Post on 12-Mar-2018
UNIT -1
Section -A
1) Define Management?
According to Peter drucker, ―Management is a multipurpose organ that organ that
manages business and manages managers and manages workers and work.‖
2) How to manage organisation change?
Organizational change occurs when a company makes a transition from its current state
to some desired future state. Managing organizational change is the process of planning and
implementing change in organizations in such a way as to minimize employee resistance and
cost to the organization while simultaneously maximizing the effectiveness of the change
effort.
3) What are the organisational environments?
The external environment is affected by political, social, technological, and economic
stimuli outside of the organization that cause changes.
The internal environment is affected by the organization's management policies and
styles, systems, and procedures, as well as employee attitudes.
4) What are the qualities of good leader?
A good leader has an exemplary character.
A good leader is enthusiastic about their work
A good leader is confident.
Good leaders are tolerant of ambiguity and remain calm, composed and steadfast to
the main purpose.
A good leader is committed to excellence.
5) What is Strategy?
Strategy is long term plan or a technique which was created and developed by an
organisation in order to overcome the competitors from the rest of the market .
Section-B
1) Differentiate leadership vs Management.
Managers have subordinates
By definition, managers have subordinates - unless their title is honorary and given as a
mark of seniority, in which case the title is a misnomer and their power over others is other
than formal authority.
Authoritarian, transactional style
Managers have a position of authority vested in them by the company, and their subordinates
work for them and largely do as they are told. Management style is transactional, in that the
manager tells the subordinate what to do, and the subordinate does this not because they are a
blind robot, but because they have been promised a reward (at minimum their salary) for
doing so.
Work focus
Managers are paid to get things done (they are subordinates too), often within tight
constraints of time and money. They thus naturally pass on this work focus to their
subordinates.
Seek comfort
An interesting research finding about managers is that they tend to come from stable home
backgrounds and led relatively normal and comfortable lives. This leads them to be relatively
risk-averse and they will seek to avoid conflict where possible. In terms of people, they
generally like to run a 'happy ship.
Leaders have followers
Leaders do not have subordinates - at least not when they are leading. Many organizational
leaders do have subordinates, but only because they are also managers. But when they want
to lead, they have to give up formal authoritarian control, because to lead is to have
followers, and following is always a voluntary activity.
People focus
Although many leaders have a charismatic style to some extent, this does not require a loud
personality. They are always good with people, and quiet styles that give credit to others
(and takes blame on themselves) are very effective at creating the loyalty that great leaders
engender. Although leaders are good with people, this does not mean they are friendly with
them. In order to keep the mystique of leadership, they often retain a degree of separation
and aloofness.
2) Explain the factors that affecting the Organisational Change?
Technology:
When there is a change in technology in the organizational environment and other
organizations adopt the new technology, the organizations under focus become less cost
effective and its competitive position weakens. Therefore, it has to adopt new technology, its
work structure is affected and a new equilibrium has to be established.
Marketing conditions:
Since every organization exports its outputs to the environment, an organization has
to face competition in the market. There may be two types of forces which may affect the
competitive position of an organization –other organizations supplying the same products
and, buyers who are not buying the product. Any changes in these forces may require suitable
changes in the in the organization.
Social changes:
Social changes reflect in terms of people‘s aspirations, the needs, and their ways of
working. Social changes have taken place because of the several forces like level of
education, urbanization, feeling of autonomy, and international impact due to new
information sources. These social changes affect the behavior of people in the organization.
There, it is required to make adjustment in its working so that it matches with people.
Political and legal changes:
Political and legal factors broadly define the activities which an oganisation can
undertake and the methods which will be followed by it in accomplishing those activities.
Any changes in these political and legal factors may affect the organization operation.
Nature of the work force:
The nature of work force has changed over a passage of time. Different work values
have been expressed by different generations. Workers who are in the age group of 50 plus
value loyalty to their employers. Workers in their mid thirties to forties are loyal to
themselves only.
Changes in the managerial personnel:
Besides environmental changes there is a change in managerial personnel. Old
managers are replaced by new mangers, which necessitated because of retirement, promotion,
transfer or dismissal. Each new manager brings his own ideas and way of working in the
organization.
2)a) Elaborate the Organisation life cycle .
Entrepreneurial stage :
It is the conceptual stage where the new product is defined, its market is identified and
development plan is executed.
Leadership Focus is on successful development of prototype or marketable product, while
able to manage the necessary finance.
Organization size is small, its reporting structure is flat and non-bureaucratic, and founder
bears the responsibility of managing all aspects of the organization.
The culture is informal, promotes innovation and risk-taking, the decision making is
centralized and mostly lies with the founder, long working hours are expected.
The specialization and growth are limited to the core functionalities like R&D,
manufacturing or service. The staff is usually highly skilled with relevant experience in
the core functions and the supporting staff is minimal.
Individual effectiveness is most important at this stage.
Expansion :
The organization emerges from entrepreneurial stage if it succeeds in its initial goal of
product creation and had secured finance and perhaps few customers. It then enters the
commercialization stage where it has to build the product in larger quantities, reach wider
customers and become a profitable venture.
Leadership focus is on making the product work well and to increase the sales and
revenue.
The organization size needs to grow since it needs more resources for larger production
and sales. While a consistent growth in core functionality continues, additional growth
occurs in sales and marketing.
Consolidation :
The expansion phase results in an expanded operation related to production like purchasing,
inventory control, etc and also diversely deployed sales staff. The organization was geared
towards maximizing its production and sales capacity. In consolidation stage, the focus shifts
towards cost control, productivity and profit.
The leadership focus is on achieving the organizational effectiveness.
The organization size is almost stable, the expansion stage might have lead to some
redundancies in core functions, but consolidation stage might include additional
manpower in supporting functions. The growth can occur in additional staff related to
quality control, customer support, administrative functions and marketing. Unlike
growth stage when the size increases linearly, the consolidation stage involves both
downsizing and hiring.
Decline :
An organization enters the decline phase when it experiences continuous reduction in
resources and revenue over a substantial period of time. Ironically, the decline can be
recognized with certainty only when it is too late to recover from it, early signs are often
mistaken to be temporary. The decline can occur after any growth stage, not necessarily after
consolidation stage; also growth does not always lead to decline, there is also possibility of
long period of stagnation.
2)b) What are the functions of organisation ?
i). To define the role of the individual:
An individual employed in an enterprise must know his role, position and relationship with
other personnel in his department and with others. Organisation becomes necessary so that
the persons involved in the enterprise can identify themselves in the enterprise. It is through
the organisation that one can know his position and role in the unit. He can relate his position
with other members of the enterprise.
ii). Determination of authority:
The assignment of a certain role proposes the granting of certain authority so that
performance can be possible. Organisation is necessary to define the authority i.e., the rights
and powers of men in different positions which would help them to discharge their assigned
roles.
iii). Fixation of responsibility:
Each individual is assigned a certain duty organisational structure defines what performance
is expected of a member of the unit of the department of the enterprise. Absence or faulty
determination of responsibility will lead to irresponsible functions, behaviour and attitudes.
iv) Specialisation:
Modern production and management techniques are based on the idea of specialization which
means the performance of different parts of a job by persons specifically suited for them.
Organisation is basically required to promote specialization. Efficient and smooth functioning
is possible when different elements of a job are performed by experts and their efforts are
pooled to attain the desired and product.
v) Coordination:
Since the pattern of managerial operations is to be based on die division' of labour, there
arises the need of coordinating the activities of various individuals or that of different
departments. They perform diverse, activities and these have to be woven into the main
fabric.
vi) Proper utilisation of human resources:
The most important thing for enterprises is to make the best possible use of its human
resources. There must not be wastage or misapplication of human efforts. This is of great
importance for economy as well as for the achievement of objectives.
It can be possible only by suitable organisation, which avoid all bottlenecks-chances of work
being held up and allow smooth flow of performances.
vii) Efficient functioning:
Efficiency is to be the watchword of an enterprise, all the factors mentioned above will have
a great impact on the efficient functioning of the enterprise, and Organisation avoids all
duplication in jobs, overlapping and wastage. It promotes speedy, smooth and efficient
functioning of the enterprise.
3)a) Explain the types of organisation structure .
Organisations can be structured in different ways:
by function, for example, operations, marketing, finance, fundraising, etc
by region
by product, for example, books, support, consultancy, delivery
in work teams, for example, client/customer groups.
Hierarchical structures :
Many organisations structure themselves in a traditional and recognisable way using a
hierarchy. The dictionary definition of hierarchy is a series of ordered groupings of people or
things within a system. Hierarchy describes reporting levels and the status of people in the
structure.
Flat structures :
Taking out levels of hierarchy creates a flatter organisation structure.
Informal structures :
Many organisations develop informal, sometimes invisible structures. These are based on the
reality of day-to-day interactions at work. They are very important, as they can pass on
communications (or rumours), they can be friendly and supportive (or form cliques). They
can also influence decisions, as there is knowledge and discussion at an informal level. The
influence of these networks is significant.
Changing structure :
If you are considering a structural change, you need to recognise that any formal change in
the way an organisation operates will work only if consistent changes happen at the informal
level of interpersonal relationships and social expectations.
No structure :
It is difficult to imagine any organisation without a structure. Even groups of young children
start to establish a network or informal hierarchy. In the beginnings of a new organisation
there may be no formal structure but often this changes over time.
3)b) Explain the roles and responsibilities of leadership
Effective leadership is not happenstance; it follows specific rules revolving around these four
basic areas of responsibility. Leadership skills can be learned and developed, even if an
individual does not have a natural tendency toward leadership.
