ChangeMgmt Without Module

8/12/2019 ChangeMgmt Without Module

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AURO UNIVERSITY

(INDIA)

The School of Management & Entrepreneurh!p

Mater of "u!ne A#m!n!trat!on

Mo#ule $hange Management

Semeter%II "loc ' (*'%*+)

Mo#ule ,ea#er

M- ./ot! $han#0an!


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AURO UNIVERSITY of 1op!tal!t/ & Management

000-auroun!2er!t/-e#u-!n"Change has a bad reputation in our society. But it isn't all bad not by any means.

In fact, change is necessary in life to keep us moving ... to keep us

growing ... to keep us interested . ... Imagine life without change. It would bestatic ... boring ... dull."

r. ennis !'radyinBottom Line - Personal

"#verybody has accepted by now that change is unavoidable. But that still

implies that change is like death and ta$es it should be postponed as longas possible and no change would be vastly preferable. But in a period of

upheaval, such as the one we are living in, change is the norm."

%eter rucker

Management Challenges for the 21st Century (1999

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TA",E O3 $ONTENT

Sr-

NO-

Top!c 4age

No-

* Intro#uct!on +

Metho#olog/ 5

' Organ!6!ng 4r!nc!ple & Value 7

8 $o2erage & Depth 9

+ ,earn!ng Outcome :

5 ;ee 0!e che#ule of the ual opportun!t!e

** Recommen#e# Rea#!ng *

* .ournal

*' Maga6!ne

*8 A!gnment at a glance '

*+ ;ee * +

*5 ;ee 9

*7 ;ee ' '*

*9 ;ee 8 '+

*: ;ee + 8

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;ee 5 8'

* ;ee 7 85

;ee 9 87

' ?u!#el!ne of the 4ro@ect 8:

8 Sample 4ro@ect ++

+ Mo#el uet!on 4aper 77

Intro#uct!on

Change may be regarded as one of the few constants of recorded history. Often societys

winners, both historically and contemporary, can be characterized by their common

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ability to effectively manage and exploit change situations. Management and change are

synonymous, it is impossible to understand a ourney, for in man respects that are what

change, are without first addressing the purpose of the trip, the route you wish to travel

and with whom. Managing change is about handling the complexities of travel. !t is about

evaluating planning and implementing operational, tactical and strategic ourney. Change

has been studied and research for many years. "echnology, civilizations and creative

through will maintain their ever#accelerating drive onwards. !t could be argued that a

state of continuous change has almost become routing. Mangers, and the enterprises they

serve, are they public or private service or manufacturing will continue to be udged upon

their ability to effectively and efficiently manage a change. "he pace of change has

increased dramatically. "he web is enabling globalisation to march on a pace. $haping

the e ways we wor% and trade, while environmental pressures threaten the reliability of

the physical supply chains that underpin globalization and the growth of china, !ndia and

the &acific 'im (conomies. "he final cause of change in organisations is where the

organisation tries to be ahead of the game by being proactive. )or example, where the

organisation tries to anticipate problems in the mar%et place or negate the impact of

worldwide recession on its own business, proactive change is ta%ing place. "o attribute

change entirely to the environment would be a denial of extreme magnitude. "his would

imply that organisations were merely bobbing about on a turbulent sea change, unable to

influence or exercise direction. &ettigrew *+-/ went to argue that changes within an

organisation ale place both in response to business and economic events and to processes

of management perception, choice and action. Management and change are synonymous0

it is impossible to understand a ourney, for in many respects that are what change is,

without first addressing the purposes of the trip, the route you wish to travel and with

whom. Managing change is about handling the complexities of travel. !t is about

evaluating planning and implementing operational, tactical and strategic ourneys.

"his module teaches us how to manage change effectively, organisations need to go

through a process of identifying possible faults, loo%ing at alternatives to the current

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situation weighing up the pros and cons of these alternatives, reaching decisions on the

future state of the organisation and implementing the necessary changes.

!n order to achieve the learning outcomes, it is expected that will devote around +12

hours to wor% on the module. "his includes class attendance, wee%ly reading and self#

study exercises, course wor% assignments and examination revision.

Methodology:-

4reentat!on

,ecture

S!mulat!on an# game

$ae Anal/! an# D!cu!on

,earn!ng D!ar/

?roup D!cu!on

Sem!nar

;orhop

In#!2!#ual an# ?roup A!gnment

Each 0ee /ou 0!ll


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*- Repon!

