Transcript Unit-5 - Ipemgzb.ac.in

LEADERSHIP
IS THE PROCESS OF INFLUENCING
AND SUPPORTING FOLLOWERS
TO WORK ENTHUSIASTICALLY &
WILLINGLY TOWARDS ACHIEVING
OBJECTIVES UNDER DIFFERENT
SITUATIONS.
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FEATURES OF LEADERSHIP
• IS A CONTINUOUS PROCESS;
• RELATIONSHIP BETWEEN LEADER & FOLLOWERS EXIST;
• LEADER INFLUENCES* BEHAVIOUR OF FOLLOWERS TO
ACHIEVE GOALS *(PERCEPTIONS, ATTITUDES, PERSONALITY);
• FOLLOWERS WORK WILLINGLY & ENTHUSIASTICALLY
TO ACHIEVE GOALS (NO CO-ERCIVE FORCE);
• LEADER GIVES RECOGNITION & IMPORTANCE TO
FOLLOWERS; &
• LEADERSHIP STYLES MAY BE DIFFERENT IN DIFFERENT
CIRCUMSTANCES.
2
LEADERSHIP STYLES
• BASED ON BEHAVIOURAL APPROACH
• POWER ORIENTATION
•
•
•
•
•
AS A CONTINUM
EMPLOYEE PRODUCTION ORIENTATION
LIKERT’S MANAGEMENT SYSTEM
MANAGERIAL GRID
TRI-DIMENSIONAL GRID
• BASED ON SITUATIONAL APPROACH
• FIEDLER’S CONTINGENCY MODEL
• HURSEY’S & BLANCHARD’S SITUATIONAL MODEL
• PATH GOAL MODEL
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I POWER ORIENTATION STYLES
1. AUTOCRATIC LEADERSHIP STYLE
(AUTHORITARIAN, DIRECTIVE)
FEATURES
– CENTRALISED DECISION MAKING BY LEADER;
– FOLLOWERS DO WHAT THEY ARE ASKED TO DO; &
– FOLLOWERS FEEL INSECURE & AFRAID OF LEADER.
CATEGORIES OF AUTOCRATIC STYLE
a) STRICT AUTOCRATIC (-ve MOTIVATION)
b) BENEVOLENT AUTOCRATIC (+ve MOTIVATION)
c) INCOMPETENT AUTOCRATIC (TO HIDE OWN
INCOMPETENCE)
4
AUTOCRATIC LEADERSHIP STYLE CONTD….
ADVANTAGES
– SOME FOLLOWERS PREFER CENTRALISED AUTHORITY
& DISCIPLINE;
– PROVIDES STRONG MOTIVATION TO LEADER;
– QUICK DECISION MAKING;
– LESS COMPETENT FOLLOWERS ALSO WORK.
DISADVANTAGES
– MOST FOLLOWER DISLIKE;
– NO MOTIVATION FOR INITIATIVE; &
– NO INDIVIDUALITY & CHANCE FOR DEVELOPMENT.
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2. PARTICIPATIVE LEADERSHIP STYLE
(DEMOCRATIC, CONSULTATIVE)
FEATURES
− HAS MENTAL & EMOTIONAL INVOLVEMENT OF
SUBORDINATES; &
− ENCOURAGEMENT TO FOLLOWERS TO
CONTRIBUTE TO THE GROUP.
ADVANTAGES
–
–
–
–
MOTIVATING & FEELING OF ELEVATION;
HIGHER PRODUCTION;
SHARED RESPONSIBILITY;
PREPARES LEADERS.
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PARTICIPATIVE LEADERSHIP STYLE CONTD…..
DISADVANTAGES
– DIFFICULT IN LARGE/COMPLEX ORGANISATIONS;
– DISCOURAGING FOR SOME FOLLOWERS;
– MAY BE INTERPRETED AS COVERTLY MANIPULATIVE.
3. FREE REIN (LAISSEZ-FAIRE) STYLE
FEATURES
– COMPLETE FREEDOM TO SUBORDINATES; &
– MANAGER ONLY DETERMINES POLICIES,
PROGRAMMES & LIMITATIONS BUT THE ENTIRE
PROCESS IS LEFT TO FOLLOWERS.
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FUNCTIONS OF LEADER
• DEVELOPS TEAMWORK: BY CREATING HEALTHY
WORK ENVIRONMENT IN WHICH A SENSE OF
COLLECTIVISM TO WORK AS A TEAM IS
ENCOURAGED AMONG ALL SUBORDIATES.