Directing :
Directing refers to how to keep work tasks and activities on the right track. A leader‘s
direction is what makes or breaks problem solving as well as determines the effectiveness of
an approach to an assignment or task, the maintaining of momentum until its completion, and
whether it is done by deadline.
Remain visible :
Leaders understand the power of their presence at all times. Nothing deflates the workforce‘s
motivation and desire to achieve more than to be left on their own with no visible means of
support or direction.
Coaching :
Coaching refers to when a leader knows where he or she wants to go and remains in control
of the task but needs to lead others in developing a mutual support network. Coaching instills
the desire to achieve and builds a dialogue bridge between the leader and those under his or
her charge. This motivates employees and positively changes attitudes toward the work
assignment.
Supporting :
Managers cannot be effective leaders unless they actively hone their supporting skills. People
look warmly on leaders who actively work to support them emotionally as well as physically.
Delegating :
Leaders know and understand their people. They know their strengths and weaknesses as well
as what motivates and frustrates them. Effective delegating relies on the ability to select the
proper person for the specific task or role.
Monitoring :
Leaders monitor and weigh these individual decisions, but never advance their own
leadership position for a particular course of action unless they assess it to be the best one.
4)a) Elaborate Organisational change process .
Stage 1: Unfreeze - this is the first of Lewin's change transition stages, where people are
taken from a state of being unready to change to being ready and willing to make the first
step.
The Unfreezing stage is probably one of the more important stages to understand in the world
of change we live in today. This stage is about getting ready to change. It involves getting to
a point of understanding that change is necessary, and getting ready to move away from our
current comfort zone.
This first stage is about preparing ourselves, or others, before the change (and deally creating
a situation in which we want the change). The more we feel that change is necessary, the
more urgent it is, the more motivated we are to make the change.
Stage 2: Change (Transition) - once you have unfrozen the people, the next question is how
you keep them going.Kurt Lewin was aware that change is not an event, but rather a process.
He called that process a transition. Transition is the inner movement or journey we make in
reaction to a change. This second stage occurs as we make the changes that are needed.
People are 'unfrozen' and moving towards a new way of being.
Stage 3: Freezing (or Refreezing) - refreezing is the third of Lewin's change transition stages,
where people are taken from a state of being in transition and moved to a stable and
productive state. Kurt Lewin refers to this stage as freezing although a lot of people refer to it
as 'refreezing'. As the name suggests this stage is about establishing stability once the changes
have been made. The changes are accepted and become the new norm. People form new
relationships and become comfortable with their routines.
In today‘s world of change the next new change could happen in weeks or less. There is just
no time to settle into comfortable routines. This rigidity of freezing does not fit with modern
thinking about change being a continuous, sometimes chaotic process in which great
flexibility is demanded. So popular thought has moved away from the concept of freezing.
Instead, we should think about this final stage as being more flexible. This way 'Unfreezing'
for the next change might be easier.
4)b) Write a short note on vision, mission ,values .
Mission :
A mission statement communicates the organization‘s reason for being, and how it aims to
serve its key stakeholders. Customers, employees, and investors are the stakeholders most
often emphasized, but other stakeholders like government or communities (i.e., in the form of
social or environmental impact) can also be discussed. Mission statements are often longer
than vision statements. Sometimes mission statements also include a summation of the firm‘s
values. Values are the beliefs of an individual or group, and in this case the organization, in
which they are emotionally invested. The Starbucks mission statement describes six guiding
principles that, as you can see, also communicate the organization‘s values
Vision :
A vision statement, in contrast, is a future-oriented declaration of the organization‘s purpose
and aspirations. In many ways, you can say that the mission statement lays out the
organization‘s ―purpose for being,‖ and the vision statement then says, ―based on that
purpose, this is what we want to become.‖ The strategy should flow directly from the vision,
since the strategy is intended to achieve the vision and thus satisfy the organization‘s mission.
Typically, vision statements are relatively brief, as in the case of Starbuck‘s vision statement,
which reads: ―Establish Starbucks as the premier purveyor of the finest coffee in the world
while maintaining our uncompromising principles as we grow.
Value :
Any casual tour of business or organization Web sites will expose you to the range of forms
that mission and vision statements can take. To reiterate, mission statements are longer than
vision statements, often because they convey the organizations core values. Mission
statements answer the questions of ―Who are we?‖ and ―What does our organization value?‖
Vision statements typically take the form of relatively brief, future-oriented statements—
vision statements answer the question ―Where is this organization going?‖ Increasingly,
organizations also add a values statement which either reaffirms or states outright the
organization‘s values that might not be evident in the mission or vision statements.
5)a) The Role of leadership in an Organisation .
Leadership is the action of leading employees to achieve goals. It plays an important role in
employee performance and productivity. Learn about how leaders influence employee
behavior in this lesson. Leadership is the action of leading people in an organization towards
achieving goals. Leaders do this by influencing employee behaviors in several ways. A leader
sets a clear vision for the organization, motivates employees, guides employees through the
work process and builds morale.
Setting a clear vision means influencing employees to understand and accept the future state
of the organization. A unit of young soldiers may not believe in a particular mission ordered
by their commanding officer. A good leader will influence the soldiers to perform their
duties by explaining the vision and the importance of their role in the outcome. The soldiers
will be more apt to follow.
Motivating employees means to find out enough about the needs and wants of employees,
giving them what they need and providing praise for a job well done. Being far from home
is lonely for a young soldier. A good leader knows this and will communicate with his unit
to learn more about their needs and wants. It may be as simple as giving the soldiers a sweet
treat for their efforts.
Guiding employees, it is important to define their role in the work process and provide them
with tools needed to perform and participate in their efforts along the way. Some military
maneuvers are difficult. Often, orders are to perform tasks that involve intricate details, like
explaining how to dig a tunnel past enemy lines. A good leader will explain the tasks,
provide the digging tools, direct the work and be available to assist the soldiers if they run
into a problem.
Building morale involves pulling everyone together to work towards a common goal. Let's
face it - fighting in a war is stressful. Soldiers are often placed in high-stress situations. This
can cause the unit to lose their focus or, worse yet, shut down emotionally. A good leader
will let the soldiers know how much their work is appreciated. A simple gesture like
throwing an impromptu party to recognize the unit's small victories can reignite the soldier's
spirits.
5)b) Explain the basic principles of an organisation
Principle of objective: The organizational goal should be formulated for the business as
whole and organization should be framed to achieve that goal. Departmental goals should be
developed so that ultimate common goal should be attained. If the common organizational
goal is not decided, departments may set their own goals and there may be occurrence of
conflict about the common objective.
Division of work: the organization should be framed in a manner such that every individual
should get work according to his ability, skills and knowledge. The employees should do that
work continuously to achieve specialization that particular work. This will increase his
efficiency.
Authority and responsibility: The amount of authority decreases as we go downward in the
organizational level. For every given work or responsibility there must be provision of
authority to get that work done. The manager can delegate his authority to his subordinates to
complete the task but responsibility to complete that work can not be delegated, only
manager would be answerable for the given work not his subordinates.
Unity of command: There should be unity of command in the organization. An employee
should be controlled by one boss. He should get orders from one superior and should report
to the same superior. If a person is under the control of more than one person then there
would be confusions and conflicts. Unity of command would lead to better coordination and
controlling.
Span of control: There should be proper span of control. Span of control is the number of
subordinate reporting directly to a manger. The number of subordinates should be in such
manner so that supervision can be done effectively. If span is not planned appropriately
efficiency of workers will be affected.
Scalar chain: There should be proper chain of supervisor from top level to lower level in
vertical direction. This also shows the direction of communication in the organization. This
suggests that communication should pass through each position placed in the chain.
UNIT-2
SECTION-A
1)What is meant by Frame work ?
Frame work is the architecture used to implement the standard structure of an application for
a specific operating system, management tool used in fundamental development of projects in
order to make an action in the future within a particular period of time .
2) Define feed back .
―Simple causal reasoning about a feedback system is difficult because the first system
influences the second and second system influences the first, leading to a circular argument.
This makes reasoning based upon cause and effect tricky, and it is necessary to analyze the
system as a whole."
-Steven
Robbins
3) What is Rethinking ?
Rethinking is an attitude in order to modify the role of activity which is a tool for re
establishment of any action that which held in the future but it should be differ from the
already done action that which is in the incorrect manner .
4)What is group ?
A collection of individuals who have regular contact and frequent interaction , mutual
influence, common feelings of camaraderie , and who work together to achieve the common
set of goals . This is known as group .
5)What is Job ?
A job is an activity, often regular, and often performed in exchange for payment. A person
usually begins a job by becoming an employee, volunteering, or starting a business. The
duration of a job may range from an hour (in the case of odd jobs) to a lifetime (in the case of
some judges). The activity that requires a person's mental or physical effort is work (as in "a
day's work") .
SECTION - B
1)a) Eloborate group vs Team
Group :
A common definition of a group is three or more individuals that interact about a common
goal and have influence over one another. Three components of a group are size, goal
orientation, and influence.
Team :
A common definition of a team is that it comprises a group of people. A group can develop
into a team if it has a coordinated effort to reach a common goal. Teams are typically more
close-knit groups of people who work together over a long period of time to accomplish a
goal.
A group doesn't necessarily constitute a team because a team requires a coordinated effort. A
team is more specialized in that it includes common resources and collective effort.
Characteristics of a group are interdependence, interaction, synergy, common goals,
shared norms, and cohesiveness. A group can be informal, such as 3-12 people that are in a
meeting to discuss a business problem. Teams are structured more formally and are
sometimes assigned. Teams have a purpose, specific goals, and assigned duties.
Teams need to have different members with special roles in order to help achieve a common
goal.