!n#!2!#uall/ an# collect!2el/B !n large meaure for 0hat goe on ual!t/ of cla #!cu!on #epen#

on all of /ou com!ng to cla prepare# to #!cu the !ue ra!e#


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generate organ!at!onal change- 1o0e2erB th! apect of the relat!onh!p ! l!el/

to


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+. (xplain the meaning of strategy

1. "o evaluate alternative approaches to the development of strategy and appreciate their

implications

3. "o recognise organiational and environmental factors that affect the nature of strategy

and their implications for managing change and 4' strategies

5. "o analyse levels of strategy and their implications for change and 4' strategies

. "o discuss the implementation of change and its impact

6. "o evaluate the role of 4' stratus in implementing change

7. "o understand the approach of change management

-. "o understand the meaning of organisational structure and its significance for change

. "o outline approaches to the design of organisational structure their implication for

change and the people who wor% within them

+2. "o identify the principal forms of organisational structure , their main effects on those

who wor% within them and their relationship to change

++. "o appreciate the relationship between organisational structure and 4' strategies

+1. "o understand what is meant by organisational culture, levels of culture and the

interactions between these levels

+3. "o understand the three main perspectives through which organisational culture has been

explored within organisations8 integration , differentiation and fragmentation

+5. 9iscuss the importance of organisational culture in understanding and margining change

through 4' interventions within organisations

+. "o identify the complexity of issues associated with aligning culture to the direction that

an organisation wishes to ta%e.

+6. "o lin% organisational c change interventions and understand the role of 4'M in

managing culture change.

+7. 9iscuss traditional approaches to the recruitment and selection process and explore their

limitations when applied to a changing environment

+-. "o identify how recruitment and selection can contribute directly to a variety of

organisational change scenarios

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+. "o outline how recruitment and selection processes can be developed to accommodate

planned and unplanned

12. "o discuss how to lin% recruitment and selection processes to other 4' change

interventions e.g. organisational structure and culture, 4'9 and employee relations

1+. "o define performance management by explaining the separate activities which constitute

this approach to the management of people

11. "o explain the importance of processes in the effective conduct of performance

management by recognising these as a process cycle

13. "o identify the role performance management plays in contributing to organisational

change

15. "o lin% performance management with other important management themes, e.g.

strategic 4'M, organisational culture and structure and the search for employee

commitment

1. "o discuss 4'9 can be regarded as a vital dimension of 4'M on the one hand and yet

may attract low levels of organisational commitment to its practice on the other

16. "o explain the concept of strategic 4'9

17. "o identify and discuss the role of 4'9 plays in contributing to organisational change

1-. "o outline the 4'9 role played by mangers and how manger and management

development is central to the effective management of change.

1. "o see reward management as an important component of the range of 4'M activities

rather than a purely technical concern

32. "o explain the concept of strategic reward management

3+. "o explain the way in which reward management may assist in delivery of re:uired

employee behaviour

31. "o distinguish between reward values, structures and processes

33. "o identify a range of contemporary employee relations strategies

35. "o discuss the role of these strategies in achieving employee relations change

3. "o evaluate the role of employee involvement in achieving organisational and employee

relations

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36. "o analyse approaches to understanding the psychological contract and employee

commitment and evaluate their lin%s to employee involvement

37. "o lin% employees relations and involvement strategies to other 4' change interventions

3-. (xplain the purpose of downsizing and analyse the problems

3. "o identify arrange of organisational strategies to downsize and evaluate their

conse:uences

52. "o discuss the significance of employee involvement and influence in relation to the

implementation of downsizing

5+. 9escribe the nature of survivors reaction to the advent of downsizing and the existence of

moderating variables affecting these and evaluate their significance for organisations

using this type of change strategy

51. 9iscuss the role of organisation theories and 4' interventions to provide strategies to

manage the process of downsizing more effectively

53. "o identify the role of downsizing plays in contributing to organisational change and lin%

it with other 4' change interventions such as culture change, performance management,

employee involvement and commitment and training and development.

55. "o understand the need to evaluate and promote change

5. "o assess the appropriateness of evaluation research and action research approaches for

different change initiatives

56. "o outline a range of strategies and techni:ues which may be used to gather data about

changes in different situations

57. "o identify the complexity of issues associated with feeding bac% finds about change.

