Transcript Lecture-10 on 25 July 2014

Transferable Skills Development
MGT 495
Lecture - 10
FACILITATOR
Prof. Dr. Mohammad Majid Mahmood Bagram
Group Process &
Change Management
2
Group Composition
 Homogeneous groups are groups in which
members have many characteristics in common.
 Heterogeneous groups are groups in which
members have few characteristics in common.
 Criteria for determining homogeneity or
heterogeneity:
– Demographic characteristics (e.g., age, gender, race,
educational background)
– Personality traits, beliefs, and values
– Skills and abilities
– Work experience
3
Stages of Group Development
4
Work Groups Types
5
Types of Work Groups
Formal Work Group - A group established by
management to help the organization achieve
its goals.
Informal Work Group - A group that emerges
naturally when individuals perceive that
membership in a group will help them achieve
their goals or meet their needs.
6
Types of Formal Work Groups
Command Group - consists of subordinates who
report to the same supervisor.
Task Force - consists of people who come
together to accomplish a specific goal.
Team - consists of people who work intensely
together to achieve a common group goal.
Self-Managed Work Team - consists of people
who are jointly responsible for ensuring that the
team accomplishes its goals and who lead
themselves.
7
Types of Informal Work Groups
Friendship Group - consists of people who
enjoy each other’s company and socialize with
each other on and off the job.
Interest Group - consists of people who come
together because they have a common goal or
objective.
8
We Want Change Without Change
9
Why Change?
INSANITY
Doing the Same Things
&
Expecting
Better Results
10
What ever level you reach,
getting better never stops
Any alterations in the
people, structure, or
technology of an
organization.
change must involve the
people – change must
not be imposed upon
the people
Change
Difference between two situations or conditions
Change is a window or way where you can see the
future or outcome or a different world.
Change
 “If You Can’t Change
Your Mind, You
Can’t Change
Anything”-George B. Shaw
15
WHY PEOPLE DON’T CHANGE ?
 Comfort
 Changes
Zone
may lead to anger, hatred,
jealousy and violence
Reacting to Change





Deny/ignore it
Fight it
Suffer through it
Run from it
Embrace it
PSYCHOLOGY OF CHANGE
We experience changes physically, mentally and emotionally
Usually it is slight and slow but it can be sudden – disrupting
our work, dislocating our relationships or ruining our leisure
time.
Sometimes we can explain it, sometimes not
Changes involves the familiar; sometimes the unknown. Many
of us prefer what is familiar.
Rather than seek change, we continue to live with our old
familiar feelings (patterns and routines)
Why is Change Management Important?
The biggest reason why
organizational change
fails
Not planning to manage
its impact on people
 People want to be successful
 People feel successful once they have mastered their
environment and believe it is secure
 People will resist any change to the work environment that
impacts their security
Why Change?
CHANGE IS THE ONLY
THING THAT WILL
NEVER CHANGE. SO
BETTER ADAPT TO IT.
Reasons for Change
1. Current needs have been met
2. New needs have been identified
3. The environment changes
-Robert Byrne-
Change is a Process
Where you want to be
Where you are today
Determining
What
Should be
Changed?
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A Generic Typology of
Organizational Change
Adaptive
Change
Reintroducin
g a familiar
practice
Innovativ
e Change
Introducing
a practice new
to the
organization
Low
Radically
Innovative
Change
Introducing
a practice new
to the industry
High
Resistance to Change
Workforce
World
Politics
Technology
Forces For
Change
Economic
Shocks
Social
Trends
Competition
25
Agents of Change
Inside
Change Agents
New
inductions
Outside
Change Agents
26
What Should I Do?
Obviously, you won’t be able
to control everything that
happens to you. But you’re
in complete control of how
you respond to what
happens.
Human beings,
by changing the inner
attitudes of their minds,
can change the outer
aspects of their lives.
William James (1842 - 1910)
28
ANTICIPATE
CHANGE EVEN
WHEN THINGS ARE
GOING RIGHT
29
ALWAYS LOOK AT
THE OPPORTUNITIES
THAT CHANGE
REPRESENTS
30
DO NOT ALLOW
ROUTINES TO
BECOME CHAINS
31
DO YOUR BEST
&
LEAVE THE REST
TO ALLAH
32
we must remember
that succeeding in a
changing world is
beyond just
surviving
33
Change Versus Stability
General Motors‘, “think list”:
1)
2)
3)
4)
5)
6)
7)
8)
Can a machine be used to do a better or faster job?
Can handling of materials for the machine be improved?
Can a special tool be used to combine the operations?
Can the quality of the part being produced be improved
by changing the sequence of the operation?
Can the material used be cut or trimmed differently for
greater economy or efficiency?
Can the operation be made safer?
Can paperwork regarding this job be eliminated?
Can established procedures be simplified?
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Attitudes & Change
People build up
attitudes which fit their
needs and values as
they perceive them to
be.
Cognitive
What a person
knows about the
situation
Affective
ASPECTS OF
ATTITUDE
How the person
feels about it
Behavioural
How the person
reacts
35
Lewin’s Force Field Analysis Model
Unfreezing
Changing
Refreezing
36
Lewin’s Force Field Analysis Model
Unfreezing
 Breaking down existing ways of doing things
 Discarding conventional methods & behavioral
patterns.
Lewin’s Force Field Analysis Model
Changing or Moving
 Receptive to proposed change
 New learning
 It is a time of trial & error
 Careful guidance – problems arise – tackle efficiently
Lewin’s Force Field Analysis Model
Refreezing
 New beliefs, attitudes gained, behavior learnt are
implemented.
Changing the Culture
Empirical
Coercive
CHANGE
STRATEGIES
Reeducative
Rational
explanation of
need for change
Imposing the
change - use of
authority
Highlighting the
benefits of
change
40
Work Stress & its Management
Stress
41
Issues in Managing Change
Handling Employee Stress due to Change
How Potential Stress Becomes Actual Stress?
• When there is uncertainty over the outcome.
• When the outcome is important.
42
Causes of Stress
43
Managing Stress
Prayer
Negotiate
Diet
Exercise
Improved Recruitment & Selection
Use of realistic goal setting
Training & Development
Improved organizational communication
Redesigning of jobs
Increased employee participation
Wellness programs
Provide a counseling program
44
Resistance to Change
 Most people do not like
change
 Creates ambiguity and
uncertainty
– Creates stress
45
Resistance To Change
46
Reasons to Resist…..
Individual Resistance
* Economic reasons
* Personal Reasons
* Social Reasons
Organizational Resistance
* Organizational Structure
* Resource Constraints
* Threat to power & influence
Minimizing Resistance to Change
Communication
Training
Employee
Involvement
Stress
Management
Negotiation
Coercion
Managing Change
+
+
Vision
+
Skills
+ Incentives + Resources +
Action Plan
= Confusion
Vision
+
Skills
+ Incentives + Resources +
Action Plan
= Anxiety
Vision
+
Skills
+
Vision
+
Skills
+ Incentives + Resources +
Vision
+
Skills
+
Incentives
Incentives
Incentives
+ Resources + Action Plan
Successful
= Change
Skills
Vision
+ Resources + Action Plan
Action Plan
+ Resources + Action Plan
Slow the
= Change
= Frustration
False
= Starts
49
Conclusion
Change Management has
deep impact on employee`s
transferable skills
development
FACILITATOR
Prof. Dr. Mohammad Majid Mahmood Bagram