On the other hand, groups are often comprised of people with similar abilities and goals and
may not have participating members with different skill sets. Groups come together more
casually and will typically have less structured meetings than teams. A successful business
needs both groups and teams in order to function effectively. Groups may come together to
solve less complex issues in meetings, while teams will be structured and formed in order to
solve more difficult issues that take a longer time to solve.
1)b) Explain the various levels of work groups
Dependent-level work groups :
Dependent-level work groups are the traditional work unit or department groups with a
supervisor who plays a strong role as the boss. Almost everyone has had some experience
with this work setup, especially in a first job.
Each person in a dependent-level work group has his or her own job and works under the
close supervision of the boss. The boss is in charge and tells the employees the do's and
don'ts in their jobs. Helping each other and covering for one another do not occur often and
do so mostly under the direction of the supervisor. In fact, most problem solving, work
assignments, and other decisions affecting the group come from the supervisor.
A dependent-level work group can perform well in the short term. But for the long run,
because group members operate separately and mostly at the direction of the supervisor, such
work groups don't seem to go anywhere. Maintaining the status quo and keeping operations
under control are what they do best. Creating improvements, increasing productivity, and
leveraging resources to support one another are quite uncommon with dependent-level work
groups.
Dependent-level work groups :
Dependent-level work groups are the traditional work unit or department groups with a
supervisor who plays a strong role as the boss. Almost everyone has had some experience
with this work setup, especially in a first job.
Each person in a dependent-level work group has his or her own job and works under the
close supervision of the boss. The boss is in charge and tells the employees the do's and
don'ts in their jobs. Helping each other and covering for one another do not occur often and
do so mostly under the direction of the supervisor. In fact, most problem solving, work
assignments, and other decisions affecting the group come from the supervisor.
A dependent-level work group can perform well in the short term. But for the long run,
because group members operate separately and mostly at the direction of the supervisor, such
work groups don't seem to go anywhere. Maintaining the status quo and keeping operations
under control are what they do best. Creating improvements, increasing productivity, and
leveraging resources to support one another are quite uncommon with dependent-level work
groups.
Interdependent-level work groups:
Members of an interdependent-level work group rely on each other to get the work done.
Sometimes members have their own roles and at other times they share responsibilities. Yet,
in either case, they coordinate with one another to produce an overall product or set of
outcomes. When this interdependence exists, you have a team. And by capitalizing on
interdependence, the team demonstrates the truth of the old saying: The whole is greater than
the sum of its parts.
2)a) Explain the stages of group development .
Forming :
In the first stage of team building, the forming of the team takes place. The individual's
behavior is driven by a desire to be accepted by the others, and avoid controversy or conflict.
Serious issues and feelings are avoided, and people focus on being busy with routines, such
as team organization, who does what, when to meet each other, etc. Individuals are also
gathering information and impressions – about each other, and about the scope of the task and
how to approach it. This is a comfortable stage to be in, but the avoidance of conflict means
that not much actually gets done. The team meets and learns about the opportunities and
challenges, and then agrees on goals and begins to tackle the tasks. Team members tend to
behave quite independently. They may be motivated but are usually relatively uninformed of
the issues and objectives of the team. Team members are usually on their best behavior but
very focused on themselves. Mature team members begin to model appropriate behavior even
at this early phase.
Storming:
In the storming stage, enough initial trust has been developed between team members that
they start to feel comfortable expressing discontent and challenging others' opinions. This
stage is necessary to the growth of the team. It can be contentious, unpleasant and even
painful to members of the team who are averse to conflict. Tolerance of each team member
and their differences should be emphasized. Without tolerance and patience the team will fail.
This phase can become destructive to the team and will lower motivation if allowed to get out
of control. Some teams will never develop past this stage.
Norming :
The team manages to have one goal and come to a mutual plan for the team at this stage.
Some may have to give up their own ideas and agree with others to make the team function.
In this stage, all team members take the responsibility and have the ambition to work for the
success of the team's goals. The danger here is that members may be so focused on
preventing conflict that they are reluctant to share controversial ideas.
Performing :
It is possible for some teams to reach the performing stage. These high-performing teams can
function as a unit as they find ways to get the job done smoothly and effectively without
inappropriate conflict or the need for external supervision. By this time, they are motivated
and knowledgeable. The team members are now competent, autonomous and able to handle
the decision-making process without supervision. Dissent is expected and allowed as long as
it is channeled through means acceptable to the team.
2)b) Explain the reason for the Organisational change .
Organizational change is a structured approach in an organization for ensuring that changes
are smoothly and successfully implemented to achieve lasting benefits.
Reasons for change
Globalization and the constant innovation of technology result in a constantly evolving
business environment. Phenomena such as social media and mobile adaptability have
revolutionized business and the effect of this is an ever increasing need for change, and
therefore change management. The growth in technology also has a secondary effect of
increasing the availability and therefore accountability of knowledge. Easily accessible
information has resulted in unprecedented scrutiny from stockholders and the media and
pressure on management.
With the business environment experiencing so much change, organizations must then learn
to become comfortable with change as well. Therefore, the ability to manage and adapt to
organizational change is an essential ability required in the workplace today. Yet, major and
rapid organizational change is profoundly difficult because the structure, culture, and routines
of organizations often reflect a persistent and difficult-to-remove "imprint" of past periods,
which are resistant to radical change even as the current environment of the organization
changes rapidly.[10]
Due to the growth of technology, modern organizational change is largely motivated by
exterior innovations rather than internal moves. When these developments occur, the
organizations that adapt quickest create a competitive advantage for themselves, while the
companies that refuse to change get left behind. This can result in drastic profit and/or market
share losses.
Organizational change directly affects all departments from the entry level employee to
senior management. The entire company must learn how to handle changes to the
organization.
3)a) Elaborate how to manage the Organisational change .
Regardless of the many types of organizational change, the critical aspect is a company‘s
ability to win the buy-in of their organization‘s employees on the change. Effectively
managing organizational change is a four-step process:
Recognizing the changes in the broader business environment
Developing the necessary adjustments for their company‘s needs
Training their employees on the appropriate changes
Winning the support of the employees with the persuasiveness of the
appropriate adjustments
As a multi-disciplinary practice that has evolved as a result of scholarly
research, organizational change management should begin with a systematic
diagnosis of the current situation in order to determine both the need for
change and the capability to change. The objectives, content, and process of
change should all be specified as part of a Change Management plan.
Change management processes should include creative marketing to enable
communication between changing audiences, as well as deep social
understanding about leadership‘s styles and group dynamics. As a visible
track on transformation projects, Organizational Change Management aligns
groups‘ expectations, communicates, integrates teams and manages people
training. It makes use of performance metrics, such as financial results,
operational efficiency, leadership commitment, communication effectiveness,
and the perceived need for change to design appropriate strategies, in order to
avoid change failures or resolve troubled change projects.
3)b) Explain the importance of Organisation change .
Change is important in coping with emerging technological advancements in the society.
Transforming the business in line with new technologies helps it to edge out its competitors,
thanks to increased productivity. The introduction of CDs in the 1980s is a prime example of
the significance of change in technological developments. Record firms that adopted this
technology realized profits because producing CDs was cheaper than LPs. Incorporating
change in line with technology helps the development of new procedures for carrying out
various needed tasks.
Change becomes a necessity when an organization finds itself in a crisis. It helps it rectify
some of its processes or activities that may have become ineffective. Initiating changes to
discard these processes assists the organization to withstand the turbulent times. Furthermore,
the changes spare the firm from extra expenses of sustaining the ineffectual processes. The
understanding of that change is important in combating challenges such as fears of lay-offs,
incompatible corporate cultures and increased turnover -- which often arise from acquisitions
and mergers.
Change helps the organization cope with globalization, which can be a threat or opportunity.
Globalization has made it possible for companies to produce goods and services at lower
costs in some areas than in others. In coping with globalization, businesses need to
understand the cultural and regional differences in various markets. Such an understanding
equips them with the knowledge to develop strategies for these markets. Other external
factors that warrant the need for change include decreased or increased market opportunities,
legislation and competition.
Many companies initiate change to improve their organizational culture. Changing the
organizational culture, which could include basic beliefs, values, feelings, and internal and
external relationships, can improve its efficiency and productivity. Effective organizational
culture also attracts new customers, increases customer satisfaction, reduces costs of
operations and increases worker retention. The top management of the organization is
responsible for driving the culture change and needs to incorporate the workers in
implementing these changes. Business owners need to retain the commitment of their
employees during the process.
4)a) What are driving forces of change Management .
Driving forces are forces outside the firm (external factors) that trigger the change of strategy
in an organization. Industry conditions change because important forces (the most dominant
ones that have the biggest influence on what kinds of changes will take place in the industry‘s
structure and competitive environment) are driving industry participants (competitors,
customers, or suppliers) to alter their actions, and thus the driving forces in an industry are
the major underlying causes of changing industry and competitive conditions. Driving forces
analysis has two steps: identifying what the driving forces are and assessing the impact they
will have on the industry.
The Most Common Driving Forces
Many forces can affect an industry powerfully enough to qualify as driving forces. Some are
unique and specific to a particular industry situation, but most drivers of change fall into one
of the following categories:
1. The Internet and new e-commerce opportunities and threats it breeds in the industry;
2. Increasing globalization of the industry;
3. Changes in the long-run industry growth rate;
4. Changes in who buys the products and how they use it.
5. Product innovation;
6. Technological change;
7. Market innovation;
8. Entry or exit of major firms;
9. Diffusion of technical know-how across more companies and more countries;
10. Changes in cost and efficiency
11. Growing buyer for preferences for differentiated products instead of a commodity
product (or for a more standardized product instead of strongly differentiated
products);
12. Regulatory influences and government policy changes;
13. Changing societal concerns, attitudes, and lifestyles;
14. Reductions in uncertainty and business risk.
Sound analysis of an industry‘s driving forces is a prerequisite to sound strategy
making. Without keen awareness of what external factors will produce the biggest
potential changes in the company‘s business over the next one to three years, managers
will ill prepare to craft (pay attention to the usage of this word—why not use MAKE) a
strategy tightly matched to emerging conditions. Similarly, if managers are uncertain
about the implications of each driving force or if their views are incomplete or off-base,
it‘s difficult for them to craft a strategy that is responsive to the driving forces and their
consequences for the industry. So driving forces is not something to take lightly; it has
practical strategy-making value and is basic to the task of thinking strategically about
where the industry is headed and how to prepare for the changes.