I-TRANS3ERA",E SI,,S

4RA$TISED TAU?1T ASSESSED

A- Self%Management

!- Manage ta an# t!me F F

"- $ommun!cat!on S!ll F F F

$- 4ro


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!- I#ent!f/ e/ !ue for

!n2et!gat!on !n cae

tu#!e

!!- $ontruct!2e pro


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WEEK WISE SCHEDULE OF

THE BLOCK

;ee%ournal of Organisation and 4uman Iehaviour

ii. >ournal of social and Management $cience

iii. $CM$ >ournal of !ndian Management

iv. &rabandhan8 !ndian >ournal of Management

v. ?!M$ !nternational >ournal of Management

vi. $outh ?sian >ournal of Management

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vii. H!C( >ournal of Iusiness

viii. ?dvances in 9eveloping 4'

ix. "he >ournal of ?ll !ndia Management ?ssociation

x. ?sian >ournal of Management Cases

xi. ?sia pacific8 >ournal of 4uman 'esource

xii. !nternational >ournal for Management 'esearch

xiii. !nternational >ournal of Mar%eting and Iusiness Communication

xiv. >ournal of (ntrepreneurship and Management

xv. >ournal of $trategic 4uman 'esource Management

2aga3ines

+. 4uman Capital

1. )orbes

3. Iusiness ;orld

5. Outloo%

. Iusiness "oday

6. Iureaucracy "oday

MODU,E ,EADER M ./ot! $han#0an!

Tel:*5* 899*7 E=tn-*7

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http://tel:91/http://tel:91/


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E%ma!l@/ot!-chan#0an!Jauroun!2er!t/-e#u-!n

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9 1st$eek ?

Mar0'+ !"1%

&t' Finals 3"

COSEUECES OF SUBMITI THE -O(ECT AFTE

THE DUE DATES:

AFTER THE 0TH&EEK4 THE PROJECT &OU%D 5E

2ARKED OUT OF () 2ARKS#


2ARKED OUT OF 70 2ARKS#


2ARKED OUT OF 7) 2ARKS#

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WEEK 1

A ITODUCTIO TO MAAI CHAE: A H STATE

A--OACH

OAIGATIOAL STUCTUE AD THE MAEMET OF

CHAE

Topic Overview

"he need for strategic change arises from the formulation and implementation of the

strategy that underpins the direction and activity of an organisation. ?lternations to the

strategic direction and activity of an organisation may therefore necessitate changes to it

structures, systems, culture, managerial approach and technology. !n this wee% thesignificance of organisational structure in relation to the management of change would

also be covered. "he variety of organisational forms and the range of reasons advanced

for their existence means that this is an area of consideration complexity.

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Chapter Objectives

?fter studying this chapter, the students will learn the following topics8

+. "o explain the meaning of strategy

1. "o evaluate alternative approaches to the development of strategy and appreciate their

implications

3. "o recognise organisational and environmental factors that affect the nature of strategy

and their implications for managing change and 4' strategies

5. "o analyse levels of strategy and their implications for change and 4' strategies

. "o discuss the implementation of change and its impact

6. "o evaluate the role of 4' stratus in implementing change

7. "o understand the approach of change management-. "o understand the meaning of organisational structure and its significance for change

. "o outline approaches to the design of organisational structure their implication for

change and the people who wor% within them

+2. "o identify the principal forms of organisational structure, their main effects on those

who wor% within them and their relationship to change

++. "o appreciate the relationship between organisational structure and 4' strategies

;O'J$4O&

9iscuss Module (xpectations

$(M!H?'

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Case $tudy K +

READ THE CASE STUDY 2, FOR NEXT WEEK

&EEK (

ORGANISATIONA% CU%TURE AND THE 2ANGE2ENT OF CHANGE

Topic Overview

"his chapter tend towards the perspective that organisational culture is an obective

entity, and in particular that it is something an organisation has. "his implies that

organisational culture is something which, can at least theoretically, be manipulated and

managed. !n this chapter there have been number of ways to analysis of a variety of waysin which this might be achieved bad the contribution 4'M might ma%e. "his emphasis

that change needs to occur at the level of employees obs rather than as a conse:uence of



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senior management edicts. "hus although a culture change process might be initiated by

senior management, for it to wor% it needs to be internalised by individual employees.

Learning Outcomes


+. "o understand what is meant by organisational culture, levels of culture and the

interactions between these levels

1. "o understand the three main perspectives through which organisational culture has

been explored within organisations8 integration, differentiation and fragmentation

3. 9iscuss the importance of organisational culture in understanding and margining

change through 4' interventions within organisations5. "o identify the complexity of issues associated with aligning culture to the direction

that an organisation wishes to ta%e.

