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Introduction Dynamic World

Frequent changes

Human Efforts required

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"Change" is:

to give a different position, course, or direction to

to make a shift from one to another

to undergo a modification of

to undergo transformation, transition or substitution

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"Manage" is :

to handle or direct with a degree of skill or address

to exercise executive, administrative and supervisorydirection of

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CHANGE MANAGEMENT Change Management is a structured process that will

cause proposed changes to be reviewed for technicaland business readiness in a consistent manner that canbe relaxed or tightened to adjust to business needs andexperiences.

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Managing change Understanding the potential effects of a change

Each possible reaction be anticipated and managed

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Forces Driving Need for Organisation Change

Global Changes, Competition & Markets

Technological ChangeInternational economic integrationMaturing Markets in the developed worldChanging world political order

More ThreatsMore domestic Competition

Increased SpeedInternational Competition.

More OpportunitiesBigger MarketsFewer barriers

More Internationalmarkets

More Large-Scale Changes in Organisations

Structure ChangeStrategic ChangeCulture Change

Knowledge Management, ERPQuality Programs

Mergers, joint venturesHorizontal organizing, teams

networksNew technologies, productsNew business processes

E-business

Learning Organisations

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Challenges of Changes Involves new procedures

Leadership - changing the running of an organization

from a command and control nature of managementto the nurturing and motivational nature ofleadership.

Focus - making business choices to bring alignment

and focus to the organization.

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Commitment - creating commitment to the future ofthe enterprise throughout the organization.

Resistance- Resistance is a complex entity that directlyaffects the outcomes of change, both positively andnegatively.

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KURT-LEWINS CHANGE MODELUNFREEZE

CHANGE

REFREEZE

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Kurt Lewins model of change

Stage Characteristics Organizational impact

Unfreezing

People in the organization

made aware ofproblems/performance gapand need for change

This diagnosis stage is often drivenby a change agent

ChangingPeople experiment withnew workplace behavior todeal with needed change

This intervention stage featuresspecific training plans formanagers and employees

RefreezingPeople employ new skillsand attitudes and arerewarded by organization

Changes are institutionalized inthe corporate culture

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NEED FOR CHANGE Indian economy opened to global competition

Godrej group was in a Quandary

No exposure to competition or new technology Entered into two alliances

P&G

GE

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NEED FOR CHANGE Entire distribution of Godrej transferred to P&G

1995-Break-up of the joint venture between Godrej &

P&G Post breakup Godrej devoid of distribution system

Rebuilding exercise

1995-TQM

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CHANGE Switch from a family-run business to a professionally

managed company

Changed the earlier model of management hierarchyAdopted a participative management model

team spirit

employee improvement programmes.

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TQM 1995-TQM Awareness programmes conducted for all

employees

Objective Driving force

Maximize quality and minimize costs.

Total employee involvement, total waste elimination

and total quality control

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KAIZENJapanese technique of continuous improvement

Increase in employee involvement and morale.

Significant savings Flexible

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360-Degree EvaluationAssessment

Unbiased feedback to the employee

Self development

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Economic Value Added Training

(EVA) 2001-Introduction of EVA

Extensive training program for managerial and officer

levels Training regarding decision making of investments

and trade-offs between the income statement and thebalance sheet.

Stern Stewart, New York based managementconsultancy

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GALLOP-Godrej Accelerated Learning

Leadership and Orientation Programme

2002 -structured and organised induction-trainingprogramme

Objective to nurture the new recruits into leaders anddynamic performers

The trainees were rotated in four departments other thantheir primary department including a compulsory salesstint.

Mandatory rotation helped the trainees to get a hands-on

experience to understand the market

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Spark - Train The Trainers

2002-purpose was to equip the managers to becomesuccessful coaches

GIL, in association with a Delhi-based HR consultant,conducted several workshops to mould the managersinto coaches

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E-Gyan

2002 -E-Gyan was the e-learning initiative

Transform traditional training methods of workshopsand sharpen the intellect of the employees by self-learning initiatives

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policies

The HR divisions have suddenly become more buoyant& are looking forward to the participation of newjoinees

Encouragement of more participation of new joinees inthe decision making process.

Bedhadak bolo

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Switching from a family-run business to a professionallymanaged company, the management has once againembarked on a new exercise to change the outlook of the

company. Godrej changed its existing logo and came out with a new

logo.

A completely new corporate campaign was designed to

convey this new look to the outside world.

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