4)b) Explain why people in organaisation resist change .
1. Misunderstanding about the need for change/when the reason for the change is unclear — If
staff do not understand the need for change you can expect resistance. Especially from those
who strongly believe the current way of doing things works well…and has done for twenty
years!
2. Fear of the unknown — One of the most common reasons for resistance is fear of the
unknown. People will only take active steps toward the unknown if they genuinely believe –
and perhaps more importantly, feel – that the risks of standing still are greater than those of
moving forward in a new direction
3. Lack of competence — This is a fear people will seldom admit. But sometimes, change in
organizations necessitates changes in skills, and some people will feel that they won‘t be able
to make the transition very well
4. Connected to the old way — If you ask people in an organization to do things in a new way,
as rational as that new way may seem to you, you will be setting yourself up against all that
hard wiring, all those emotional connections to those who taught your audience the old way –
and that‘s not trivial
5. Low trust — When people don‘t believe that they, or the company, can competently manage
the change there is likely to be resistance
6. Temporary fad — When people belief that the change initiative is a temporary fad
7. Not being consulted — If people are allowed to be part of the change there is less resistance.
People like to know what‘s going on, especially if their jobs may be affected. Informed
employees tend to have higher levels of job satisfaction than uninformed employees
8. Poor communication — It‘s self evident isn‘t it? When it comes to change management
there‘s no such thing as too much communication
9. Changes to routines — When we talk about comfort zones we‘re really referring to routines.
We love them. They make us secure. So there‘s bound to be resistance whenever change
requires us to do things differently
10. Exhaustion/Saturation — Don‘t mistake compliance for acceptance. People who are
overwhelmed by continuous change resign themselves to it and go along with the flow. You
have them in body, but you do not have their hearts. Motivation is low
5) a) Explain in detail about Change management .
It is not uncommon for an organization to choose to conduct a project that will have
impact on the organization itself. Examples:
– New Time and Attendance System
– New email system
– Transition from paper to electronic Requisitions
– Change from primarily print to primarily electronic media
– Introduction of a new technology (e.g. EDMS)
– Distribution of workers in new office space
Upper Management undertakes these projects because they believe that there is
sufficient gain to the organization to warrant the expense.
And Upper Management usually moves forward on the basis that since it is in
everyone‘s best interest, those individuals affected will of course endorse the project
and work to make it a success.
And all too often Upper Management receives a rude shock.
It can be very difficult to introduce change to an organization. Failure to recognize
and deal with this fact has been the cause of many project failures.
Organizational Change Management can be of serious concern to any organization
whose projects will require change either in its customers or within the organization
itself.
So we will focus on Organizational Change here, in an effort to give you some insight
on how to more effectively manage the People side of technology projects.
Minimizing the size and duration of this Productivity Dip is dependent upon quickly
creating acceptance to the strategic plan and all that it entails.
But gaining that acceptance is often a difficult process, as some employees will, for
various reasons, seek to block the change
Resistance is a natural and inevitable reaction in an organization. You can expect it
Resistance is sometimes hidden, so it may be necessary to take active steps to find it
There are many reasons for resistance; it is important to understand it
We manage resistance by working with people, and helping them deal with their
concerns
There are many ways to build acceptance. It is important to be flexible. But persist.
5)b) Explain the types of groups .
Within many organisations different groups are formed at different levels, formal groups,
informal groups, primary groups and secondary groups. Some groups maybe deliberately
formed, some groups are formed through an informal setting. Below we discuss briefly four
forms of groups which are found within a company.
Formal Group :
A formal group is created within an organisation to complete a specific role or task. This may
be a one off objective such as the launch of a particular product or service or a
permanent/ongoing objective such as the provision of Information Technology (IT).
Informal Group:
Informal groups are established by individuals who decide they want to interact with each
other. Informal groups usually do not have a specific purpose; often the group forms because
the group members regularly happen to be in the same location or because they enjoy each
other's company. For example people may form a group because they sit close together in an
office or live together in a house.
Primary Group :
A primary group is made up of a small group of people who interact regularly. A small team
with a leader is an example of a primary group. A family can also be called a primary group.
Within the primary group, values, beliefs and culture are all very important.
Secondary Group :
When a large number of people get together (who do not normally get together) it is called a
secondary group. Secondary group members do not get the opportunity to get to know each
other as well as primary group members because the interaction with each other is less than in
a primary group. When a secondary group is formed, individuals usually have their own
agenda and goals. The relationship they form is not long term and social interaction within a
secondary group is likely to be low.
UNIT-3
Section-A
1)What is culture in an organisation ?
Organizational culture is the behavior of humans within an organization and the meaning that
people attach to those behaviors. Culture includes the organization's vision, values, norms,
systems, symbols, language, assumptions, beliefs, and habits. It is also the pattern of such
collective behaviors and assumptions that are taught to new organizational members as a way
of perceiving, and even thinking and feeling.
2) Write a short note on Organisation climate .
Organizational climate (sometimes known as Corporate Climate) is the process of
quantifying the ―culture‖ of an organization, it precedes the notion of organizational culture.
It is a set of properties of the work environment, perceived directly or indirectly by the
employees, that is assumed to be a major force in influencing employee behavior.
3) What are the two approaches of Culture in organisation ?
The cognitive schema approach regards the concept of climate as an individual perception
and cognitive representation of the work environment. From this perspective climate
assessments should be conducted at an individual level.
The shared perception approach emphasizes the importance of shared perceptions as
underpinning the notion of climate. Organisational climate has also been defined as "the
shared perception of the way things are around here".There is great deal of overlap in the two
approaches..
4) What is meant by Politics ?
Politics is the practice and theory of influencing other people on a global, civic or individual
level. More narrowly, it refers to achieving and exercising positions of governance —
organized control over a human community .It is the study or practice of the distribution of
power and resources within a given community
5) What is Power ?
Power is the ability to influence or control the behavior of people. The term authority is often
used for power perceived as legitimate by the social structure. Power can be seen as evil
or unjust, but the exercise of power is accepted as endemic to humans as social beings. In the
corporate environment, power is often expressed as upward or downward.
Section-B
1)a) Explain the dimensions of Organisation culture .
Power distance index (PDI): "Power distance is the extent to which the less powerful
members of organizations and institutions (like the family) accept and expect that power
is distributed unequally." Cultures that endorse low power distance expect and accept
power relations that are more consultative or democratic.
Individualism (IDV) vs. collectivism: "The degree to which individuals are integrated
into groups". In individualistic societies, the stress is put on personal achievements and
individual rights. People are expected to stand up for themselves and their immediate
family, and to choose their own affiliations. In contrast, in collectivist societies,
individuals act predominantly as members of a lifelong and cohesive group or
organization (note: "The word collectivism in this sense has no political meaning: it
refers to the group, not to the state"). People have large extended families, which are used
as a protection in exchange for unquestioning loyalty.
Uncertainty avoidance index (UAI): "a society's tolerance for uncertainty and ambiguity".
It reflects the extent to which members of a society attempt to cope with anxiety by
minimizing uncertainty. People in cultures with high uncertainty avoidance tend to be
more emotional. They try to minimize the occurrence of unknown and unusual
circumstances and to proceed with careful changes step by step planning and by
implementing rules, laws and regulations. In contrast, low uncertainty avoidance cultures
accept and feel comfortable in unstructured situations or changeable environments and
try to have as few rules as possible. People in these cultures tend to be more pragmatic,
they are more tolerant of change.
Masculinity (MAS), vs. femininity: "The distribution of emotional roles between
the genders". Masculine cultures' values are competitiveness, assertiveness, materialism,
ambition and power, whereas feminine cultures place more value
on relationships and quality of life. In masculine cultures, the differences between gender
roles are more dramatic and less fluid than in feminine cultures where men and women
have the same values emphasizing modesty and caring. As a result of the taboo on
sexuality in many cultures, particularly masculine ones, and because of the obvious
gender generalizations implied by Hofstede's terminology, this dimension is often
renamed by users of Hofstede's work, e.g. to Quantity of Life vs. Quality of Life.
Long-term orientation (LTO), vs. short term orientation: First called "Confucian
dynamism", it describes societies' time horizon. Long-term oriented societies attach more
importance to the future. They foster pragmatic values oriented towards rewards,
including persistence, saving and capacity for adaptation. In short term oriented societies,
values promoted are related to the past and the present, including steadiness, respect for
tradition, preservation of one's face, reciprocation and fulfilling social obligations.
Indulgence versus restraint (IVR): The extent to which members of a society try to
control their desires and impulses. Whereas indulgent societies have a tendency to allow
relatively free gratification of basic and natural human desires related to enjoying life and
having fun, restrained societies have a conviction that such gratification needs to be
curbed and regulated by strict norms.
1)b) Differentiate Power vs Tactics .