• A REPRESENTATIVE OF SUBORDINATES: BEING A
LINK BETWEEN THE TOP MANAGEMENT AND
SUBORDINATES,
INTEGRATES
THE
ENTIRE
ORGANISATION.
• AN APPROPRIATE COUNSELLOR:
TO HELP & SOLVE SUBORDINATES’ EMOTIONAL
PROBLEMS, PROMOTIONS, WAGE INCREASE,
TRANSFERS TO IMPRROVE PERFORMANCE.
FUNCTIONS OF LEADER- CONTD….
• USES POWER PROPERLY: TO GET POSITIVE
RESPONSE FROM SUBORDINATES SO THAT
THEY OBEY ORDERS WILLINGLY & WITH
COMMITMENT.
• USES TIME WELL: BY FOLLOWING TIME
PREPARATION, CHARTS & SCHEDULING
TECHNIQUES.
• STRIVES FOR EFFECTIVENESS: BY DELEGATING
WORK, INVITING PARTICIPATIONS AND
OFFERING
REWARDS
FOR
GOOD
PERFORMANCE.
TRANSFORMATIONAL VS TRANSACTIONAL LEADERS
• TRANSFORMATIONAL LEADERS : ARE THOSE WHO
RECOGNISE, EXPLOIT AND SATISFY THE NEEDS OF
FOLLOWERS WHILE ELEVATING THEM TO HIGH
LEVELS OF MOTIVATION AND MORALITY SO THAT
THEY GIVE THEIR BEST TO THE ORGANISATION.
FEATURES OF TRANSFORMATION LEADERS ARE:• INDEPENDENT
• INSPIRATIONAL
• INITIATORS
• ACTIVE & ACHIEVING
• CHANGE ORIENTED
• FORWARD THINKING
TRANSFORMATIONAL VS TRANSACTIONAL LEADERS
• TRANSACTIONAL LEADERS: FOCUS ON
ACHIEVING RESULTS ON DAY TO DAY BASIS,
ENSURING THAT THINGS RUN SMOOTHLY &
EFFICIENTLY. FEATURES OF TRANSACTIONAL
LEADERS ARE:• TASK CENTERED
• SHORT TERM PLANNERS
• MAINTAIN STABILITY
• TANGIBLE RESULTS
• PASSIVE
• CONCRETE & PRACTICAL
CHARISMATIC-VISIONARY LEADERS
CHARISMA MEANS DIVINELY CONFERRED GIFT, WHICH
INSTILLS PRIDE, FAITH, RESPECT AND ABILITY TO CONVERT
EXPECTATIONS TO REALITY eg MAHATMA GANDHI. FEATURES
OF CHARISMATIC LEADERS ARE:• HIGHLY CONFIDENT IN THEIR ABILITY & JUDGEMENT.
• HAVE A VISION WHICH THEY CAN SELL TO THEIR
SUBORDINATES AND ARE PREPARED TO MAKE SACRIFICES.
• ARE MOSTLY UNCONVENTIAL & DO THINGS DIFFERENTLY.
• HAVE PATIENCE & DETERMINATION TO CONVERT THEIR
DREAMS INTO REALITY
• DELEGATE TASKS TO SUBORDINATES & ENCOURAGE NEW
IDEAS.
LIKERT’S FOUR SYSTEMS OF LEADERSHIP
• THESE SYSTEMS OF LEADERSHIP ARE BASED
ON THE PROCESS OF MOTIVATION,
COMMUNICATION,
GOAL
SETTING,
CONTROLLING & DECISION MAKING, WHICH
ARE RELATED TO PERSONNEL- WHO ARE THE
MOST PRECIOUS ASSET OF AN ORGANISATION.
• SYSTEM 1: EXPLOITATIVE AUTOCRATIC:
• THE LEADER SETS THE GOALS, DECIDES
AND ISSUES ORDERS TO SUBORDINATES AS
TO HOW TO ACHIEVE RESULTS;
LIKERT’S FOUR SYSTEMS OF LEADERSHIP
• HE SEEKS TOTAL COMPLIANCE FROM HIS
SUBORDINATES;
• DOES NOT ENCOURAGE SUBORDINATES TO
PARTICIPATE IN ANY MATTER.
