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Management of Change Prof Bharat Nadkarni

Management of Change Prof Bharat Nadkarni. Session 1. Management of Change. Nothing can be changed             by changing the face... but everything can be changed            by facing the change. Survival Rate for Globalised Corporates.

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Management of Change Prof Bharat Nadkarni

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  1. Management of ChangeProf Bharat Nadkarni

  2. Session 1

  3. Management of Change Nothing can be changed             by changing the face... but everything can be changed            by facing the change...

  4. Survival Rate for Globalised Corporates

  5. Organizational Development & Change. Prof B M Nadkarni It’s a V U C A world. Make organization VUCA prepared.

  6. Management of Change Emerging Waves Factor Yesterday Today Economy Protected Open Characteristic Monopolistic Competitive Market Sellers Buyers Players Few Several Kind of Players National Global Price Level High Dropping Consumer No choice Multiple Choice Technology Low High Quality Average High Delivery Weeks/Months/Years Off the shelf Pricing High Cut-throat Needs Limited Enhanced Response Sluggish Quick Relation Curt Respect Approach Mass Personalised Style Arrogant Understanding

  7. Management of Change Changing Characteristics of Corporates OldNew Goal Oriented Vision oriented Price focused Value focused Product quality Total quality Product driven Customer driven Shareholder focused Stake holder focused Finance oriented Speed oriented Efficient, Stable Innovative, entrepreneurial Hierarchical Flat, empowered Machine based Information based Functional Cross functional Rigid, Committed Flexible, learning Local/regional/National Global

  8. Managing Change Jack Welsh Theory To survive and flourish, the rate of change within the organisation should always be greater than the rate of change in the organisational environment.

  9. Innovate or Perish

  10. Management of Change What is Innovation? The NDB Concept Anything New Anything Different Anything Better

  11. Management of Change Organizational Renewal & Revitalisation Continuous Process brought by internal incumbents i.e Employees

  12. Session 2

  13. Management of Change What is Business?

  14. Management of Change Who are the Stakeholders of Business ? Employees (Internal stakeholder) Shareholders and Promoters Customers Suppliers and Partners (incl Contractors, Agents etc) Government (Regulators of industry) Society

  15. Management of Change Most Admired Business “Balancing and Exceeding the Expectations of all it’s Stakeholders.” Effectiveness of Business Achievement of Objectives. Efficiency in Business Achievement of Results with the least amount of Resources.

  16. Innovate or Perish Incremental Vs Radical change Strategic type of change Technological change New Product and Services Learning organisation

  17. Management of Change The Rise & Decline of……….. • All species (and organizations) go through a common life-cycle of Introduction  growth  maturity  decline  and eventual death. • Transformation & change management is about: • Hastening the growth phase • Prolonging life by arresting the decline phase • Adapting to emerging opportunities & threats

  18. Management of Change Intriguing Ineptitude • An oft-repeated cliché: “The only thing constant in life is change” • Yet, we are hopelessly clumsy at managing change. • Most attempts at change not only fail to lead to improvements, but also result in organizational trauma.

  19. Management of Change Lessons From Dr. Christian Barnard • The recipient of the first heart transplant died within a fortnight of his operation. • Cause of death: “physiological shock” • The patient’s body rejected the healthy transplanted heart. • Lesson learnt: First, suppress the body’s immune system to prepare it to accept an alien organ.

  20. Management of Change The Typical Change Process • A key person has a ‘brilliant idea’ • Overcome by the brilliance of his own idea, he is in a tearing hurry to implement it. • He is totally insensitive to the ‘immune system’ of his organization. • He follows through unilaterally. Result: • Surprise • Anger • Rejection

  21. Management of Change Remember !! • The brilliance of an idea is not enough • Change strikes fear in the subconscious minds of those affected by it. • Therefore, it must be communicated & sold well—in order to be understood. • The time invested in this preparatory phase of communicating the need for, and advantages of, change is vital for the success of any change effort.

  22. Management of Change The Successful Approach: I4 • Inform • Highlight the dangers lurking round the corner • Establish the need for change • Inspire • Highlight the benefits from change • Implement • Involve people • Allow experiments & tolerate failures • Institutionalize • Celebrate successes

  23. Management of Change What You Can Do • Accept change yourself • Communicate, communicate & communicate. • Listen. Understand and remove fears • Involve people in planning & implementation • Develop strategy for overcoming resistance • Help people learn new skills • Challenge complacency • Share information about competition / threats • Set high standards of performance

  24. Organizational Change : Prof Bharat Nadkarni A 7-step Roadmap • Creating a shared need: Why do it? • Visioning: What will it look like when done? • Leading change: Who will be responsible? • Mobilizing commitment: Who else to involve? • Modifying systems / structures: How will it be institutionalized? • Monitoring progress: How will it be measured? • Making it last: How will it get started and last?

