Post on 07-Apr-2018
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Introduction Dynamic World
Frequent changes
Human Efforts required
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"Change" is:
to give a different position, course, or direction to
to make a shift from one to another
to undergo a modification of
to undergo transformation, transition or substitution
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"Manage" is :
to handle or direct with a degree of skill or address
to exercise executive, administrative and supervisorydirection of
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CHANGE MANAGEMENT Change Management is a structured process that will
cause proposed changes to be reviewed for technicaland business readiness in a consistent manner that canbe relaxed or tightened to adjust to business needs andexperiences.
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Managing change Understanding the potential effects of a change
Each possible reaction be anticipated and managed
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Forces Driving Need for Organisation Change
Global Changes, Competition & Markets
Technological ChangeInternational economic integrationMaturing Markets in the developed worldChanging world political order
More ThreatsMore domestic Competition
Increased SpeedInternational Competition.
More OpportunitiesBigger MarketsFewer barriers
More Internationalmarkets
More Large-Scale Changes in Organisations
Structure ChangeStrategic ChangeCulture Change
Knowledge Management, ERPQuality Programs
Mergers, joint venturesHorizontal organizing, teams
networksNew technologies, productsNew business processes
E-business
Learning Organisations
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Challenges of Changes Involves new procedures
Leadership - changing the running of an organization
from a command and control nature of managementto the nurturing and motivational nature ofleadership.
Focus - making business choices to bring alignment
and focus to the organization.
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Commitment - creating commitment to the future ofthe enterprise throughout the organization.
Resistance- Resistance is a complex entity that directlyaffects the outcomes of change, both positively andnegatively.
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KURT-LEWINS CHANGE MODELUNFREEZE
CHANGE
REFREEZE
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Kurt Lewins model of change
Stage Characteristics Organizational impact
Unfreezing
People in the organization
made aware ofproblems/performance gapand need for change
This diagnosis stage is often drivenby a change agent
ChangingPeople experiment withnew workplace behavior todeal with needed change
This intervention stage featuresspecific training plans formanagers and employees
RefreezingPeople employ new skillsand attitudes and arerewarded by organization
Changes are institutionalized inthe corporate culture
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NEED FOR CHANGE Indian economy opened to global competition
Godrej group was in a Quandary
No exposure to competition or new technology Entered into two alliances
P&G
GE
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NEED FOR CHANGE Entire distribution of Godrej transferred to P&G
1995-Break-up of the joint venture between Godrej &
P&G Post breakup Godrej devoid of distribution system
Rebuilding exercise
1995-TQM
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CHANGE Switch from a family-run business to a professionally
managed company
Changed the earlier model of management hierarchyAdopted a participative management model
team spirit
employee improvement programmes.
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TQM 1995-TQM Awareness programmes conducted for all
employees
Objective Driving force
Maximize quality and minimize costs.
Total employee involvement, total waste elimination
and total quality control
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KAIZENJapanese technique of continuous improvement
Increase in employee involvement and morale.
Significant savings Flexible
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360-Degree EvaluationAssessment
Unbiased feedback to the employee
Self development
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Economic Value Added Training
(EVA) 2001-Introduction of EVA
Extensive training program for managerial and officer
levels Training regarding decision making of investments
and trade-offs between the income statement and thebalance sheet.
Stern Stewart, New York based managementconsultancy
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GALLOP-Godrej Accelerated Learning
Leadership and Orientation Programme
2002 -structured and organised induction-trainingprogramme
Objective to nurture the new recruits into leaders anddynamic performers
The trainees were rotated in four departments other thantheir primary department including a compulsory salesstint.
Mandatory rotation helped the trainees to get a hands-on
experience to understand the market
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Spark - Train The Trainers
2002-purpose was to equip the managers to becomesuccessful coaches
GIL, in association with a Delhi-based HR consultant,conducted several workshops to mould the managersinto coaches
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E-Gyan
2002 -E-Gyan was the e-learning initiative
Transform traditional training methods of workshopsand sharpen the intellect of the employees by self-learning initiatives
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policies
The HR divisions have suddenly become more buoyant& are looking forward to the participation of newjoinees
Encouragement of more participation of new joinees inthe decision making process.
Bedhadak bolo
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Switching from a family-run business to a professionallymanaged company, the management has once againembarked on a new exercise to change the outlook of the
company. Godrej changed its existing logo and came out with a new
logo.
A completely new corporate campaign was designed to
convey this new look to the outside world.
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