• COMMUNICATIONS ARE HIGHLY FORMAL &
ONLY ONE WAY ie TOP TO BOTTOM.
• RELATIONS ARE OF DISTRUST , ILL WILL AND
UNFRIENDLY NATURE.
• THE ONES WHO ACHIEVE RESULTS ARE
REWARDED AND THOSE WHO DO NOT ARE
PUNISHED. (CARROT & STICK POLICY)
LIKERT’S FOUR SYSTEMS OF LEADERSHIP
SYSTEM 2: BENEVOLENT AUTOCRATIC
• THE LEADER ADOPTS A PATERNALISTIC APPROACH
TOWARDS SUBORDINATES;
• GRANTS SOME FREEDOM TO SUBORDINATES TO
CARRYOUT THEIR TASKS WITHIN CERTAIN LIMITS;
• GOAL SETTING IS CENTRALISED.
• COMUNICATIONS ARE FROM TOP TO BOTTOM.
• EFFICIENT EMPLOYEES ARE ENCOURAGED AND
REWARDED, INEFFICIENT ONES ARE CORRECTED.
LIKERT’S FOUR SYSTEMS OF LEADERSHIP
SYSTEM 3: CONSULTATIVE
THE SYSTEM GIVES DUE WEIGHTAGE & IMPORTANCE
TO HUMAN FACTORS:
• LEADER SETS THE GOAL AND ISSUES ORDERS ONLY
ATER DISCUSSING WITH SUBORDINATES;
• MAJOR DECISIONS ARE TAKEN AT THE TOP & ROUTINE
ONES ARE LEFT TO SUBORDINATES
• SUBORDINATES CAN FREELY DISCUSS WORK RELATED
MATTERS WITH THE LEADER. HENCE, THERE IS TWO
WAY COMMUNICATION.
• LEADER TRUSTS SUBORDINATES AND VICE VERSA.
• GREATER EMPHASIS ON REWARDS THAN ON
PENALITIES.
LIKERT’S FOUR SYSTEMS OF LEADERSHIP
SYSTEM 4: DEMOCRATIC
SUBORDINATES GET A CHANCE TO EXPLOIT THEIR
POTENTIAL.
• LEADER MAINTAINS CORDIAL & FRIENDLY RELATIONS
WITH SUBORDINATES.
• SUBORDINATES TAKE ACTIVE PART IN THE PROCESS
OF GOAL- SETTING & DECISION MAKING.
• THE LEADER ACTS LIKE A FRIEND, COUNSELLOR &
MENTOR.
• COMMUNICATIONS ARE OPEN & TRANSPARENT.
• SELF APPRAISAL AND SELF CRONTROL ARE
EXERCISED.
III
MANAGERIAL GRID
CONCERN FOR PRODUCTION
i.e. ATTITUDE TOWARDS:(1) VOLUME OF OUTPUT; &
(3) PROCESS & PROCEDURES;
(5) CREATIVITY.
(2) ITS QUALITY;
(4) EFFICIENCY; &
CONCERN FOR PEOPLE
i.e. DEGREE OF PERSONAL COMMITMENT TOWARDS:(1) GOAL ACHIEVEMENT; (2) SELF ESTEEM OF WORKERS;
(3) SHARED RESPONSIBILITY BASED ON TRUST;
(4) SATISFYING INTER-PERSONAL RELATIONS.
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CONCERN FOR PEOPLE (RELATIONS)
HIGH
LOW
9,9
9 1, 9
(COUNTRY CLUB)
8 (FRIENDLY &
(TEAM)
(COMMITMENT ,
TRUST & RESPECT)
COMFORTABLE
7
6
5,5
5
(MIDDLE ROAD)
4
3
2 1, 1
(IMPOVERISHED)
1 (POOR)
1
2
3
9,1
(TASK)
4
5
6
7
8
CONCERN FOR PRODUCTION (TASK)
9
HIGH
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ORGANISATIONAL CONFLICT
“IS A PROCESS THAT BEGINS WHEN ONE
PARTY PERCEIVES THAT ANOTHER PARTY
HAS NEGATIVELY AFFECTED OR IS ABOUT TO
NEGATIVELY AFFECT, SOMETHING THAT THE
FIRST PARTY CARES ABOUT.”
EXAMPLES:
• INCOMPATIBILITY OF GOALS;
• DIFFERENCES OVER INTERPRETATION OF FACTS;
• DISAGREEMENTS ON EXPECTATIONS etc.
