Class 19

OD and managing change

 Change Management

Change management is a systematic approach to dealing with the transition

or transformation of an organization's goals, processes or technologies. The
purpose of change management is to implement strategies for effecting change,
controlling change and helping people to adapt to change.

Change is difficult
 Process of Change Management

1.Prepare the Organization for Change.

2.Craft a Vision and Plan for Change.
3.Implement the Changes.
4.Embed Changes Within Company Culture and Practices.
5.Review Progress and Analyze Results.
 Change Management Thoeries

1.Kurt Lewin Change

 Change Management Thoeries

Sociologist Kurt Lewin developed a 'force field analysis' model (1951)

which describes any current level of performance or being as a state of
equilibrium between the driving forces that encourage upward movement
and the restraining forces that discourage it. 3 concepts equilibrium,
driving force, restraining force.
 Change Management Thoeries

2. John Kotter Change Management

 Change Management Thoeries

3. Beckhard and Harris change equation model:

Why this model needed:

• Managers much often notice the need for change far earlier than do
employee.
• Help to analyze the potential success or failure of any change
 Change Management Thoeries

3. Beckhard and Harris change euation model

 Change Management Thoeries

4. Ulrich 7 step change model: Stages of change model as per this model
are

1. Lead change
2. Create a shared need
3. Shape a vision
4. Mobilize commitment
5. Change systems & structures
6. Monitor progress
7. Make change fast
 Change Management Thoeries

5. Action Research managment:

• Change can be either planned or un planned. AR is the part of planned
change.
• Action Research model is traditionally aimed at both at helping specific
organization implement to planned change.
Change Management Thoeries
Resistance to Change
Type of Organization Culture
 Type of Organization Culture
Types of Organisational Culture There are primarily four distinct cultures that can be
found within an organisation.
1) The Clan Culture: This culture has its foundation in working together. Members
have a lot in common with one another and have the perception that they are part of a
large family that is very involved in activities. The organisation is held together by its
commitments and traditions, and leadership takes the form of mentoring for its members.
2) The Adhocracy Culture: This culture is characterised by a high level of energy and
inventiveness. It is expected of leaders to be innovative and entrepreneurial, and
employees are actively encouraged to take calculated risks. Experimentation, with an
emphasis on individual ingenuity and freedom, is the primary means by which the
organisation maintains its cohesion
 Type of Organization Culture
3) The Culture of the Market: This culture is founded upon the competitive nature
of the market and the pursuit of tangible success. The focus is on achieving the
goals, and the leaders are known to be strict and demanding. The organisation’s
members are all working toward the same objective, which is to achieve an edge
over all of their competitors. Market share and profitability are the primary factors
that determine value.
4) The Hierarchy Culture: This culture is characterised by its emphasis on
hierarchy and control. The atmosphere at work is very formal, and there are
stringent protocols established by the institution to provide direction. A culture that
places an emphasis on productivity
 Approaches to Change Management

.
 Approaches to Change Management
1. Lewin’s change management model
In the 1940s, Kurt Lewin, a physicist
and social scientist, described a
management model known as Lewin's
change theory, which is a three-stage
model to change organizational
behavior. The three stages are:
.
• Unfreeze
• Change
• Refreeze
To understand Kurt Lewin's change
theory, it may be helpful to think of the
different stages of ice when it is
changed from a frozen state to a liquid
state, or melted, and then refrozen.
 Approaches to Change Management

3. Kotter 8 step model of change:John Kotter (1996), a Harvard Business School

Professor and a renowned change expert, in his book “Leading Change”, introduced 8
Step Model of Change which he developed based on research of 100 organizations which
were going through a process of change.

.
 Approaches to Change Management

.
 Approaches to Change Management

.
 Approaches to Change Management

4. Nudge Theory: Nudge Theory, also known simply as “nudge,” is a concept that has
applications in the fields of behavioural science, economics, and political theory.
However, it is also applicable to the process of change management in organisations and
businesses. American Legal Scholar Cass R. Sunstein and American Economist Richard
. H. Thaler deserve the lion’s share of the credit for developing this theory.

