Unit I Personal Change

7/30/2019 Unit I Personal Change

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Change Management


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Change Management

ANTICIPATE CHANGE EVEN WHEN THINGSARE GOING RIGHT

ALWAYS LOOK AT THE OPPORTUNITIESTHAT CHANGE REPRESENTS

DO NOT ALLOW ROUTINES TO BECOME

CHAINS

REALIZE THAT FEAR OF THE UNKNOWN ISNATURAL


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Change Management

Keep renewing yourself

Surround yourself with people who are open

to change

Play to win!!!

Do your best and leave the rest

Respect yourself. The world will

Reward you on your successes

Never change your core valuesWe must remember that succeeding in a

changing world is beyond just surviving


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Change Management

Change is the only thing that will

Never change. So better adapt to it.

Change is universal

Change is permanent.

Be ever willing to change..

For, change alone leads you to

Success and happiness!!!

If one desires a change, one must

Be that change before that change

Can take place


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Change Management: Definitions

Change management is a structured approach to

transitioning individuals, teams, and organizations froma current state to a desired .

When you introduce a change to the organization, youare ultimately going to be impacting one or more of the

following four parts of how the organization operates:

Processes Systems

Organization structure

Job roles


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Change Management: Definitions

The coordination of a structured period of transition

from situation A to situation B in order to achievelasting change within an organization.

Objectives Review the basics of change management and how

change affects us all

Understand that change is a continuous process

Focus on the Transformation Programme and identify

what changes will occur and how they can be best

managed


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Personal Change

Meaning:

Personal change means improvement in an individuals

life. Personal change is s process of movement of an

individual from current undesirable level to a desirable

level of behavior to improve the organizational &

individual effectiveness & efficiency.

Here the main focus is to improve an individuals lifethrough personal change. The aim of personal change

is to tap the unlimited potential available in an

individual.


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Personal Change

Personal change is possible by oneself or by seeking the

help of professionals or well wishers.

Identified desired to change

By Oneself

Personal

Change

PersonalDevelopment

(Change to

desired behavior)

By the

assistance of

others

IndividualCurrent

Undesirable

behaviors


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Personal ChangeStep1

Personal change starts with discovery, which involves finding out

more about yourself, how you do things, how you have beenlimiting your options. Discovery involves willingness to learn.

Learning might be unexpected & surprising.

Step2

Once the discovery phase is over, the clearing phase starts which

involves the process of realizing & rejecting the wrong answers

which have become a part of us. These wrong answers are

returned to the time, place & context where they belong. Clearingis a key element in personal change.


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Personal Change

Step3

Clearing then leads to programming which is establishing

useful ways of how to do things. That might involve the

discovery of how things are being done & the creation of

more powerful new methods. Once the programming

phase is over, the processing phase starts.


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Personal Change

Elements of Personal Change

Self Analysis

Self Awareness

Self Esteem

Self Efficacy


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Personal ChangeSelf Analysis:

Self analysis has to do with a personal SWOT analysis,

analyzing ones strengths, weaknesses as well as

opportunities & threats on the environment.

Self analysis helps a person in understanding:

Whether or not one has a suitable aptitude for a given

job.

Whether or not one is capable of handling various roles

& responsibilities one has accepted. What motivates & what drains ones energy.

Whether one brings out the best in others or


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Personal Change Whether one brings out the best in others or worth in

others.

Ones stress tolerance potential

Whether one is doing the work that is meaningful to himself

& others around him.

An important aspect of self analysis is to examine whetherone has meaningful relationship with others & to move

away from relationships that are not fulfilling.


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Personal Change Whether one brings out the best in others or worth in

others.

Ones stress tolerance potential

Whether one is doing the work that is meaningful to himself

& others around him.

An important aspect of self analysis is to examine whetherone has meaningful relationship with others & to move

away from relationships that are not fulfilling.


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Personal ChangeThe Strengths of an individual can be analyzed effectively

the strengths may be:

Numerical ability

Verbal Comprehension

Perceptual Speed

Inductive reasoning (Individual to general)

Deductive reasoning (General to individuals)

Special visualizing (Understanding the regular structure)

Emotional Quotient

Creativity Quotient

Memory, Critical Thinking, Spiritual Quotient etc.


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Personal Change Self Awareness:Self awareness is the stepping stone is personal

change after self analysis. It is important to answer the question who

is a self aware person? A Self aware person is one who:

is aware of ones strengths & limitations

has a clear idea of ones priorities.

is aware of ones attitudes, values & beliefs. know how others behavior is affecting others.

know how others are affecting oneself.

one is aware of his fears and anxieties and defenses he usually

employee to

protest his sanity.