CONFLICT COULD BE ‘OVERT’ OR ‘COVERT’.
DIFFERING VIEWS ON CONFLICT
• TRADITIONAL VIEW – VIEWED AS VIOLENCE,
DESTRUCTION OR IRRATIONAL & HENCE CONSIDERED
HARMFUL AND TO BE AVOIDED.
• HUMAN RELATIONS VIEW- VIEWED AS A NATURAL &
INEVITABLE OUTCOME IN ANY GROUP. CANNOT BE
ELIMINATED & THEREFORE SOMETIMES MAY BE
BENEFICIAL TO GROUP PERFORMANCE.
• INTEGRATIONIST VIEW: VIEWED AS NOT ONLY A
POSITIVE FORCE IN A GROUP BUT ABSOLUTELY
NECESSARY FOR A GROUP TO PERFORM EFFECTIVELY.
CLASSIFICATION OF CONFLICT
1.INTRA-PERSONAL / INTRA-INDIVIDUAL
2.INTER-PERSONAL
3.INTRA-GROUP / INTER-GROUP
4.INTRA-ORGANISATIONAL / INTERORGANISATIONAL
1. INTRA-PERSONAL/INTRA-INDIVIDUAL
CONFLICT
a) CONFLICT DUE TO FRUSTRATION
NEED
DRIVE
GOAL
BARRIER
AGGRESSION, WITHDRAWAL, FIXATION, COMPROMISE
CONTD…..
1. INTRA-PERSONAL/INTRA-INDIVIDUAL
CONFLICT
a) CONFLICT DUE TO FRUSTRATION
NEED
DRIVE
GOAL
BARRIER
AGGRESSION
WITHDRAWAL FIXATION
COMPROMISE
CONTD…..
INTRA – PERSONAL CONFLICT
- CONTD….
b) GOAL CONFLICT – TWO OR MORE COMPETING GOALS.
• APPROACH - APPROACH CONFLICT
• APPROACH – AVOIDANCE CONFLICT
• AVOIDANCE – AVOIDANCE CONFLICT
c) ROLE CONFLICT – BECAUSE OF DIFFERENT EXPECTATIONS &
NORMS OF BEHAVIOUR IN EACH ROLE.
SOME CAUSES OF ROLE CONFLICT
• PERSON CALLED UPON TO PERFORM TASKS WITHIN SPECIFIED TIME
LIMITS WHICH ARE IMPRACTICAL.
• CONFLICTING ORDERS BY SUPERIORS.
• AN INDIVIDUAL HAS TO PERFORM TWO OR MORE ROLES.
SIMULTANEOUSLY & EXPECTATIONS ARE DIFFERENT.
• ROLE REQUIREMENTS VIOLATE NEEDS, VALUES OR CAPACITY OF A
PERSON.
2. INTER-PERSONAL CONFLICT
CONFLICT WITH SUBORDINATES, PEERS,
SUPERIORS DUE TO DIFFERENT PERSONALITIES,
TEMPERAMENTS ETC.
CAUSES OF INTER-PERSONAL CONFLICTS
• PERSONAL DIFFERENCES (DIFFERENT UPBRINGING, CULTURAL &
FAMILY , SOCIAL & TRADITIONS)
• INFORMATION DEFICIENCY
(DUE TO BREAKDOWN OF
COMMUNICATION)
•
ROLE INCOMPATIBILITY (DUE TO DIFFERENT INTERACTIONS)
•
ENVIRONMENTAL STRESS BECAUSE OF LESS RESOURCES,DOWNSIZING,
UNCERTAINITY, COMPETITION
3. INTER-GROUP CONFLICT
BETWEEN DIFFERENT DEPARTMENTS BECAUSE
OF (i) DIFFERING VIEW POINTS (ii) GROUP
LOYALITIES AND (iii) COMPETITION FOR SCARCE
RESOURCES.
• INTRA-GROUP CONFLICT
(i) WHEN GROUP FACES A NOVEL PROBLEM OF TASK;
(ii) WHERE NEW VALUES ARE IMPOSED UPON THE GROUP;
(iii) WHERE THE INDIVIDUAL’S ROLE IS IN CONFLICT WITH
GROUP’S ROLE.