Nudge Theory is based upon the idea that by shaping the environment, also known as the
choice architecture, one can influence the likelihood that one option is chosen over
another by individuals.
 Approaches to Change Management

The essence of this principle consists of gently nudging or pushing someone, as well as
encouraging and motivating them to make a change. The Nudge Theory is helpful not
.
only in locating and comprehending existing influences, but also in providing an
explanation for those influences, with the goal of either removing them entirely or
modifying them to the point where they allow for the achievement of positive outcomes
 Approaches to Change Management

.
 Approaches to Change Management

.
 Approaches to Change Management
5.ADKAR Model:The ADKAR model or theory of change is a goal-oriented tool or
model that enables various change management teams to concentrate on the steps or
activities that are directly related to the goals it wants to achieve. This makes it possible
for change management to be more effective. The model produces cumulative and
sequential results, both in terms of the goals achieved and the results that are defined by
.
using the model.
 Approaches to Change Management

.
 Approaches to Change Management

ADKAR model basically stands for:

a) Consciousness - regarding the requirement and prerequisite for change
b) A strong desire to both be a part of and contribute to the process of change
c) Knowledge - how to effect this transformation
. d) Capability - the ability to integrate change on a consistent basis
e) Reinforcement, both to maintain its current position and to add additional support
later.
 Approaches to Change Management

6.Bridges transition model

.
 Approaches to Change Management

5.Bridges transition model

.
 Approaches to Change Management

5.Bridges transition model

.
 Approaches to Change Management

7.Kubler-Ross 5 stage model:This model is also known as the grief model because it
discusses the various emotional states and stages that people go through when they
become aware that their time on earth is ending. The model is adaptable to a variety of
other aspects of life, including but not limited to the loss of a job or a shift in one’s line of
.work and conditions of a lesser severity. The model, which assists in comprehending and

coping with one’s own personal trauma, has gained widespread acceptance all over the
world.
 Approaches to Change Management

7.Kubler-Ross 5 stage model

.
 Appreciative Inquiry

Appreciative Inquiry: Appreciative Inquiry (AI) is a strengths-based, positive

approach to leadership development and organizational change. AI can be
used by individuals, teams, organizations, or at the societal level; in each case, it
helps people move toward a shared vision for the future by engaging others in
strategic innovation.

Developed by David Cooperider (1987).

Appreciative Inquiry
OD
 Introduction

Organizational development is a critical and science-based process that helps

organizations build their capacity to change and achieve greater effectiveness by
developing, improving, and reinforcing strategies, structures, and processes.
Phases of OD
OD Interventions
OD Intervention
 OD Intervention

1. Sensitivity Training: Sensitivity is known as T-group/laboratory training.

This based on the assumption that a manager’s behavior is not how he think
he behaves but how others view his behaviour. The basic objective of
sensitivity training is to change the behaviour of people through
unstructured group interaction.
 OD Intervention

2. Grid Training and development:

OD Intervention
 OD Intervention

3. Process Consultation: IT assumes that an organization’s effectiveness

depends upon how well its people relate to one another. Being not a member of
the organization, the external consultant is in a better position to suggest
remedies to the problems being faced by the organization by adequately
diagnosing the same on the basis of better understanding of the external
environmental factors affecting the organization. Schein has suggested various
stages:
a. Initiate contract
b. Define the relationship
c. Select a setting and a method
d. Gather data and make a diagnosis
e. Intervene
f. Reduce involvement and terminate
OD Intervention
 OD Intervention

4. Team development: Team development ensures that the team can thrive in
the long term. Engaging team development benefits the team in a number of
ways. Individual members of a team learn more about their personal potential,
duties, and work dynamically within the team.
The work group problems may be of two types:
a. Task related conflict
b. Personality Conflict
 OD Intervention

5. Survey Feedback: The main aim for this technique is to get teams in the
organization to devise better processes for handling the issues facing them.
survey feedback is a process in which organizational members complete
questionnaires on various organizational issues, receive feedback on the results,
then take appropriate actions to address the critical needs and concerns.

6. Third party peace making: It is intervention by third party to resolve the

conflicting situation. It is aimed at the analysis of involved processes, diagnoase
the conflict’s cause and with the assistance of a third party consultant resolves
the conflict effectively.