  25. Management of Change Organisational Effectiveness : H R Jurisdictions

  26. A ….. D ….. R ….. L …..I • Approach or Planning • Deployment or Implementation • Result • Learning • Improvement

  27. It is based on four key words: Fundamental Why do we do what we do? And Why do we do it the way we do? Why the old rules and assumptions exist? Radical Disregard all existing structures and procedures, and inventing completely new ways of accomplishing work. Dramatic Not about making marginal improvements. Processes a. Dysfunctional b. Importance c. Feasibility

  28. Systematic redesign of Processes Eliminate Simplify Integrate Automate

  29. Eliminate Over production Waiting time Transport Processing Inventory Defects/ Failures Duplication Reformatting Inspection Reconciling

  30. 2. Simplify Forms Procedures Communication Technology Problem areas Flows Processes

  31. 3. Integrate Jobs Teams Customers Suppliers 4. Automate Dirty Difficult Dangerous Boring Data capture Data transfer Data analysis

  32. KURT LEWIN : FIELD FORCE THEORY : • 1] increase the driving forces : generally seen that restraining forces also increase simultaneously thereby returning to the equilibrium state • 2] decrease the restraining forces : a change is less resisted when those affected by it participate in the change • Involves 3 steps

  33. KURT LEWIN : FIELD FORCE THEORY • A] unfreezing : creates motivation for change, if people feel uncomfortable with the present situation, they may see the need for change • B] change : assimilation of new information, exposure to new concepts, development of a different perspective • C] freezing : stabilises the change. Change to be effective has to be congruent with a person’s self concept and values.

  34. Management Games • Decision Making – 2 situations • Coin game • Pattern – Process making game • Negotiation game • Situation – Role play – Henri Gogaj game • Village game • Taxi – Taxi driver game • Mumbai Pune Expressway game • Team Role play game • Coffee shop game • Maths score • Blackjack • Case study a. New Year Booking b. Termination c. Leave sanction

  35. Org. Dev. & Change : Prof Bharat Nadkarni Leading & Managing Change for Effective change Mgmt Motivating change a. Creating readiness for change b. Overcoming resistance to change Creating a vision a. Describing the core ideology b. Constructing the envisioned future Developing political support a. Assessing change agent power b. Identifying key stakeholders c. Influencing stakeholders

  36. Org. Dev. & Change : Prof Bharat Nadkarni Leading & Managing Change for Effective change Mgmt Managing the transition a. Activity planning b. Commitment planning c. Management structures Sustaining momentum a. Providing resources for change b. Building a support system for change agents c. Developing new competencies and skills d. Reinforcing new behaviours e. Staying the course

  37. Case Study This civil engineering firm, Alpha Corporation was reeling under pressure of closure if something drastic did not happen in twelve months. The onslaught of severely depleted financial sources, high debts and the line of credit from banks being cut off presented bleak prospects. To top it all another firm made a job offer with a pay hike to all 12 employees. They all rejected the offer. Ramesh, CEO of the firm, came to know of this. He knew he had to do something radical. He focused his attention on the staff. He called for a meeting, informed them clearly that the firm was in serious financial trouble, and that each of them would have to take ‘an immediate salary adjustment’ to take them through. He then passed around envelopes containing a new salary package.

  38. When they opened their envelopes, they couldn’t believe it. It was an increased salary package. “We thought you said we were in serious financial trouble!” they said. “We are,” Ramesh replied. “But I’m counting on each of you to do much more than before. So I’m paying you up front for what I expect you to do. If we do what the business needs, you had earned this increase, else treat this as a parting gift.” Ramesh realized that he had to acknowledge his employees for their trust in the company, and adopted this unique approach. Together they developed Vision and Mission statements defining win-win outcomes for all stakeholders. Ramesh then approached the bank for reducing the existing monthly loan payment, based on a level of payment that he could sustain, without defaulting on installments. Due to their record, this was granted.

  39. The Company saw a turnaround in twelve months – • The employees worked at streamlining processes, reducing the number of steps for completing projects, and met deadlines earlier. Projects that earlier took up to seven days to complete were now done in one or two. • Quality increased and costs were reduced, even though the owner was less involved in each project. • The result of this was that revenues increased by about 30%, The Organisation met every payroll and bank payment on time. • In the longer-term revenues nearly tripled, with an almost equal increase in salaries of employees.

  40. Thank You

  41. Total Quality Management : Prof Bharat Nadkarni Management Game : Expectations from Taxi or Taxi Driver Safe driving Polite and decent Clean Taxi Driver in uniform Well maintained taxi Comfortable seats Music Knowledge of roads Keeping enough change Enough space for keeping luggage First Aid Box Air conditioner Driver not having any vices Fan Mineral water

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