ORGANISATIONAL CONFLICT
SITUATION –
•
BOSS WANTS MORE PRODUCTION, SUBORDINATES
WANT MORE PRIVILEGES;
•
CUSTOMER WANTS FAST DELIVERIES, PEERS
REQUEST FOR DELAYED SCHEDULE;
•
CONSULTANTS SUGGEST CHANGE, SUBORDINATES
RESIST CHANGE;
•
RULE BOOK PROVIDES A FORMULA BUT STAFF SAYS
IT WILL NOT WORK.
4.
ORGANISATIONAL CONFLICT
BECAUSE OF:• GOAL INCOMPATIBILITY OF DIFFERENT DEPTTS.
• RESOURCE SHARING OR COMPETITION FOR RESOURCES
• JURISDICTIONAL AMBIGUITY (STAFF & LINE)
• STATUS STRUGGLE (IAS VS IPS)
• DIFFERENT ATTITUDES
RESOLUTION OF CONFLICT
1. PREVENTIVE MEASURES
A. ESTABLISHING COMMON GOALS
A. CHANGING STRUCTURAL ARRANGEMENT
•
•
•
•
•
REDUCTION IN INTER-DEPENDENCE.
REDUCTION IN SHARED RESOURCES.
EXCHANGE OF PERSONNEL.
CREATION OF INTEGRATORS.
REFERENCE TO SUPERIOR’S AUTHORITY.
CONTD…..
RESOLUTION OF CONFLICT CONTD…
2. CURITIVE MEASURES
• PROBLEM SOLVING- (FACE TO FACE MEETING)
• AVOIDANCE – (WITHDRAWAL FROM OR SUPPRESSION)
• SMOOTHING – (PLAYING DOWN DIFFERENCES)
• COMPROMISE – (GIVE & TAKE) CONFRONTATION (WITH EACH
OTHER)
• SUPER-ORDINATE GOAL (REQUIRES COOPERATION)
• AUTHORITATIVE COMMAND (USE OF FORMAL AUTHORITY)
• ALTERING STRUCTURAL VARIABLES (POSTING / TRANSFER
etc.)
ORGANISATIONAL CULTURE
IS
A SET
OF
CHARACTERISTICS
SUCH
AS
ASSUMPTIONS, BELIEFS, VALUES, AND NORMS
THAT ARE SHARED BY AN ORGANISATION’S
MEMBERS.
Eg.
SHARED THINGS – THE WAY PEOPLE DRESS
SHARED SAYING – LET’S GO TO WORK
SHARED ACTIONS – SERVICE ORIENTED APPROACH
SHARED FEELINGS – HARD WORK IS REWARDED HERE.
SEVEN PRIMARY CHARACTERISTICS OF CULTURE
1. INNOVATION AND RISK TAKING. THE DEGREE TO WHICH
EMPLOYEES ARE ENCOURAGED TO BE INNOVATIVE AND TAKE
RISK.
2. ATTENTION TO DETAIL. THE DEGREE TO WHICH EMPLOYEES
ARE EXPECTED TO EXHIBIT PRECISION, ANALYSIS AND
ATTENTION TO DETAIL.
3. OUTCOME ORIENTATION. THE DEGREE TO WHICH
MANAGEMENT FOCUSES ON RESULTS OR OUTCOMES
RATHER THAN ON THE TECHNIQUES AND PROCESSES USED
TO ACHIEVE THOSE OUTCOMES.
4. PEOPLE ORIENTATION. THE DEGREE TO WHICH
MANAGEMENT DECISIONS TAKE INTO CONSIDERATION THE
EFFECT OF OUTCOMES ON PEOPLE WITHIN THE
ORGANISATION.
CONTD…….
SEVEN PRIMARY CHARACTERISTICS OF CULTURE- CONTD…….
5. TEAM ORIENTATION. THE DEGREE TO WHICH
WORK ACTIVITIES ARE ORGANISED AROUND
TEAMS RATHER THAN INDIVIDUALS.
6. AGGRESSIVENESS. THE DEGREE TO WHICH
PEOPLE ARE AGGRESSIVE AND COMPETITIVE
RATHER THAN EASYGOING.
7. STABILITY. THE DEGREE TO WHICH
ORGANISATIONAL ACTIVITIES EMPHASIZE
MAINTAINING THE
STATUS
QUO IN
CONTRAST TO GROWTH.