Richard Walton suggest that in third party peacemaking, the fundamental

concept is that the consultant will make the two disagreeing parties to confront
or to face upto the fact that a conflict does exist and it is impairing the
effectiveness of both. Consultant try to resolve issue.
 OD Intervention

7. Role playing: Role playing techniques is used for human relations and
leadership training. Its objective is very narrow i.e. to increase the trainee’s skill
in dealing with others. It cab be used in human relation training and sales
training because both these involve dealing with others.
 OD Intervention

8. Structural Techniques: for ex. Job enlargement, job enrichment, MBO, job
redesign
 Learning Organization

A learning organization is an organization skilled at creating, acquiring, and

transferring knowledge, and at modifying its behavior to reflect new
knowledge and insights. This definition begins with a simple truth: new ideas
are essential if learning is to take place.
Characteristic of Learning
Organization
Types of Organization Learning
QUESTIONS & ANSWERS
 QUESTION & ANSWERS

1. Which of the following is not one of the causes of resistance to

change?
a. Conformality to norms
b. homeostatis
c. Self distrust
d. Change management techniques
 QUESTION & ANSWERS

2. What is the objective of refreezing?

a. To provide a stable base for consolidation
b. To facilitate the managers
c. To stabilize the new situation by balancing the driving and restraining forces
a. None of the above
 QUESTION & ANSWERS

3.The force field analysis developed by?

a. Kurt Lewin
b. Douglus Mcgregor
c. Elton Mayo
d. None of the above
 QUESTION & ANSWERS

4. An integrated group of activities to bring about a change is known as?

a. Organization development
b. OCTAPACE
c. Interventions
a. None of the above
Thank You
Class 32
CHAPTER -32
RTI
 Introduction

Right to information act, passed in 2005. This act aimed to ensure

transparency and accountability in the governance of the country. It
allows citizens to participate in government, and this also increases
communication between the government and the citizens of India. By
this act, Citizens got the right to know the functioning of the
government, which is very important in Democracy.
RTI replaced freedom of information act 2002.
It is to be noted that a sum of Rs. 10 is to be paid by the applicant to file
an RTI application
 Introduction

Features of the Act

•Section 1(2) : It extends to the whole of India except the State of Jammu and Kashmir.
•Section- 2 (f): "Information" means any material in any form, including Records,
Documents, Memos, e-mails, Opinions, Advices, Press releases, Circulars, Orders,
Logbooks, Contracts, Reports, Papers, Samples, Models, Data material held in any
electronic form and information relating to any private body which can be accessed by a
Public Authority under any other law for the time being in force.
•Section- 2(j) : "Right to Information" means the right to information accessible
under this Act which is held by or under the control of any public authority and
includes the right to:

• Inspection of work, documents, records;

• Taking notes, extracts or certified copies of documents or records;
• Taking certified samples of material;
 Introduction

• Obtaining information in the form of diskettes, floppies, tapes, video cassettes or

in any other electronic mode or through printouts where such information is stored
in a computer or in any other device.
 Introduction

What is Public Authority?

"Public authority" means any authority or body or institution of self
government established or constituted—
•by or under the Constitution;
•by any other law made by Parliament/State Legislature.
•by notification issued or order made by the appropriate Government,
and includes any—

• body owned, controlled or substantially financed;

• non-Government organisation substantially financed, directly or
indirectly by funds provided by the appropriate Government.
 Introduction

•Section 4 of the RTI Act requires suo motu disclosure of

information by each public authority. However, such disclosures have
remained less than satisfactory.
•Section 8 (1) mentions exemptions against furnishing information
under RTI Act.
•Section 8 (2) provides for disclosure of information exempted under
Official Secrets Act, 1923 if larger public interest is served.
.
 Introduction
•The Act also provides for appointment of Information Commissioners at
Central and State level. Public authorities have designated some of its officers as
Public Information Officer. They are responsible to give information to a person
who seeks information under the RTI Act.
•Time period: In normal course, information to an applicant is to be supplied
within 30 days from the receipt of application by the public authority.

• If information sought concerns the life or liberty of a person, it shall be

supplied within 48 hours.
• In case the application is sent through the Assistant Public Information
Officer or it is sent to a wrong public authority, five days shall be added to
the period of thirty days or 48 hours, as the case may be.
.
Thank You
 Q&A
1. Within how many days after receiving a reply on the First Appeal, a Second
Appeal can be filed?
a. 90 days
b. 2 months
c. 30 days
d. 45 days
.
 Q&A
2.The RTI application is addressed to______.
a. Chief Minister of the respective state
b. Prime Minister of India
c. President of India
d. Public Information Officer
.
 Q&A
3.Right to Information Act, 2005 came into force on which of the following
date?
a. 22 June 2005
b. 12 October 2005
c. 15 June 2005
d. 15 August 2005
.
 Q&A
4.Who can file an RTI?
a. Only Indian Nationals
b. Only Foreign Nationals
c. Both A and B
d. None of the above