Change Management MU0009 Set-1

8/8/2019 Change Management MU0009 Set-1

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Master of Business Administration-MBA Semester IVSubject Code MU0009

Subject Name Change ManagementAssignment Set- 1

Question 1: Discuss culture driven change

Answer 1:Bringing about significant change in the way an organization works,frequently necessary in our current environment of major technologicalinnovation and globalization, is a tremendous challenge. On the technicalside, it may be relatively easy (although costly) to introduce new technology,work processes and structures. Experience tells us, however, that gettingpeople to enthusiastically support such change is a more complex anddifficult task.

The Myth of Resistance

Understanding why change is frequently difficult for people can help us buildin methods for easing the process and increasing the likelihood that it willsucceed. Many people talk about "resistance" as if it were an irrationalresponse to be overcome with rational persuasion. In fact, it is always thecase that, from an individual's point of view, one's own behavior is rational.

Generally, when people have worked in an organization for very long, theyhave absorbed a set of norms and expectations about what is expected, whatis rewarded and what is least approved. They have "learned" the way tobehave that will, at the very least, keep them out of trouble. This set ofwidely shared beliefs about what is "right" and "wrong", "true" or "false","good" or "bad", is the organization's culture.

What Is Organizational Culture?An organization's culture is multi-layered, consisting of assumptions, values,beliefs, norms and behaviors that have developed gradually and may havebecome relatively unconscious. It can explain much about how anorganization functions, both internally and in relation to its externalenvironment. When there is a need to change the way an organization works,it may become necessary to make this implicit set of beliefs explicit as theymay no longer be consistent with the actions and behaviors that are nowrequired.

Managing ChangeWhether or not it is possible to fully "manage change", we believe that beingvery clear about what changes are required and being very intentional aboutbuilding a culture that supports the new mission, goals, strategies andpractices increases the probability of success exponentially. This necessarilyinvolves a large cross section of the organization in assessing the currentsystem of norms and beliefs, determining what changes are needed, and

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designing an implementation plan.

An Example of "Managed" Culture ChangeA classic example involves a regulated utility for which de-regulation meant achange in how they do business. Assumptions about customer expectationsin a regulated environment led utilities in general to attend more to being a

"good neighbor" than to providing low cost service. Those assumptions oftenmeant that "good neighbor" behavior, i.e., courtesy to customers, wasrewarded more than efficiency and this value was reinforced by trainingprograms, performance reviews, and the company newspaper along withmore subtle forms of communication.

These beliefs and resulting behaviors needed to be elevated to a consciouslevel so that the company could choose how it needed to modify its practices.New assumptions and values were articulated and systematicallycommunicated through every vehicle and reinforced at every opportunity.(One would hope that the utility would not throw out the original intent to bea good neighbor, but only reassign priorities.)

As people at every level of the organization participated in meetings andactivities to identify new goals and practices, they also created inventories ofall the old ways of thinking and doing that would have to change. Theyactually developed a humorous system for "catching" each other in the oldways and rewarding the new. In this way, what might have become thesource of serious resistance became a source of comraderie and commitment to the new way of doing business.

Question 2: Write the techniques for managing change effectively

Answer 2:

The effects of change impact morale, productivity,

interpersonal relationships and even financial success. Change management

thus is a big concern, especially in the business world. Controlling the effects

of change means that a person has to find techniques by which to manage

change effectively. If people use such techniques in a systematic way, then

transitions at home or in the workplace may be much easier because the

anxiety or ill feelings change produces are lessened.

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Readiness

1. According to change-management.com, readiness assessments are

one of the primary techniques for managing change effectively.

Readiness assessments measure how prepared employees and

administrators are to handle modifications. These assessments may

include evaluations of inventory or other resources, but they also may

include interviews with employees and administrators to analyze what

is needed to accommodate the change.

Resistance Management

2. Resistance management basically means that you prepare yourself for

anything anyone might do in order to stop the change. For example,

you might set up a policies and procedures manual that clearly states

what the consequences of not following the changes are. Another

resistance management option is to place strong leaders who are

accepting of changes as project managers.

Feedback and Progress

3. Evancarmichael.com states that feedback and progress are important

for change management. People may be more likely to accept change

if they have a chance to tell leaders their thoughts and concerns.

Feedback also gives administrators a chance to monitor progress and

determine whether action plans related to the change are working

properly.

Success

4. According to Evancarmichael.com, effective change management

involves rewarding success. Simple acknowledgment or thanks for

what someone has done well can make a lot of difference in the

attitude of employees regarding change. Other forms of celebrating

success might be announcing positive outcomes on a bulletin board or

holding a company picnic if a goal related to the change is met. The

key here is consistency--if a leader points out successes of only certain

people, employees will end up divided.

Explanation

5. People may be more receptive to change or handle it more

appropriately if they have a logical understanding of why the change is

happening. Thus, an effective change management technique is to

hold formal or informal meetings in which leaders can explain why the

change is taking place, the potential impacts of the change, and the



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goals related to the change. Such explanations, when done in an open

forum, give the impression that all members of the group are valued

equally, which creates a sense of unity. This sense of unity may help

the group turn toward the change with a common purpose.

Training6. One of the biggest complaints people have about change is that they

are not equipped for it. For example, a computer programmer might

resist a requirement to write code in Java if he has dealt primarily with

HTML. Providing adequate training lets individuals meet the challenges

the change requires and eliminates the excuse that the change cannot

be implemented for lack of knowledge or preparedness.

Question 3: Discuss the employee involvement in change management

Answer 3:

In any change, especially ones that affect a complete organization, it isimpossible to involve every employee in each decision. Respondents to mychange management questions over the years suggested, however, thatwhen change works, the organization has gone out of its way to try employeeinvolvement.

Employee Involvement for Effective Change Management

Create a plan for involving as many people as possible, as early aspossible, in the change process. Involve all stakeholders, process owners, and employees who will feel theimpact of the changes, as much as possible, in the learning, planning,decisions, and implementation of the change. Often, in changemanagement, a small group of employees learns important informationabout change and change management.If they fail to share the information with the rest of the employees, the

remaining employees will have trouble catching up with the learning curve.If a small group makes the change management plans, employees affectedby the decisions will not have had needed time to analyze, think about, and

adjust to the new ideas. If you leave employees behind, at any stage of theprocess, you open the door in your change management process, formisunderstanding, resistance, and hurt.

Even if employees cannot affect the overall decision about change,involve each employee in meaningful decisions about their work unit andtheir work.

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Build measurement systems into the change process that tell people whenthey are succeeding or failing. Provide consequences in either case.Employees who are positively working with the change need rewards andrecognition. After allowing some time for employees to pass through thepredictable stages of change, negative consequences for failure to adoptthe changes, are needed.

You cannot allow the nay-sayers to continue on their negative path forever;they sap your organization of time, energy, and focus, and eventually,affect the morale of the positive many. The key is to know, during yourchange management process, when to say, enough is enough.

Help employees feel as if they are involved in a change management processthat is larger than themselves by taking these actions to effectively involveemployees in change management.


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Change Management MU0009 Set-1