Power may be held through:
Authority
Delegated authority (for example in the democratic process)
Social class (material wealth can equal power)
Resource currency (material items such as money, property, food)
Personal or group charisma (including public opinion)
Ascribed power (acting on perceived or assumed abilities, whether these bear testing or
not)
Expertise (ability, skills) (the power of medicine to bring about health; another famous
example would be "in the land of the blind, the one-eyed man is king" – Desiderius
Erasmus)
Persuasion (direct, indirect, or subliminal)
Knowledge (granted or withheld, shared or kept secret)
Force (law) (violence, military might, coercion).
Moral persuasion (including religion)
Operation of group dynamics (such as public relations)
Social influence of tradition (compare ascribed power)
Tactics :
In everyday situations people use a variety of power tactics to push or prompt people into
particular action. There are plenty of examples of power tactics that are quite common and
employed every day. Some of these tactics include bullying, collaboration, complaining,
criticizing, demanding, disengaging, evading, humor, inspiring, manipulating, negotiating,
socializing, and supplicating. These power tactics can be classified along three different
dimensions: softness, rationality, and laterality
Soft and Hard :
Soft tactics take advantage of the relationship between person and the target. They are
more indirect and interpersonal (e.g., collaboration, socializing). Conversely, hard
tactics are harsh, forceful, direct, and rely on concrete outcomes. However, they are
not more powerful than soft tactics. In many circumstances, fear of social exclusion
can be a much stronger motivator than some kind of physical punishment.
Rational and nonrational :
Rational tactics of influence make use of reasoning, logic, and sound judgment,
whereas nonrational tactics rely on emotionality and misinformation. Examples of
each include bargaining and persuasion, and evasion and put downs, respectively.
2)a) What are the five bases of power ?
Legitimate power
Also called "Positional power," it is the power of an individual because of the relative
position and duties of the holder of the position within an organization. Legitimate power is
formal authority delegated to the holder of the position. It is usually accompanied by various
attributes of power such as uniforms, offices etc.
Referent Power ;
Referent power is the power or ability of individuals to attract others and build loyalty. It is
based on the charisma and interpersonal skills of the power holder. A person may be admired
because of specific personal trait, and this admiration creates the opportunity for
interpersonal influence. Here the person under power desires to identify with these personal
qualities, and gains satisfaction from being an accepted
follower. Nationalism and patriotism count towards an intangible sort of referent power. For
example, soldiers fight in wars to defend the honor of the country. This is the second least
obvious power, but the most effective.
Expert Power :
Expert power is an individual's power deriving from the skills or expertise of the person and
the organization's needs for those skills and expertise. Unlike the others, this type of power is
usually highly specific and limited to the particular area in which the expert is trained and
qualified. When you have knowledge and skills that enable you to understand a situation,
suggest solutions, use solid judgment, and generally outperform others, people will have
reason to listen to you. When you demonstrate expertise, people tend to trust you and respect
what you say. As a subject matter expert, your ideas will have more value, and others will
look to you for leadership in that area.
Reward power :
Reward power depends on the ability of the power wielder to confer valued material rewards,
it refers to the degree to which the individual can give others a reward of some kind such as
benefits, time off, desired gifts, promotions or increases in pay or responsibility. This power
is obvious but also ineffective if abused. People who abuse reward power can become pushy
or be reprimanded for being too forthcoming or 'moving things too quickly'. If others expect
that you'll reward them for doing what you want, there's a high probability that they'll do it.
Coercive power :
Coercive power is the application of negative influences. It includes the ability to demote or
to withhold other rewards. The desire for valued rewards or the fear of having them withheld
that ensures the obedience of those under power. Coercive power tends to be the most
obvious but least effective form of power as it builds resentment and resistance from the
people who experience it.
2)b) What are the forms of power in various approaches ?
1. Power as a Perception: Power is a perception in a sense that some people can have
objective power, but still have trouble influencing others. People who use power cues
and act powerfully and proactively tend to be perceived as powerful by others. Some
people become influential even though they don't overtly use powerful behavior.
2. Power as a Relational Concept: Power exists in relationships. The issue here is often
how much relative power a person has in comparison to one's partner. Partners in
close and satisfying relationships often influence each other at different times in
various arenas.
3. Power as Resource Based: Power usually represents a struggle over resources. The
more scarce and valued resources are, the more intense and protracted are power
struggles. The scarcity hypothesis indicates that people have the most power when
the resources they possess are hard to come by or are in high demand. However,
scarce resource leads to power only if it's valued within a relationship.
4. The Principle of Least Interest and Dependence Power:The person with less to lose
has greater power in the relationship. Dependence power indicates that those who are
dependent on their relationship or partner are less powerful, especially if they know
their partner is uncommitted and might leave them. According to interdependence
theory, quality of alternatives refers to the types of relationships and opportunities
people could have if they were not in their current relationship. The principle of least
interest suggests that if a difference exists in the intensity of positive feelings between
partners, the partner who feels the most positive is at a power disadvantage. There's
an inverse relationship between interest in relationship and the degree of relational
power.
5. Power as Enabling or Disabling: Power can be enabling or disabling. Research has
been shown that people are more likely to have an enduring influence on others when
they engage in dominant behavior that reflects social skill rather than intimidation.
Personal power is protective against pressure and excessive influence by others
and/or situational stress. People who communicate through self-confidence and
expressive, composed behavior tend to be successful in achieving their goals and
maintaining good relationships. Power can be disabling when it leads to destructive
patterns of communication. This can lead to the chilling effect where the less
powerful person often hesitates to communicate dissatisfaction, and the demand
withdrawal pattern which is when one person makes demands and the other becomes
defensive and withdraws. Both effects have negative consequences for relational
satisfaction.
6. Power as a Prerogative: The prerogative principle states that the partner with more
power can make and break the rules. Powerful people can violate norms, break
relational rules, and manage interactions without as much penalty as powerless
people. These actions may reinforce the powerful person's dependence power. In
addition, the more powerful person has the prerogative to manage both verbal and
nonverbal interactions. They can initiate conversations, change topics, interrupt
others, initiate touch, and end discussions more easily than less powerful people
3)a) Explain the problems arising from change in an organisation ?
Effective change management that makes all employees participate is essential in our world
of turbulence and of shorter cycles of innovation. Changes may affect every industry and
every organizational function.
In every organization, management knows about the external environment and the vision of
the organization. This knowledge is the basis for developing appropriate strategies. Although
challenging, this is the easier part. Nevertheless, management will only be able to
successfully implement a new strategic direction, if they manage to gain the commitment of
everyone within the organization. The point is to develop processes that enable all employees
to learn about change and that to develop a culture of dialogue between management and
workforce.
Change management means to make change happen – to flexibly adapt the organization to
ongoing external changes.
Challenges in Managing Change
The process of change has impact on the whole organization and on all individuals working
there. Change processes influence
· What the organization does
· The way the organization does things
· The way all business units of the organization communicate and share information.
Another challenge of managing change is that there is no chance to ‗undo‘ mistakes once
they were made. If you allocate resources in an inefficient way, you still have the option to
provide additional resources in order to achieve your objective. If you once failed to
make your employees participate in the change process, you will hardly be able to motivate
them again.
3)b) Explain the barriers in change process ?
Emotional barriers :
Risk-aversion: Fear to make mistakes or to fail.
· Lack of ability to process incomplete or contradictory information: Solving complex
problems is never easy. Incomplete information may lead to an elimination of promising
ideas.
· Preference to evaluate existing ideas instead of generating new ideas. Early evaluation
of suggestions may sort out creative ideas. Early ideas often base on incomplete
information. That makes it easier to reject them. Normally people find it much easier to
come up with reasons for rejecting an idea than with reasons for supporting and idea.
· Not taking time for thinking: In many projects, people are not able to lean back and
think about a problem because they feel under pressure to deliver results quickly.
These emotional barriers may cause serious problems in change processes since they hinder
the generation of new ideas and approaches. Nevertheless, the critical question of any change
‗Are we doing the right things?‘ requires open discussion, new and unconventional
approaches. Brainstorming activities may be of help here.
Cultural barriers :
Taboos: Particular issues may have the character of a taboo in an organization. Hence, they
are extremely difficult to analyze and to change.
· More focus than imagination: Children are more creative than adults are. A potential
reason is that our culture attaches great importance to targeted thinking. Thus, we
virtually unlearn how to be imaginative and creative with our ideas.
· Problem solving is seen as a serious matter: There is no place for humor in the process
of problem solving; hence, there will not be much freedom for creativity.
· Reasons and intuition: It is generally accepted in business life that critical reasoning,
objective analysis, logic, figures and facts are good things. Intuition and fun are seen as
sub-optimal. In our personal life, however we are used to base many important decisions
on our intuition and our feelings – for instance choice of friends and partners.
· Tradition and change: It is a challenging task to overcome traditions. This is especially
true when employees do not see the relation between their traditions and an existing
problem. On the other hand, traditions can be the basis for personal commitment in
change processes.
Cognitive barriers :
Use of wrong terminology: The use of language and terminology that is appropriate for the
receivers of the message can support creativity and motivation.
· Sticking to strategies: There are many strategies for problem solving and for managing
change. However, they are often applied wrongly – to rigid or not rigid enough.
· Lack of complete and correct information: This is a major problem that cannot really
be solved. The probably best solution is a balanced mix of information and creative ideas.
4) a) Eloborate Corporate re organising ?
Reorganizing is the corporate management term for the act of reorganizing the legal,
ownership, operational, or other structures of a company for the purpose of making it more
profitable, or better organized for its present needs. Other reasons for restructuring include a
change of ownership or ownership structure, demerger, or a response to a crisis or major
change in the business such asbankruptcy, repositioning, or buyout. Restructuring may also
be described as corporate restructuring, debt restructuring and financial restructuring.