TOP
MANAGEMENT
PHILOSOPHY OF
ORGANISATION’S
FOUNDERS
SELECTION
CRITERIA
ORGANISATI-ON CULTURE
SOCIALISATION
PROCESS OF ORGANISATION CULTURE
PROCESS OF ORGANISATIONAL CULTURE
• FOUNDER’S VISION & EARLY CULTURE.
• INITIALLY HIRE & KEEP ONLY THOSE EMPLOYEES WHO THINK &
FEEL THE SAME WAY AS THE FOUNDERS.
• OTHER EMPLOYEES ARE INDOCTORINATED AND SOCIALISED TO
THE WAY FOUNDERS THINK.
• FOUNDER’S OWN BEHAVIOUR ACTS AS A ROLE MODEL THAT
ENCOURAGES EMPLOYEES TO IDENTIFY WITH HIM THEREBY
INTERNALISE THEIR BELIEFS, VALUES & ASSUMPTIONS.
• WHEN ORGANISATION SUCCEEDS, THE FOUNDER’S VISION
BECOMES PRIMARY DETERMINENT OF SUCCESS & IS THUS
SUSTAINED.
IMPLICATIONS OF ORGANISATIONAL CULTURE
(FUNCTIONAL)
• IT HAS A BOUNDARY DEFINING ROLE THUS CREATING A
DISTINCTION BETWEEN ONE ORGANISATION & OTHERS.
• IT CONVEYS A SENSE OF IDENTITY FOR ORGANISATION MEMBERS.
• FACILITATES GENERATION OF COMMITMENT TO SOMETHING
LARGER THAN ONE’S INDIVIDUAL SELF INTEREST.
• ENHANCES STABILITY OF SOCIAL SYSTEM BY PROVIDING
STANDARDS FOR WHAT EMPLOYEES SHOULD SAY & DO.
• SERVES AS A SENSE-MAKING & CONTROL MECHANISM THAT
GUIDES THE ATTITUDE & BEHAVIOUR OF EMPLOYEES.
CONTD……
IMPLICATIONS OF ORGANISATIONAL CULTURE
CONTD…..
(DYSFUNCTIONAL)
• RESISTANCE TO CHANGE
• BARRIER TO DIVERSITY
• OPPOSITION TO MERGERS & ACQUISITIONS
ORGANISATIONAL CHANGE
IS A PROCESS BY WHICH ORGANISATIONS
MOVE FROM THEIR PRESENT STATE TO
SOME DESIRED FUTURE STATE, TO
INCREASE THEIR EFFECTIVENESS.
OR
IS AN ALTERATION OF EQUILIBRIUM
AMONG TECHNOLOGY, STRUCTURE, JOB
DESIGN & PEOPLE IN AN ORGANISATION
NATURE OF CHANGE
• TO AVOID STAGNATION & BE COMPETITIVE.
• A CONTINUOUS, NATURAL & ADAPTIVE PROCESS.
• MAY AFFECT PART OR WHOLE ORGANISATION THUS
REQUIRING A NEW EQUILIBRIUM.
• COULD BE ‘DIRECTIVE’ OR ‘PARTICIPATIVE’.
• INTER-DEPENDANT ON ORGANISATIONAL ENVIRONMENT &
CULTURE
• TAKES INTO ACCOUNT: HISTORICAL & POLITICAL EVOLUTION OF ORGANISATION,
 MANAGEMENT & STRUCTURE OF THE ORGANISATION, &
 PEOPLE WHO WORK FOR THE ORGANISATION.
STAGES OF CHANGE
1. UNFREEZING
REDUCING THE FORCES FOR STATUS-QUO.
(REMOVAL OF PERSONS RESISTING CHANGE ;
DESTRUCTION OF SOCIAL SUPPORT ; HUMILIATING-OLD
SYSTEMS ; REWARDS ; PUNISHMENTS)
2. MOVING (CHANGING)
DEVELOPING NEW ATTITUDES, VALUES, AND BEHAVIOURS
TO IMPROVE PERFORMANCE.
(RESPONSIBILITY OF INDIVIDUALS, IMPROVISATION,
ENCOURAGEMENT, FITMENT, TRAINING, LEADERSHIP).
3. REFREEZING
REINFORCING NEW VALUES, ATTITUDES & BEHAVIOURS i.e.
(STABILISING A CHANGE BY BALANCING DRIVING &
RESTRAINING FORCES).