Awareness is the foundation for personal change. Once an individual

is aware of himself, one can better manage ones behaviour & function

effectively


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Personal Change

Basic assumptions about self awareness are;

1] Self awareness is self responsibility.

2] Self awareness involves internalizing, i.e., perceiving self

behaviour to have certain outcomes.

3] Self awareness is a continuous learning process.Self awareness can be defined as the ability to perceive ones

own existence, including ones own traits. Self awareness is

important to the development of an individual, becausewithout it one is inclined to repeat the same old mistakes

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Personal Change Personal development through self awareness:

Self awareness helps managers identify gaps in their management

skills, which promotes skill development. But self- awareness alsohelps managers find situations in which they will be most effective,

assists with intuitive decision making & aids stress mgt & motivation

of oneself & others.

Skill development. Knowing your strengths & weaknesses.

Developing intuitive decision making skills

Stress

Motivation

Leadership

Practicing management skills

Ask somebody who know your habits, needs & values.

Questionnaires

Seek professional help (Professional Counselors & Executive Coachers)

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Personal Change Models Of Self Awareness

1. Johari Window

2. MBTI (Myers Briggs Type Indicator) 1] Johari Window Model:

Johari Window Model is also referred to as disclosure or feed back

model of self awareness.

The Johari window actually represents inform feelings experience,views, attitudes, skills, intentions, motivations etc., within or about a

person in relation to their group from four perspectives, which are

given below

1 OPEN OR FREE AREA 2 BLIND AREA

3 HIDDEN AREA 4 UNKNOWN AREA

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Personal Change The Johari Windows perspectives are called regions or area or

quadrants.

1] Open or free area: What is known by the person about him/herself& is also known by others.

2] Blind self area: What is unknown by the person about him/herself

but which other know.

3] Hidden self: What a person knows about him or herself that do notknow by others.

4] Unknown self: What is unknown by the person about him/herself

& is also unknown by the others.

Without self awareness, self analysis is not possible, therefore it is

important to first by to understand the meaning the self awareness.

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Personal Change 3] Self Esteem:

Self esteem or self worth is defined as a persons self-image at an

emotional level, circumventing reason & logic. Self esteem is a widely used concept both in popular language & in

psychology.

It refers to an individuals sense of his or her value or worth or the

extent to which a person values, approves of appreciates prizes orlikes him or himself.

A persons self esteem develops & evolves through ones experiences

with different people & activities.

Experience during ones childhood play a particularly large role in theshaping of ones large role in the shaping of ones basic self esteem.

People with love self esteem often relay on how they are doing in the

present to determine how they feel about themselves. They need

positive external experiences to counteract the negative feelings &

through that constantly plague them.

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Personal Change People with the healthy self-esteem are able to assess oneself

accurately (know oneself) & skill be able to accept & to value oneself

unconditionally.

Consequences of low self-esteem are;

It can create anxiety, stress, loneliness & increased likelihood for

depression.

It can cause problems with friendships & relationships.

It can seriously impair academic & job performance It can lead to underachievement & increased vulnerability to drug &

alcohol abuse.

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Personal Change Measures to improve or overcome low self esteem;

Before one can begin to improve ones self- esteem one must first

believe that one can change.

Change doesnt necessarily happen quickly or easily, but it can

happen.

3 steps to be taken to change ones self esteem are;

a] Rebut the inner critic: Begin to challenge negative messages ofthe critical inner voice.

Eg: If a student failed in test, he should challenge that he can score

well in next test. i.e., I can do it well in next test.

b] Practice selfnurturing:

To treat oneself as a worthwhile person.

Start to challenge part negative experiences or messages by nurturing

and caring for oneself in ways that show that one is valuable,

competent, deserving etc .,

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Personal Change Components of self-nurturing are:

Practice basic self-care i.e., enough sleep, eat healthy, good

hygiene, regular exercise etc.,

Plan fun & relaxing things for yourself.

Reward yourself for your accomplishments.

Remind yourself of your strengths & achievements.

Forgive yourself when you dont do all you had hoped.

Self-nurture even when you dont feel you deserve it.

Get help from others i.e., friends, teachers or parents

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Personal Change 4] SelfEfficacy

A persons belief that he or she has the ability, motivation, & resources

to complete the task successfully.

