT AND ORGANISATIONAL


DEVELOPMENT
4.LIMITATIONS TO CHANGE MANAGEMENT AND ORGANIZATIONAL DEVELOPMENT

5.WHY CHANGE MANAGEMENT AND ORGANISATIONAL DEVELOPMENT MAY FAIL?

6. BARRIERS AND RESISTANCE TO CHANGE MANAGEMENT AND ORGANIZATIONAL


DEVELOPMENT
7. SUMMARY , CONCLUDING REMARKS AND RECOMMENDATIONS
8.CASE STUDY
INTRODUCTION

• Change Management is a concept that denotes the importance of managing


human emotions and employee concerns when major changes are made in an
organization and Organizational Development refers to a component of a major
company overhaul designed to fix an ineffective workplace.
• Change can vary in complexity from the introduction of relatively simple
processes into a small work group to transforming the strategies and design
features of the whole organization. Organization development is both a
professional field of social action and an area of scientific inquiry.
POSITIVES OF CHANGE MANAGEMENT
AND ORGANIZATIONAL DEVELOPMENT

• Market leadership (niche), competitive edge


• Customer loyalty and satisfaction
• Improved corporate image;
• Increased profitability and productivity;
• Empowerment and effective teaming principles leading to greater output and job satisfaction;
• Elimination of non value added activities in the organizations processes, operations and
procedures thereby resulting in more output from less hands;
• Good work outlay which enhances workflow pattern resulting in clearly defined areas of
operations
• Realignment of functions to address operational vision;
• •Institutionalisation of maintenance culture;
CEVEATS AND LIMITATIONS OF CHANGE
MANAGEMENT AND ORGANISATIONAL
DEVELOPMENT

• Lack of commitment by the leaders. The leaders and stakeholders must be


seized by passion to make things happen.
Lack of clear understanding of the process.
• Getting involved in analysis (profitless hard work) rather than diagnosis
(objectivity)
• Killing of new ideas (innovativeness and creativity)
• Porous understanding and handling of human capital (defective interpersonal
relationship enterprise-wide)
LIMITATIONS TO CHANGE MANAGEMENT
AND ORGANIZATIONAL DEVELOPMENT

• The objective of the process are at times narrowly defined while


implementation is rolled out on a wider range;
• BPR is destructive both physically and psychologically and may initially
result into longer hours of work and a fair amount of resistance along the way.
Therefore, if the total commitment to the continuous improvement is against
the existing culture, the implementation may not be successful.
• A good error free and winning strategy is required to compliment business
process reengineering. If the strategy is defective, the process may fail
WHY CHANGE MANAGEMENT AND
ORGANISATIONAL DEVELOPMENT MAY FAIL?

• Lack of Leadership; leaders must be seized by passion to make things happen.


• Lack of understanding the process.
• Getting involved in analysis rather than diagnosis.
• Killing of new ideas, and
• Not realising human problems.
BARRIERS AND RESISTANCE TO CHANGE
MANAGEMENT AND ORGANIZATIONAL
DEVELOPMENT

• Fear of the unknown by the stakeholders


• Differences in Religion
• Inadequate information on the nature, process the benefits
• Existing legal obligations like Union agreements, third party agreement etc.
• Lack of adequate expertise
• Uncertainty about the causes and effect of change
• Unwillingness to give up existing benefits
• Awareness of weakness in the changes proposed
• The existing power structure
• Fears about having to increase commitments to the organizations etc….
SUMMARY , CONCLUSION AND
RECOMMENDATIONS

• Proper identification of the purpose and objectives of the proposed change by the change driver
• Proper analysis of the benefits and risks of the proposed change and how to overcome them.
• Proper articulation of the strategy to be used for the proposed stage and why the adoption of
• those strategy (note able example is the downsizing by Wema Bank, selling of their properties in
• the North and injecting cash into the Bank). Thus, becoming a regional Bank.
• Proper and detailed identification of all stake holders in the proposed change
• Proper planning of how to sell the proposed change to all stake holders so as to secure their
• Setting up a strategic change management team to drive the change process.
• Constant briefing of all the stake holders on the change management processes notwithstanding if
they have the confidence in other to eliminate the envious report of spoilers.
CASE STUDY

• Steve Bennett, a vice president of GE Capital, was appointed CEO of Intuit in


2000. Intuit is a provider of financial software solutions with three products:
Quicken, TurboTax, and QuickBooks, which have respective market shares of
73 percent, 81 percent, and 84 percent. Despite this market domination, many
observers believed Intuit was not making as much money as it could.
• He followed the famous Mckinsey 7S Model for Change Management to
transform the organization. Let’s see what are those changes that he made:
• Strategy:
By making acquisitions, he increased the products range for Intuit.
• Structure:
He established a flatter organizational structure and decentralized decision-making.
• Systems:
To accomplish strategic goals, the rewards system was made more aligned to strategic
goals.
• Style:
He emphasized the necessity of a performance-oriented focus and offered a vision for
change and also made every effort to sell that vision.
• Staff:
He acknowledged the commitment of staff to Intuit’s products.
• Skills:
Resources were allotted for learning and development, and certain selected managers
were recruited from GE in particular skill categories.
• Superordinate goals:
Bennett’s strategy was “vision-driven” and he communicated that vision to his team
regularly to meet the goals.
THANKYOU!!

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