FORCES FOR CHANGE
•
•
•
•
•
•
NATURE OF THE WORKFORCE
TECHNOLOGY
ECONOMIC SHOCKS
COMPETITION
SOCIAL TRENDS
WORLD POLITICS
RESISTANCE TO CHANGE
•
INDIVIDUAL SOURCES:
• HABITS
• SECURITY
• ECONOMIC FACTORS
• FEAR OF THE UNKNOWN
• SELECTIVE INFORMATION PROCESSING
• ORGANISATIONAL SOURCES:
• STRUCTURAL INERTIA
• GROUP INERTIA
• THREAT TO POWER RELATIONSHIPS/
EXPERTISE
OVERCOMING RESISTANCE TO CHANGE
•
•
•
•
•
•
EDUCATION AND COMMUNICATION
PARTICIPATION
FACILITATION AND SUPPORT
NEGOTIATION
MANIPULATION AND COOPTATION
COERCION
KURT LEWIN FORCE FIELD THEORY
R1
R2
RESTRAINING FORCES (FORCES THAT HINDER MOVEMENT FROM
EXISTING EQUILIBRIUM)
R3
R4
R5
…………………………………………………………………………Desired Equilibrium
Existing
Equilibrium
D4
D1
D2
D5
D3
DRIVING FORCES (FORCES THAT DIRECT CHANGE FROM
STATUS QUO TO THE DESIRED STATE OF NEW EQUILIBRIUM)
LEVEL OF PERFORMANCE
RESISTANCE TO CHANGE
RESISTANCE TO CHANGE
p2
CHANGE
P1
FORCE FOR CHANGE
FORCE FOR CHANGE
TIME
KURT LEWIN’S FORCE FIELD THEORY OF CHANGE
IMPLEMENTING CHANGE
•
•
•
•
•
•
•
•
•
EXTERNAL AGENT
(CONSULTANT)
EDUCATION OF TOP MANAGEMENT
ORGANISATION DIAGNOSIS
FORMULATION & IMPLEMENTATION
OF STRATEGY
SELECTION, TRAINING &
SUPERVISION OF MBO ADVISORS
TRAINING OF MANAGERS
PROCESS CONSULTATION AT TOP
LEVEL
ADVICE TO CEO ON MANAGER’S
OBJECTIVES.
EVALUATION & INNOVATION
INTEGRATION OF MBO PROCESS
WITH OTHER MANAGEMENT
SYSTEMS & TECHNIQUES.
INTERNAL AGENT
(CEO, CHANGE ADVISORS)
• DIAGNOSTIC SKILLS
• BEHAVIOURAL SKILLS TO BREAK
IMPASSES & INTERRUPTING
REPETITIVE INTERCHANGE.
• ATTITUDE OF ACCEPTANCE.
• PERSONAL QUALITIES TO PROVIDE
EMOTIONAL SUPPORT &
REASSURANCE.
RESISTANCE TO CHANGE
ORGANISATIONAL LEVEL FORCES
GROUP LEVEL FORCES
• ORGANISATION STRUCTURE
•
• ORGANISATION CULTURE
• GROUP COHESIVENESS
GROUP NORMS
• ORGANISATION STRATEGY
RESISTANCE TO
CHANGE ‘?’
SUB-UNIT LEVEL FORCES
• DIFFERENCES IN ORIENTATION
• POWER & CONFLICT
INDIVIDUAL LEVEL FORCES
• ECONOMIC FACTORS
(SKILLS, LOSS, OPPORTUNITY)
• PSYCHOLOGICAL FACTORS
(EGO, STATUS QUO, TRUST, FEAR)
• SOCIAL FACTORS
(EXISTING PATTERN, INTERFERENCE)
MANAGING RESISTANCE TO CHANGE
AT INDIVIDUAL LEVEL - BY
•
•
•
•
INVOLVEMENT OF PEOPLE ;
OBTAINING COMMITMENT;
PROVIDING GOOD LEADERSHIP; &
TRAINING & PSYCHOLOGICAL COUNSELLING.
AT GROUP LEVEL - BY
• GROUP CONTACT (COMMUNICATION, SUPPORT, UNDERSTANDING
BASIC PROBLEM, BUILDING CONFIDENCE) ;
• PARTICIPATION; &
• GROUP DYNAMICS TRAINING, FOR CHANGE.
(COMPUTERISATION)