People with high self-efficacy have a can do attitude towards a

specific task & more generally towards other challenging life.

In managing personal change, self-efficacy is a major determinant forsuccess. Employees with higher levels of efficacy can overcome

obstacles & challenges that are a inevitable part of any change effort.

Change leaders can increase employee self-efficacy by showing

employees that they possess the necessary knowledge & skills bydisplaying the confidence in the employees competencies & by

settling them challenging goals & then helping them achieve those

goals.

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Personal Change How self- Efficacy affects human function?

The selfefficacy has four major effects on people

It affects their thinking and analytical ability or cognitive ability. It affects their motivation.

It shapes their emotions.

It also affects the activities & task people choose to pursue.

Factors Influencing Self- Efficacy

Four Main Sources of influence are

1. Experience

If people experience only easy successes they come to expect quick result

and are easily discouraged by failure.

Resistant sense4 of efficacy requires experience in overcoming obstacles

through perseverant effort.

Some set backs and difficulties in human perceives serve a careful purpose

in teaching that success usually requires sustained effort.

Personal Change


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Personal Change 2. Social Models

The second way of creating & strengthening self- beliefs of efficacy is

through the vicarious experiences provided by social models.

Seeing people similar to oneself succeed by sustained effort raises

observers beliefs that they too posses the capabilities to succeed.E.g.:

Role Models

Modeling influences do more than provide a social standard against

which to judge ones over capabilities.

People seek proficient models who posses the competencies to which

they aspire. Through their behavior & expressed ways of thinking,competent models transmit knowledge & teach observers effective

skills & strategies for managing environmental demands

Acquisition of better means raises perceived self-efficacy.

3 Social Persuasion


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3. Social Persuasion

It is a third way of strengthening peoples beliefs that they have what

it takes to succeed.

People who are persuaded verbally that they possess the capabilities to

master given activities are likely to mobilize greater effort & sustain.

If than if they harbor self- doubts & dwell on personnel deficiencies

when problems arise.

To the extent that persuasive boosts in perceived self-efficacy lead

people to try hard enough to succeed, they promote development of

skills & a sense of personal efficacy.

4. Psychological Factors

Psychological indicators of efficacy play an especially influential role

in health functioning in athletic & other physical activities.

It is imperative that individual seek to improve self efficacy for the

benefit of self as well as organization.

It is necessary to develop high efficacy for personal as well as for the

organization.

Role Efficacy


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Role Efficacy

Role effectiveness depends on having high role efficacy on the part of

the role occupant & by developing a style & strategy to cope with the

role conflict or stress.

Role efficacy is the performance of a person working in an

organization depends on his own potential effectiveness, technical

competence, managerial experience etc., as well as on the design of

the role that he performs in an organization.

Role efficacy is the integration of the two i.e., person & the role, that

ensures a persons effectiveness.

To be an effective employee, a person should have the requisite

knowledge, technical competence & skills to perform the role.


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Organizational Change


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Presentation Outline

Define Organizational Change

What is there to manage?

Resistance to Change

Managing Organizational Change


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Definition of organizational change

One of the reasons why most of us change is because we used

to adjust and adapt to the changing life and circumstances

(Lack of money, offer of new job, sickness or work

pressures). There are some situational reasons which impel

1. Readjust our self to new conditions

2. Like human beings organization are also open systems

They are also characterized by openness of environmental

influences and the processes of differentiation & negative

entropy.

Thus organizational change occurs because of both situational

fluctuations in the environmental demands as well as because

it is in their nature to grow and develop.


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Definition of organizational change:

Organizational change means significant change in any one or

more of the tasks, techniques, structure and the people of the

organization. Changes in these however tend to be correlated.A change in tasks can after lead to changes in people,

structure and techniques.

Organizational change may be a planned effort to increase

organizational effectiveness and health through changes in theorganization dynamics using behavioral science knowledge.


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RevolutionaryChange:

Organizations do not evolve but are more likely to change in

strategic reorientations that demand significantly different patternsof Scientific fields .Truth is probably not discovered through the

accumulation of individual findings, but more likely in

paradigmatic shifts, that is breaks in the prevailing mode of

thinking.