Executives involved in restructuring often hire financial and legal advisors to assist in the
transaction details and negotiation. It may also be done by a new CEO hired specifically to
make the difficult and controversial decisions required to save or reposition the company. It
generally involves financing debt, selling portions of the company to investors, and
reorganizing or reducing operations.
The basic nature of restructuring is a zero-sum game. Strategic restructuring reduces financial
losses, simultaneously reducing tensions between debt and equity holders to facilitate a
prompt resolution of a distressed situation.
Corporate debt restructuring is the reorganization of companies‘ outstanding liabilities. It is
generally a mechanism used by companies which are facing difficulties in repaying their
debts. In the process of restructuring, the credit obligations are spread out over longer
duration with smaller payments. This allows company‘s ability to meet debt obligations.
Also, as part of process, some creditors may agree to exchange debt for some portion of
equity. It is based on the principle that restructuring facilities available to companies in a
timely and transparent matter goes a long way in ensuring their viability which is sometimes
threatened by internal and external factors. This process tries to resolve the difficulties faced
by the corporate sector and enables them to become viable again.
4)b) What are the steps involved in Corporate reorganisation ?
Define the problem.
Determine whether existing jobs and structures are meeting department goals.
Consider what factors contribute to effectiveness of jobs and structure.
Identify methods for collecting input from staff.
o Verbal, written, and computer surveys
o Problem-solving teams
o Review committees
Identify a new structure or model that will support your goals, including:
o Distribution of functions throughout the organization (definition of functions to be
performed, groupings of functions, and the relationships among functions)
o Vertical and horizontal authority relationships
o Communication/decision-making process (how formal decisions are made and by whom, and
the information system established for decision-making)
o Internal departmental policies (the decisions, rules, or guidelines established in production,
personnel, purchasing, research and development, and other areas)
o The attributes of department employees (includes abilities, skills, experience, and other
behavioral issues)
Develop a reorganization proposal, including:
o Timeframe
o Reasons for reorganization
o Before and after organization charts
o Job descriptions for new, changed positions
o Names, titles of employees to be affected by changed or eliminated jobs, new reporting lines,
physical relocation, or reduction in time
o Review of Affirmative Action impact
o Order of potential layoffs for career positions based on seniority points
o Notices to go to unions
o A communication plan
Identify the different groups who will need communication and the different
messages/information they will need
Determine series of review and update meetings with management
Determine schedule of informational meetings with staff
Plan communications outside department to announce reorganization
Set up individual meetings with employees projected for layoff and for those employees
whose jobs will change significantly
Determine skills needed for each position.
Compare current skills with what is needed.
Determine training needs and resources.
Design and implement training.
Review, reassess, and gather input during implementation.
Determine methods to get feedback during implementation.
Include systems that will provide regular feedback from management, staff, and client
groups.
Build an effective team .
Clarify mission, goals, and standards for success.
Schedule regular staff meetings.
Facilitate communication by remaining open to suggestions and concerns.
Act as harmonizing influence by looking for opportunities to mediate and resolve minor
disputes.
Encourage all team members to share information.
Support brainstorming and consensus decision-making where appropriate.
5)a) Explain the resistance to Reorganisation ?
The purpose of the reorganization is not clear. When employees don't understand why
changes are implemented, anxiety and suspicion often fill the information vacuum.
The employees do not see a need for the change. Even if employees understand the reasons
for change they may disagree with management's perspective and not agree that is needed.
The employees are not involved in the planning. People support what they helped create. If
employees do not believe they have enough input in planning change, resistance may
increase.
Communication regarding the reorganization is poor. Even if the change affects only one
other person, communication can be easily distorted.
Key people in the organization are not seen as really advocating the change. If employees
believe their boss or other important individuals/groups don't support the change, acceptance
is difficult to secure.
The employees perceive a negative impact on their social relations. If employees view the
change as adversely affecting the way they relate to people significant to them, acceptance is
reduced.
Key job characteristics are changed. Employees will be more resistant to the change if they
believe it will decrease their autonomy, the level of challenge the job offers, the type of
feedback they receive, or the degree of importance the organization places on their jobs.
The employees have been exposed to a long history of poorly-executed changes. If the
employees believe that the organization is involved in another ill-planned reorganization,
their enthusiasm will be greatly diminished.
The employees fear failure. Change involves learning and learning usually involves mistakes;
when people are not given the freedom to make mistakes while learning, they may be afraid
and easily discouraged.
The employees lack confidence in their capacity to implement the change, or in
management's commitment to the training they need.
Excessive pressure is involved. When employees are already feeling overworked, the
additional pressure brought on by the change may create resistance.
Employees perceive that organizational objectives of the change and their own personal goals
are incompatible. Resistance is increased if employees believe the change will block or
significantly restrict the achievement of their own personal ambitions.
5)b) Explain the steps involved in communicating about the change ?
To Get Information Out
To clarify the reasons for change
To describe the benefits of the change
To offer a detailed picture of the new organization
To describe how the change will take place
To provide information on support/resources
To Gather Information
To get input from the people affected
To get feedback on how the change is proceeding
To Affect Attitudes and Behavior
To show that change is a beginning, not an end
To create an atmosphere that supports the new identity/culture
To encourage risk-taking and openness to change
To move toward a collaborative team approach
To Offer Support During the Change
To acknowledge loss/fear/resistance
To show how loss will be counteracted by the advantages of the new organization
To provide tools (training/information/praise)
To reduce isolation and foster teamwork
UNIT-4
Section-A
1)What is meant by Behaviour ?
Behaviour is the range of actions and mannerisms made by
individuals, organisms, systems, or artificial entities in conjunction with themselves or their
environment, which includes the other systems or organisms around as well as the
(inanimate) physical environment. It is the response of the system or organism to various
stimuli or inputs .
2) What is Downsizing ?
Downsizing occurs when a company permanently reduces its workforce. Corporate
downsizing is often the result of poor economic conditions and/or the company‘s need to cut
jobs in order to lower costs or maintain profitability. It may occur when one company
merges with another, a product or service is cut, or the economy falters. Downsizing also
occurs when employers want to ―streamline‖ a company – this refers to corporate
restructuring in order to increase profit and maximize efficiency.
3) Write a short note on behavioural Compliance ?
The firm‘s Corporate Compliance and Ethics Group provides a number of services designed
to address the increasing government pressures to maintain compliance and ethics programs
including Creating programs, program evaluation and assessment and policy and procedure
development .
4) What is meant by Delayering ?
Delayering is the process of removing layers of hierarchy between the highest and lowest
levels in order to boost operational efficiency, decrease the wage bill and remove red tape.
Delayering typically removes middle managers, providing senior managers easier reach over
the organisation as a whole.
5) Explain Impacts of downsizing ?
Organizational downsizing affects the work processes of an organization since the end result
of the downsizing is typically fewer people performing the same workload that existed before
the downsizing took place. The act of downsizing results in two categories of
people: Victims, the people who involuntarily lose their jobs due to organizational
downsizing, and survivors, the employees who remain after organizational downsizing takes
place.
Section-B
1)a) Explain the aspects of the Corporate compliance and ethics?
The firm‘s Corporate Compliance and Ethics Group provides a number of services designed
to address the increasing government pressures to maintain compliance and ethics programs
including:
Creating Programs – Our attorneys can facilitate a top-down or bottom-up compliance
risk assessment necessary to design an effective compliance program. Once the risk
assessment is completed, we can design and help implement a compliance program that
complements an employer‘s strategic objectives with initiatives that add value, reduce
risk, and promote a culture of compliance throughout the organization.
Program Evaluation and Assessment – Employers with existing compliance programs
should periodically assess the programs‘ effectiveness and determine whether they
meet the needs of the organization. Whether an employer needs to analyze its
compliance programs against the United States‘ Federal Sentencing Guidelines or
international requirements, or to evaluate the company‘s anti-retaliation policy and
investigation procedures, Littler‘s compliance and ethics attorneys have the skills and
insights to help employers of all sizes evaluate and assess their compliance and ethics
programs.
Policy and Procedure Development – From broad international codes of conduct to
detailed policies designed to address an organization‘s high risk areas, our team has the
experience in drafting the policies by which organizations are governed. We do not
view policy development as simply a ―check-the-box‖ exercise. When a client hires us
to draft or revise a code of conduct or any other type of policy or procedure, we will
draft it in a way that complements the employers‘ values, principles, and strategies.
Training and Education – Littler has many different programs, ranging from code of
conduct training for all employees to global executive sessions on how to promote
ethical cultures in the workplace and FCPA and UK Bribery Act courses on how to
conduct lawful and effective cross border investigations into allegations of
misconduct. Our classes are not lectures. They are scenario-based interactive programs
designed to meet multiple learning styles, using a variety of media.
Investigations – Our compliance and ethics lawyers have extensive experience in
conducting internal investigations into alleged wrongful conduct. We can also provide
clients with the tools they need to conduct internal investigations themselves, including
providing advice throughout the investigation process and offering effective, hands-on
investigation training that uses mock scenarios and evidence.
1)b) What are the reasons for downsizing & its positive and negative impacts ?
There are many reasons why a company may need to reduce the number of people it
employs. The introduction of new technology may result in a reduced workload for
employees. External financial pressures or increased competition in the marketplace may
force a company to reduce its labor costs. Mergers and acquisitions may leave a company
with more employees than it requires, particularly if bringing the two companies together
results in duplication of business support functions, such as finance, I.T. and human
resources.
Who Will Be Affected?
After deciding to downsize, the company must decide which employees will stay and which
will go. The company should use objective criteria to make this decision to ensure that no
discrimination occurs. Criteria will include the skills mix required to take the company
forward together with employees' length of service, disciplinary records and attendance
records. When employees know that the criteria used are objective and the process has been
fairly applied, they are more likely to accept the outcome.