. to lin% organisational c change interventions and understand the role of 4'M in

managing culture change.

;O'J$4O&

Luest =ecture

$(M!H?'

Case $tudy 1

READ THE CASE STUDY 3, FOR NEXT WEEK

&EEK 9

RECRUIT2ENT AND SE%ECTION AND THE 2ANGE2ENT OF CHANGE



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Topic Overview

'ecruitment and selection has recently been held largely responsible for spicing up the

life of youngsters across the world, causing abect misery to children in wales and beyond

and scuppering the worlds biggest merger plans. "his chapter would also explore the

inappropriateness of this traditional model to change management and how it can be

adapted to ta%e account of both planned change and an imperfect unpredictable future.

4ere stress is laid on the strategic management literature to demonstrate how recruitment

and selection can play a significant role in facilitating, sustaining and initiating

organisational change. "his leads to consider an alternative strategically driven

recruitment and selection.

Learning Outcomes


+. 9iscuss traditional approaches to the recruitment and selection process and explore

their limitations when applied to a changing environment

1. "o identify how recruitment and selection can contribute directly to a variety of

organisational change scenarios

3. "o outline how recruitment and selection processes can be developed to accommodateplanned and unplanned

5. "o discuss how to lin% recruitment and selection processes to other 4' change

interventions e.g. organisational structure and culture, 4'9 and employee relations

;O'J$4O&

Luest =ecture



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$(M!H?'

Case $tudy# 3

NEXT WEEK GET READY FOR INTERNAL WRITTEN TEST OF 20 MARKS

NEXT WEEK WOULD BE THE LAST WEEK TO SHOW ROUGH DRAFT OF THE

PROJECT OF 20 MARKS

&EEK :

PERFRO2ANCE 2ANGE2NET AND THE 2ANGE2ENT OF CHANGE

Topic Overview

!n this chapter we cast the net wider than per romance appraisal by considering the

broader approach of performance management, of which performance appraisal is a %ey

component. ;e analyse performance management from a procession perspective. "he

touchstone of this approach is a performance cycle which details four %ey processes in

performance management. &rocesses focus on what actually happens in systems and

structures rather than dwelling on the systems and structures themselves. ;hat forms the

main body of this chapter is an analysis of the way in which processes are implemented.

"his analysis underpins the way in which performance management may contribute to

organisational change.

Learning Outcomes



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+. "o define performance management by explaining the separate activities which

constitute this approach to the management of people

1. "o explain the importance of processes in the effective conduct of performance

management by recognising these as a process cycle

3. "o identify the role performance management plays in contributing to organisational

change

5. to lin% performance management with other important management themes, e.g.

strategic 4'M, organisational culture and structure and the search for employee

commitment

;O'J$4O&(C" $4ON=9 I( $4O;H I "O9?



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1. "o explain the concept of strategic 4'9

3. "o identify and discuss the role of 4'9 plays in contributing to organisational change

5. "o outline the 4'9 role played by mangers and how manger and management

development is central to the effective management of change.

&ORKSHOP


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&EEK 6

RE&ARD 2ANAGE2ENT AND THE 2ANGE2ENT OF CHANGE

Topic Overview

'eward has long enoyed something of a Cinderella status. !t has been seen as an

inhabiting the turgid, unimaginative and inflexible world of wage and salary

administration. !n this chapter we reflect this new thin%ing about reward by using new

approach Fnew payG. FHew &ayG is a philosophy rather than a set of practices. ?s such it

is used both as a point of departure and a device for structuring the chapter. !t is a useful

way of thin%ing about reward management because it has the potentials to complement, if

not generate, organisational change.