Evolutionary Change: No doubt, more than 95% of organizational changes are

evolutionary. As noted above, the resistances to revolutionary

change are indeed strong. The second case vignette, at the

beginning of this chapter (improvement in customer service at the

pharmaceutical-chemical company), is illustrative of evolutionary

change. Most organizational change consists of improvements,

incremental steps to fix a problem or change a part of the larger

system


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Organization-wide Versus Subsystem Change

Examples of organization-wide change might be a major restructuring,

collaboration or rightsizing. Usually, organizations must undertake

organization-wide change to evolve to a different level in their life cycle, for

example, going from a highly reactive, entrepreneurial organization to one

that has a more stable and planned development. Experts assert that successful

organizational

Transformational Versus I ncremental Change An example of transformational (or radical, fundamental) change might be

changing an organizations structure and culture from the traditional top-

down, hierarchical structure to a large amount of self-directing teams. Another

example might be Business Process Re-engineering, which

tries to take apart (at least on paper, at first) the major parts and processes ofthe organization and then put them back together in a more optimal fashion.

Transformational change is sometimes referred to as quantum change.


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Remedial Versus Developmental Change

Change can be intended to remedy current situations, for example, to

improve the poor performance of a product or the entire organization,

reduce burnout in the workplace, help the organization to become muchmore proactive and less reactive, or address large budget deficits.

Remedial projects often seem more focused and urgent because they are

addressing a current, major problem. It is often easier to determine the

success of these projects because the problem is solved or not.

Unplanned Versus Planned Change

Unplanned change usually occurs because of a major, sudden surprise to

the organization, which causes its members to respond in a highly reactive

and disorganized fashion. Unplanned change might occur when the ChiefExecutive Officer suddenly leaves the organization, significant public

relations problems occur, poor product performance quickly results in loss

of customers, or other disruptive situations arise.


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Factors influencing organizational change

External factor Internal Factor Govt regulation Changes in corporate leadership

Changes in economy Implementation of new technology

Competition Decline in corporate performance

Raw material prices Changes in employees profile

Raw material

availability Union actions

Pressure group Low morale & motivation

Technology push

Scarcity of labour


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Organizational Change Management

External reasons for changes

In order to remain effective and to survive, the organization mustfind new ways of relating to the environment. The organization

may respond to these changes in a healthy adaptive manner.

For e.g. Converting a potential threat into opportunities. Some of

the external forces are:

Government Regulations:

The slashing of subsidies by the govt. to the professional

institutes like IIMs, IITs, created pressure to generate funds for

themselves.

Privatization of the power sector encouraged many industries to

diversify into this sector.


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Changes in economy

The receiver in the consumer durable industry forced manyorganizations to reduce their manpower and find out the methods

for cost cutting or diversify into other markets.

Competition

To counter the threats from its competitors the organization mustreorganize itself by making technological advances, cutting c etc.

In order to overcome the competition we have to adopt new

technology before our counter party or everyone comes to know

regarding the new technology.

Raw material price & availability

Fluctuations in prices and erratic availability of raw materials

after impel the organizations to create buffers, strengthen their

purchasing power or gain control over raw material sources

through backward integration.


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Changes in consumer preference or profile

With business travelers gradually becoming a major customersegment for hotels, many 5 star hotels had to not only include

new infrastructural facilities like fax or voice mail etc but also

start new sources like conference hall, business centre, secretarial

services etc.

Pressure groups

Consumer right forums, unions, environmental protection group

also influences organizations to change

Technological advances

The proliferation of communication technology like cable

networking, dish antenna, communication satellites etc was a

major influence on Doordarshan to structure itself & become

more competitive.

Internal Forces


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Internal Forces

Change in corporate leadership

A new chief executive may not only introduce new systems and

structures but may also symbolically communicate new values

and culture in the organization. Thus change of leadership led to

major internal changes in the organization.

Implementation of new technology

A decision to purchase and implement new technology bound to

have consequences of other function as well.

E.g. Computerization of railway reservation resulted in changes

in the reporting bills, space of control, coordination mechanism

etc

Union actions

Unionization of workforce creates a major power coalition in the

organization which would have its impact on original decisions.

In our country the political affiliation of unions also effect the

kind of action organizations can or cannot take.

Changes in employer profile & attitudes


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C a ges e p oye p o e & att tudes

Over a period people in organization grow and change also fresh

recruitment brings in new kinds of employees. Structural and

systematic changes become necessary to retain and get work out

of the changing set of employees.

E.g. The young professionally qualified workforce becoming

more mobile and ambitious. Many companies in our country are

changing their recruitment policies, developing better

compensation packages, out bringing work to provide morechallenge etc.

Corporate performance

A downward trend in profits & market share, compels the

organization to change its management structure & style, itsinventory control system, inventory plans etc. Thus a set back of

corporate performance shakes up the organization out of

compliancy & forces it to have a relook at itself.