Financial Impact on Departing Employees
Employees who lose their jobs as a result of downsizing experience financial consequences
because they no longer receive a salary. This can be a significant blow if the employee is the
family's main breadwinner. Loss of her regular salary can lead to the departing employee
depleting her savings and taking out loans to cover her bills. If she fails to keep up her rental
or mortgage payments after losing her job, she could even lose her house. Losing a job can
also mean losing associated benefits, such as health insurance. While health benefits can be
extended under the Consolidated Omnibus Budget Reconciliation Act, COBRA, this is an
expensive option that will eventually run out. Lack of health benefits can lead to missed
check-ups and failure to pick up prescriptions, causing a deterioration in the individual's
health.
Impact on Well-being of Departing Employees
Departing employees may also find that downsizing affects their mental well-being.
Employees expect to be rewarded for working hard. However, the need to reduce labor costs
may mean that even some of the most hardworking employees have their jobs eliminated.
This can undermine their confidence and lead to mistrust of future employers. Departing
employees can find themselves in a downward spiral that contributes to depression and
mental health issues. Some of them may turn to substance abuse to help them cope with their
situation. Others may take their frustration out on loved ones through domestic violence.
Positive Effects on Departing Employees
For some employees, the loss of a job due to downsizing can be a positive step that allows
them to reinvent themselves. Job security may have led to an employee remaining in a post
that was no longer challenging or satisfying. Downsizing can be the push the employee needs
to get out of the rut of job security and look for a more rewarding role. Severance packages
can provide employees with a financial cushion that enables them to explore alternative
options, such as self-employment.
2)a) Differentiate Delayering and Downsizing ?
Delayering is the process of removing layers of hierarchy between the highest and lowest
levels in order to boost operational efficiency, decrease the wage bill and remove red tape.
Delayering typically removes middle managers, providing senior managers easier reach over
the organisation as a whole.
Commonly cited advantages of delayering include increases in engagement and motivation as
more responsibility is afforded to ‗on the ground‘ workers to make decisions, instead of being
told what to do by middle managers. Communication may also increase as there are fewer
levels of information to become lost in translation and bottom-up feedback may also increase
as employees‘ feel their views have more chance of being heard by decision-makers.
Despite the value of delayering, there are disadvantages. Senior leaders tend to gain more
control over decision-making with reduced oversight, which means the effects of poor
individual decision-making may be felt more acutely. The flatter organisational structures
created by delayering may work in particular industries but may be unsuitable for others, and
the redundancies associated with delayering may affect worker morale.
Delayering on its own doesn‘t tend to achieve the types of efficiencies leaders are looking
for. Combining the initiative with other progressive measures, such as engagement
programmes or cross-divisional working, can maximise its effect.
Downsizing :
Organizational downsizing affects the work processes of an organization since the end result
of the downsizing is typically fewer people performing the same workload that existed before
the downsizing took place. The act of downsizing results in two categories of
people: Victims, the people who involuntarily lose their jobs due to organizational
downsizing, and survivors, the employees who remain after organizational downsizing takes
place.
After deciding to downsize, the company must decide which employees will stay and which
will go. The company should use objective criteria to make this decision to ensure that no
discrimination occurs. Criteria will include the skills mix required to take the company
forward together with employees' length of service, disciplinary records and attendance
records. When employees know that the criteria used are objective and the process has been
fairly applied, they are more likely to accept the outcome
2)b) Explain impact of paradoxical in an organisation ?
It is a truism that organisations are in a constant state of change. It seems that those who run
organisations are rarely satisfied with the status quo, and their unending quest to improve
products, performance, sales or whatever makes change an inescapable fact of organizational
life.
Many decision makers and managers who implement change take a somewhat naïve view of
the process: they focus on what they want rather than all the things that could happen. This
is understandable because change projects are initiated and plans made when all the nitty-
gritty details that may cause problems are not yet in view. Given that it is impossible to
surface all significant details at the start. is there anything that decision-makers and managers
can do to address the inevitable ambiguity of change?
One of the underappreciated facets of organizational change is that it is
inherently paradoxical. For example, although it is well known that such changes inevitably
have unintended consequences that are harmful, most organisations continue to implement
change initiatives in a manner that assumes complete controllability with the certainty of
achieving solely beneficial outcomes.
It is my contention that an understanding of the paradoxes that operate in the day-to-day work
of change might help managers in developing a more realistic picture of how a change
initiative might unfold and some of the problems that they might encounter. In this post, I
look at the paradoxes of organizational change drawing on a paper entitled, The social
construction of organizational change paradoxes. We propose that paradox is constructed
when elements of our thoughts, actions and emotions that seemed logical when considered in
isolation, are juxtaposed, appearing mutually exclusive. The result is often an experience of
absurdity or paralysis.
Again it is important to note that change-related paradoxes have social origins – they are
caused by the actions of certain individual or groups and their effects or perceived effects on
others.
3)a) Elaborate the three paradoxes change in organisation ?
Paradoxes of performing:
A change initiative is invariably accompanied by restructuring that results in wholesale
changes in roles and responsibilities across the organisation. Moreover, since large-scale
changes take a long time to implement, there is a longish transition period in which
employees are required to perform tasks and activities associated with their old and new
roles. During this period, employees may have to deal with competing, even conflicting
demands. This, quite naturally, causes stress and anxiety.
Paradoxes of performing relate to contradictions in employees‘ self understanding of their
identities and roles within the organisation. As such, these paradoxes are characterized by
mixed messages from management. As the authors state, people faced with such paradoxes
often express feelings of rising frustration with/distrust of management, doubt (inability to
choose) or nihilism (futility of choice). This paradox is particularly common when
organisations transition from a traditional (functional) management hierarchy to a matrix
structure.
Paradoxes of belonging:
Another consequence of organizational restructuring is that old hierarchies and workgroups
are replaced by new ones. Adjusting to this requires employees to shift allegiances and
develop new work relationships. Leaving the safety of a known group can be extremely
stressful. Moreover, since the new structures are rarely defined in detail, at least at the start,
there is a great deal of ambiguity as to what it really stands for. It is no surprise, therefore,
that some employees attempt to maintain the status quo or even leave while others benefit
from the change.
At the heart of this paradox is a double bind where a desire to maintain existing relationships
competes with the realization that it is necessary to develop new ones. People react to this
differently, depending on their values, motivations and (above all) their ability to deal with
ambiguity. Inevitably, such situations are characterized by antagonistic attitudes that
accentuate differences and/or peoples’ defensive attitudes that provoke defensiveness in
others.
Paradoxes of organizing:
The fact that organisations consist of people who have diverse backgrounds, motivations and
interests suggests that the process of organizing – which, among things, involves drawing
distinctions between groups of people based on their skills – is inherently paradoxical. The
authors quote a couple of studies that support this contention. One study described how,
―friendly banter in meetings and formal documentation [promoted] front-stage harmony,
while more intimate conversations and unit meetings [intensified] backstage conflict.‖
Another spoke of a situation in which, “…change efforts aimed at increasing employee
participation [can highlight] conflicting practices of empowerment and control. In
particular, the rhetoric of participation may contradict engrained organizational practices
such as limited access to information and hierarchical authority for decision making…”
3)b) What are the challenges for a leader in a change process of organisation ?
For leaders the challenge is not just a leadership challenge (what good leadership looks like),
but it is a development challenge (the process of how to grow ―bigger‖ minds) to deal with
the world of VUCA. Leaders, too often, have become experts on the ―what‖ of leadership,
but novices in the ―how‖ of their own development.
Change the Leadership Mind set – we must help ourselves, and our tactical leaders from
being easily get trapped by their predictive mind set when they encounter a VUCA situation
by providing a robust sounding board, challenging their assumptions and beliefs, and helping
them develop new perspectives, options and ideas.
Change the Leadership Approach – many leadership issues are not problems to be solved
but rather dilemmas that must be continuously managed. Helping leaders to understand
this, and to manage the issues and create opportunities from this is key.
VUCA is a neutral force in the world – leaders often look at Volatility, Uncertainty,
Complexity and Ambiguity as a negative force that they need to react to. Rather, as
leaders, we need to see the potential and to transform it proactively and find the
opportunity within.
Leaders Don‘t Execute, leaders execute – Leaders too often get involved in driving the
efforts themselves, leaders need to help them think more strategically and to unlock the
potential of their people. By developing and supporting leaders (i.e. mid- or lower-
management at lower levels we can execute at the right level, with the right people with
the right skills.
4)a) How to Manage Volatility, Uncertainty, Complexity and Ambiguity ?
Businesses are under increasing stress as markets are increasingly volatile, clients are more
demanding, talent is scarcer and change occurs in faster and shorter cycles. To survive and
thrive business leaders have to make faster decisions, on less information, and which have
greater risk. This has led to a change in how leaders need to think, decide and execute.
1)Volatility - the rate, amount, and magnitude of change
Drastic, rapid shifts can bring about instability for organizations and leaders, but even the
minor or innocuous shifts that occur daily, such as new and ―immediate‖ priorities that
disrupt plans, or the increasing need to ―multi-task,‖ are changes that increase volatility.
2. Uncertainty - the amount of unpredictability inherent in issues and events
Leaders can‘t predict because they lack clarity about the challenges and their current and
future outcomes. Uncertainty can result in an over-reliance on past experiences and
yesterday‘s solutions or to analysis paralysis as we sift through more and more data.
3. Complexity - the amount of dependency and interactive effect of multiple factors and
drivers
Complex interactivity requires leaders to think in more creative, innovative and non-linear
way; to be able to deal with shades of gray (as opposed to black and white) solutions.