Learning Outcomes


+. "o see reward management as an important component of the range of 4'M activities

rather than a purely technical concern

1. "o explain the concept of strategic reward management

3. "o explain the way in which reward management may assist in delivery of re:uired

employee behaviour

5. "o distinguish between reward values, structures and processes

CHANGE MANAGEMENT Page '*


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;O'J$4O&


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+. "o identify a range of contemporary employee relations strategies

1. "o discuss the role of these strategies in achieving employee relations change

3. "o evaluate the role of employee involvement in achieving organisational and

employee relations

5. "o analyse approaches to understanding the psychological contract and employee

commitment and evaluate their lin%s to employee involvement

. "o lin% employees relations and involvement strategies to other 4' change

interventions

6. (xplain the purpose of downsizing and analyse the problems

7. "o identify a range of organisational strategies to downsize and evaluate their

conse:uences

-. "o discuss the significance of employee involvement and influence in relation to the

implementation of downsizing

. 9escribe the nature of survivors reaction to the advent of downsizing and the

existence of moderating variables affecting these and evaluate their significance for

organisations using this type of change strategy

+2. 9iscuss the role of organisation theories and 4' interventions to provide strategies to

manage the process of downsizing more effectively

++."o identify the role of downsizing plays in contributing to organisational change and

lin% it with other 4' change interventions such as culture change, performance

management, employee involvement and commitment and training and development

;O'J$4O&


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&EEK

E;A%UATING AND PRO2OTING CHANGE

Topic Overview

(ffective evaluation and promotion of change re:uires the systematic collection of data

that are subse:uently analysed and the findings presented in some form. "hese data may

have been collected through monitoring what is happening within an organisation over

time or specifically to evaluate a particular change intervention. 4owever, without theensuing evaluation the effectiveness of one or a series of change interventions is li%ely to

be less certain. "he %nowledge gathered through this process of research, we would

argue, helps organisations to have a clearer understanding of what is happening and, of

e:ual importance, the impact of particular interventions. !n addition, the actual process of

research can help promote the change. et, despite this valuation is rarely carried out.

Learning Outcomes


+. "o understand the need to evaluate and promote change

1. "o assess the appropriateness of evaluation research and action research approaches for

different change initiatives

3. "o outline a range of strategies and techni:ues which may be used to gather data about

changes in different situations

5. "o identify the complexity of issues associated with feeding bac% finds about change.

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;O'J$4O&


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FO

THE

-O(ECT:

!3 MAKS

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S)77ested Frmat ?r MBA -r/e0t !3 Marks# Hard B)nd#

4RE,IMINARY 4A?ES

T!tle 4age

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$bjecties of the #tudy

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% houl# con!t of at leat * page

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)ecommendations

"I",IO?RA41Y

% houl#


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O3

4RO.E$T

FACTOS IFLUECI COSUME DEMAD FO

EEIC DUS I DASMAIAS+ CA6ITE

A 4ro@ect Report

4reente# to the 3acult/ of the

School of Management & Entrepreneurh!p

AURO Un!2er!t/

Surat

In 4art!al 3ulf!lment

Of the Re>u!rement for the Degree of

Mater of "u!ne A#m!n!trat!on

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S)4mitted 4*:

S1RADD1A ?AM"1IR

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M- .YOTI $1AND;ANI

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CETIFICATE AUO#



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You 0!ll get the cert!f!cate from the programme off!ce-

ACKOWLEDMET



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I heart!l/ 0!h to e=ten# heartfelt apprec!at!on an# grat!tu#e to numerou MentorB

To %%%$oncerne# peron of the organ!at!on (!f #o!ng !n an/ organ!at!on) m/ urrogatechamp!on an# %%%%%%%%%%%%%%B 0ho affor#e# me much


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A$NO;,ED?MENT % IV

4RE3A$E % 2

,IST O3 TA",ES % VI

INTRODU$TION % *

"A$?ROUND O3 T1E STUDY %

STATEMENT O3 T1E 4RO",EM % '

REVIE; O3 RE,ATED ,ITERATURE

LIST OF TABLES



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CHA-TE I

INTRODU$TION

(8 pace)

Background of the #tudy

The #eman# for me#!c!neP- ( pace all throughout the te=t)

(' pace)

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#tatement of the "roblem

The go2ernment ha


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(' pace)

'efinition of (erms ( pace all throughout the ect!on)

"ran#e# me#!c!ne refer to a me#!c!ne manufacture#


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CHA-TE III

T1EORETI$A,C$ON$E4TUA,CO4ERATIONA, 3RAME;OR

(8 pace)

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CHA-TE I6

ESEACH METHODOLO

)esearch 'esign

( pace)

The tu#/ 0!ll ut!l!6e


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$1A4TER VI

SUMMARYB $ON$,USIONSB AND RE$OMMENDATIONS

#ummary

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*onclusions

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)ecommendations

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BIBLIOA-H

?ENERA, ?UIDE TO 3ORMATTIN? A "I",IO?RA41Y

3or a


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