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Mergers and acquisitions

A meeting of two distinct corporate cultures creates new demand

on the organization. These changes become apparent in the new

strategic emphasis, new lives of control, new systems, new set of

employees etc

Organizational change process:


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g g p

1. Preparation stage

Contact stage

The earliest encounter a person has with the fact that change maytake place or has already taken place.

Awareness stage

The person knows that a change is being contemplated becoming

aware of the pressure for change. Pressure may come from insideand outside the organization. Outside pressure such as

technology, competition, economy etc. inside pressure arises

from conflict, retirements, resignations

2. Acceptance phase

a. Understanding stage

Recognizing the need for change.

E.g. ITCs transformation


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b. Positive perception

The person develops positive view towards the change.

Diagnosing the problem: interviews allow data collection on a

range of possible subjects by using questionnaires responses can

be quantified and easily summarized.

By observation data can be collected on behaviour rather than

more reports

By using secondary data unbiased and easily quantifiable datacan be collected.


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3.Commitment phase

a. Planned stage/ Installation stage

The change is implemented and becomes operationalb. Adoption stage

The change has been used long enough to demonstrate worth and a

viable positive impact.

c. InstitutionalizationThe change has a long history of worth, durability and continuity

and has been formally incorporated into the routine operation

procedure of organization

d. Internalization

Persons are highly committed to change because it is con to their

personnel Interest, goals or values system.


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A Process Model of

Organization ChangePreliminary

Problem

Identification

Managerial

Commitment

Identify Specific

Problem Areas Data Feedback

Data Collection

and Analysis

Develop

Change

Strategies

Initiation of

Behavior

Evaluation of

Results

Model of organizational change:


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Model of organizational change: Lewins change model / 3 step model

Kurt Lewin provided one of the early models of planned change

According to him, change underlies the modification of thoseforces that keep a systems behaviour stable.

The level of behaviour at any point of time is the request of two

set of forces

a. Striving to maintain the status quo

b. Pushing for change

When both these sets of forces are equal ,current levels of

behaviour are maintained and this behaviour is called quasi

stationary equilibrium

Organizational change can occur @ 3 levels; viz


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g g @

a. Individual: change in an individual attitudes, values, skills &

behaviour.

b. Structure & system: change in work decision, reporting

relationships information system, reward system etc

c. Organization climate: change in leadership style, interpersonal

relation, Decision-making style etc

Lewins 3 stage model is a powerful tool for understanding

change situations. The 3 steps include:

1. Unfreezing the old behaviour or situation 2. Moving to a new level of behaviour

3. Refreezing the behaviour at the new level


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The first step, unfreeze involves theprocess of letting go of certain restrictingattitudes during the initial stages of anoutdoor education experience.

The second step, "change" involvesalteration of self-conceptions and ways ofthinking during the experience.

The third step, "refreeze" involvessolidifying or crystallizing the changes intoa new, permanent form for the individual

Lewins Three-Step Process

Unfreezing stage


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Creating motivation & readjust to change through. First a man

should believe that cigarette is bad for him and that he should

stop smoking

Unfreezing stage creates pain and discomfort

Which causes creation of guilt and anxiety, which motivates the

person to change?

Develop psychological safety in order to replace the old

behaviour with new behavior.

Moving stage

Changing through cognitive restructuring. Helping the clients to

see things, judge things feel things and reach to things differently

based on new points of view obtained through

1. Identifying with a new role model, mentor etc

2. Scanning the environment for new relevant information.

Unfreezing Techniques


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Unfreezing Techniques

people are taken from a state of being unready to

change to being ready and willing to make the first

step.

Burning platform: Expose or create a crisis.

Challenge: Inspire them to achieve remarkable

things.

Evidence: Cold, hard data is difficult to ignore.

Education: Learn them to change.

Management by Objectives (MBO): Tell peoplewhat to do, but not how.

Visioning: Form Visions. Visions work to create

change.

Refreezing


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Integrates the new behavior into the persons personality and

attitudes (i.e.) stabilizing the change requires testing them to fit

with the individual and fit with the individuals social

surrounding.

Refreezing techniques


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Refreezing techniquespeople are taken from a state of being in

transition and moved to a stable and productive

state Burning bridges: Ensure there is no way

back.

Evidence stream: Show them time and againthat the change is real.

Institutionalization: Building change into theformal systems and structures.