4. Ambiguity – the degree to which information, situations, and events can be interpreted in
multiple ways
Ambiguity increases doubt, slows decision-making, and results in missed opportunities (and
threats). It requires that leaders think through and diagnose things from multiple perspectives.
4)b) What is Transition and Transactional Phenomena ?
The process of change is simply moving from the current way of doing things to a new and
different way of doing things. Bridges (1991) believes that it isn't the actual change that
individuals resist, but rather the transition that must be made to accommodate the change. He
states, "change is not the same as transition. Change is situational: the new site, the new boss,
the new team roles, the new policy. Transition is the psychological process people go through
to come to terms with the new situation. Change is external, transition is internal. Unless
transition occurs, change will not work" .
Morgan (1997) suggests that an understanding of the theory of transitional phenomena would
provide valuable insight into organizational change, and why it might be met with employee
resistance. This theory "suggests that change will occur spontaneously only when people are
prepared to relinquish what they hold dear for the purpose of acquiring something new or can
find ways of carrying what they value in the old into the new" .
In the event that it does not exist naturally, it may be necessary for the organization to create
transitional phenomena. This would help in the "letting go" of the current way and moving
forward to the new way. Morgan adds, bringing about organization change "can rarely be
done effectively by "selling" or imposing a "change package," an ideology or a set of
techniques. The theory of transitional phenomena suggests that in situations of voluntary
change the person doing the changing must be in control of the process" .
Conclusion
Employee resistance to change is a complex issue facing management in the complex and
ever-evolving organization of today. The process of change is ubiquitous, and employee
resistance has been identified as a critically important contributor to the failure of many well-
intend and well-conceived efforts to initiate change within the organization.
Leon Coetsee (1999) attempts to explain the nature of resistance to change through a
continuum model. He states that, "in organizational development literature, acceptance of
change (commitment) and rejection of change (resistance) are typically treated as separate,
unrelated phenomena7' . Through his model, Coetzee argues that they are closely linked in
the sense that they represent a polarity, with each being the far end of the continuum. Moving
from resistance to commitment is done through sequential phases contained within the
continuum.
5)a)Explain Individual Resistance from Employees to Organizational Change ?
Core competitiveness is the capability of a company survive while facing strong competition,
not only from inside the country but from international corporations. Even small or medium
businesses facing strong rivals typically must be able to make changes quickly to maintain
their competitiveness. These kinds of organizational changes are not only small changes, like
adding a new person or modifying a program at one department, but are often organization-
wide changes. Resistance to both small and large changes is one of the important factors that
can influence the success of implementing any organizational change, including change in
mission, restructuring operations, inputting new technologies, mergers, major collaborations,
downsizing, new programs such as Total Quality Management, re-engineering, and new
organizational structure. Organizational transformation may keep the company in business,
but will employees understand it if it is a fundamental and radical reorientation in the new
way the organization operates? Because of the likelihood of employee resistance, change
should not be done for the sake of change but to accomplish some overall or specific goal.
Organizational change is usually provoked by some outside driving force, such as substantial
cuts in funding, major new markets, a need for dramatic increases in productivity and/or
services, or a strong new competitor in the market. Typically, organizations must undertake
organization-wide change to evolve to a different level in their life cycle. Such changes might
take the form of transition to a new chief executive, who can institute organization-wide
change when his or her new and unique personality pervades the entire organization.
Organization-wide change often goes against the values held by members of the
organization—how members believe things should be done. Often, organization-wide change
is difficult and provokes strong resistance because people are afraid of the unknown, they
don‘t share a vision of the future, or they don't understand the need for change. Many are
inherently cynical about change, particularly from hearing about the notion of "change" as if
it's a mantra. Many doubt there are effective means in place with which to accomplish major
organizational change. Often there are conflicting goals in the plan for organizational change,
e.g., increasing resources to accomplish the change while cutting costs to remain viable.
There are many discussions in the literature about resistance to change, focusing on how
change requires the culture of the organization to change first, including changes in
employees‘ values and beliefs and in the way they enact these values and beliefs.
5)b) Why People Accept or Welcome behavioural implication of Change ?
While some people resent and/or resist change, others accept and welcome it. The degree to
which these opposites occur depends on many factors. Ashford, Roth bard, Piderit, & Dutton
(1998) indicated that one reason is that employees accept change in order to get top
management to pay attention to issues that employees believe must be addressed in order for
the organization to maintain high performance. Porter and Lawler (1968) suggested that how
much effort an individual will expend in accepting change is determined by expectations that
an outcome may be attained and the degree of value placed on the outcome in the person's
mind; thus, employees may accept or welcome change when they see a clear benefit to doing
so. Therefore, a person's attitude towards change comes from his or her perception of the
outcomes of a change, compared with the individual's goals and values. Reasons for a
positive reaction to change, then, include:
Personal gain: When changes are made, some people may gain such things as new job titles,
more responsibility, more money, and more authority. In short, they may stand to gain any of
the things the loss of which would lead to change resistance. More security – a perception of
greater security in a job, perhaps because more of personal skills will be used, such as when
there is a change in an engineering department to computer-aided design and an individual
feels more effective working with computers than using a pen to design on a drafting board.
More income – a hope for a salary increase, more benefits, an incentive, or profit-sharing
program, or more overtime.
More authority – a hope for promotion to a position of greater authority, or a new boss who
allows more authority than was available under the previous boss.
More status/prestige – a hope for a new title, a new office, or a special assignment that carries
with it status and prestige.
More responsibility – a hope for a job change that provides new responsibility, or a new boss
who assigned more responsibility than the previous one did.
Unit-5
Section-A
1)What is start at the Top ?
Although it‘s important to engage employees at every level early on, all successful change
management initiatives start at the top, with a committed and well-aligned group of
executives strongly supported by the Leader . This is known as start at the top .
2) What is meant by Act in your way ?
Many change initiatives seem to assume that people will begin to shift their behaviors once
formal elements like directives and incentives have been put in place. People who work
together on cross-functional teams will start collaborating because the lines on the chart show
they are supposed to do so. This is called act in your way .
3)What are the elements of the change management stategy ?
Situational awareness - understand the change and who is impacted
Supporting structures - team and sponsor structures
Strategy analysis - risks, resistance and special tactics .
4) What purpose we have to formulate change management strategy ?
Formulating the change management strategy is the first critical step in implementing a
change management methodology. The strategy provides direction and results in informed
decision making throughout the change process. A well-formulated strategy really brings the
project or change to life, describing who and how it will impact the organization.
5) Differentiate change management strategy from Change management plans
Change management
strategy Change management plans
Situational
awareness
Supporting structure
Communication plan
Sponsorship roadmap
Coaching plan
Strategy analysis Training plan
Resistance management plan
Reinforcement planning
Section-B
1)a) Why we need change management strategy ?
A "one-size-fits-all" approach is not effective for change management. Think about these
changes:
Acquiring a company of near equal size
Getting suppliers to use a new web-based form and process
Relocating office spaces within an existing building
Implementing an Enterprise Resource Planning solution
Reorienting around processes instead of functions
Releasing a new product
These are all distinctly different changes, but each requires change management to be
successful. Each impacts people and how they do their job. Each can suffer from slower
adoption and lower utilization. Each has risks associated with people not becoming engaged
or resisting the change.
While each of the initiatives needs change management to be successful, the right amount
and approach for change management will be different. The change management
strategy defines the approach needed to manage change given the unique situation of the
project or initiative. The strategy survey revealed that many organizations involved in
transformation efforts fail to measure their success before moving on. Leaders are so eager to
claim victory that they don‘t take the time to find out what‘s working and what‘s not, and to
adjust their next steps accordingly. Leaders designed a robust change template and
implemented it widely; the metrics indicated that they were succeeding. But the company
wanted to be sure that people understood the ongoing nature of this commitment. So they
rolled out a series of pulse surveys and convened focus groups to describe the case for change
and the new behaviors required of everyone.
1)b) Explain the ten principles of leading Change management .
1. Lead with the culture.
One of the most successful business transformations in history, said the most important
lesson he learned from the experience was that ―culture is everything.‖ Businesspeople today
understand this.
2. Start at the top. Although it‘s important to engage employees at every level early on, all
successful change management initiatives start at the top, with a committed and well-aligned
group of executives strongly supported by the CEO. This alignment can‘t be taken for
granted.
3. Involve every layer. Strategic planners often fail to take into account the extent to which
midlevel and frontline people can make or break a change initiative. The path of rolling out
change is immeasurably smoother if these people are tapped early for input on issues that will
affect their jobs.
4 .Make the rational and emotional case together. Leaders will often make the case for major
change on the sole basis of strategic business objectives such as ―we will enter new
markets‖ .
5. Act your way into new thinking. Many change initiatives seem to assume that people will
begin to shift their behaviors once formal elements like directives and incentives have been
put in place.
6.Engage, engage, engage. Leaders often make the mistake of imagining that if they convey a
strong message of change at the start of an initiative, people will understand what to do.
Nothing could be further from the truth. Powerful and sustained change requires constant
communication .
7. Lead outside the lines. Change has the best chance of cascading through an organization
when everyone with authority and influence is involved. In addition to those who hold formal
positions of power—the company‘s recognized leaders .
8. Leverage formal solutions. Persuading people to change their behavior won‘t suffice for
transformation unless formal elements—such as structure, reward systems, ways of
operating, training, and development
9. Leverage informal solutions. Even when the formal elements needed for change are
present, the established culture can undermine them if people revert to long-held but
unconscious ways of behaving.
10. Assess and adapt. Center survey revealed that many organizations involved in
transformation efforts fail to measure their success before moving on. Leaders are so eager to
claim victory that they don‘t take the time to find out what‘s working and what‘s not, and to
adjust their next steps accordingly.