Reward alignment: Align rewards withdesired behaviors.

Socializing: Build it into the social fabric

Force Field Diagram


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Force Field DiagramChange Issue

Driving Forces Restraining Forces

Weak

Weak

Moderate

Strong Force

EquilibriumChange

No Change


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The force field analysis provides a useful framework for

understanding the change process as well as planning strategies

for implementing change.

No Change

The force field diagram is a model built on the idea that forces

includes both driving and restraining change. Whether the

organization changes are not depends on one of these two forces

and whole process of change can be understood as the interplaybetween the driving and restraining forces

When the organization is in a state of equilibrium the driving and

restraining process sort of cancel out each other.


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Uses of force field analysis

Investigate the balance of power involved in an issue Identify the most important player ( stakeholder) and target

groups for a campaign on the issue

Identify opponents and allies

Identify how you can influence each target group

Steps in force field analysis / process


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Describe the current situation

Describe the desired situation

Identify where the current situation will go if no action is taken

List all the forces driving change toward the desired situation

List all the forces resisting change towards desired situation.

Discuss and interrogate all of the forces: Are they valid? Can they be

changed? Which are the critical ones?

Allocate a score to each of the forces using numerical scale. e.g.: one

for extremely weak and ten for extremely strong.

Chart the forces. Let the driving forces on the left and restraining forces

on the right.

Determine whether change is viable and progress can occur. Discuss how the change can be effected by decreasing the strength of

the restraining forces or by increasing the strength of the driving forces.

Remember that increasing the driving forces or decreasing the

restraining forces may increase or decrease other forces or even createnew ones.


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Action Research Model

This model focuses on the planned change activity as a cyclicalprocess

Initial research about the organization is undertaken which then

provides request information to guide further action.

The results of the action are accrued to provide information toguide further action and this cycle is repeated as an on going

process. This model aims at helping specific organization

implement planned change as well as develop general knowledge

that can be applied in other scenario.

The eight main step involved in the action research model are

given below.

Action Research Model


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1. Problem identification

This is the stage where a key executive senses the existence of

one or more problems that can be alleviated with the help of anOrganization Development Practitioner.

2. Consultations with behavioural experts

After sensing the problem, and realizing that it can be dealt with,

the help of our OB experts is sought. 3. Data gathering and preliminary diagnosis

The consultant gathers data by employing methods such as

interviews, process observations, questionnaire and the analysis

of organizational performance data 4. Feedback to key client or group

The data gathered is paved on to the client to determine the

strengths and weakness of the area under study with the

consultant providing the client all relevant and useful data

5. Joint diagnosis of the problem

Th di h f d b k d f ddi i l h


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The group discusses the feed back and focuses on any additional research

needed. The result of the additional research are summarized and submitted to

the group again for validation, further diagnosis and identification of the

problem.

6. Joint action planning

The consultant and management team jointly agree on problem solving

methods.

The specific action to be taken depends on the organizations cultural

technological work environment problem to be solved and resolved and thetime and cost associated with the O.D intervention

7. Action

This stage involves the actual stage from one organizational state to another. It

may include installing new methods and procedures, re-organizing structures

and work designs or re-inforcing new behaviours. 8. Data gather after action

As this method cyclical in nature, new data is again gathered after the action

has been taken to measure and determine the effects of the action. based on the

feed back, the situation may be rediagnosed and new action taken. This model

aims at helping specific organizations implement planned change as well as

Planning model


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This model is based on principle that information must be fully

and openly shared between the organization and the change agent

and this information must be able to be translated into action. [7

step process to change]

This model follows a 7 step as given below:

Scouting

( d f h & i i h )


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(need for change & area requiring change)

Entry

(mutual contact & mutual expectation)

Diagnosis

(improvement goals are identified)

Planning

(specific improvement goals)

Action

(implementation of the steps identified)

Evaluation of Stabilization

(determine extent of screen of implementation & take action)

Termination

(decision is made to leave the system or to end and begin another)

Th d l f G i hi h I t di d b k t i it i


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The model of Greiner which I studied way back at university gives an

explanation and establish the awareness that growing and changing is logical

and continual.

This model outlines the stages that a company may go through from its

inception to maturity, and it details each management crisis and the solutions

that lead to the next phase of growth.

Key Forces in development

There are 5 key dimensions that are essential for

building a model of organizational development:

Age of the company

Size of the company

Stages of evolution

Stages of revolution

Growth rate of industry


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Documents

Unit I Personal Change