Question 1.Explain the concept of Organizational Change. What are the triggers for change?

Discuss the factor that triggered a recent change in any organization you are familiar with. Describe the process of implementing those changes. Briefly describe the organization you are referring to. 2.Discuss different group- based approaches to Change. Give the example of an Indian organization which used Quality Circles successfully to implement change and discuss the functioning of the QC in that particular organization. 3.What are the reasons behind resistance to Change? Present an example of a situation in an organization you are familiar with, where change was resisted. Explain how the management successfully overcame the resistance. 4.Define the term Organizational Culture. Explain with the help of an organization you are familiar with, how Organizational Culture influences the change process. 5.Discuss any three Interventions used in Organizational Change. Explain how an intervention was successfully used in an organization you are familiar with. Get the answer below Sponsored Links What is Six SigmaAn Introduction to Six Sigma With Six Sigma Expertswww.ProcessExcellenceNetwork.com WLC College IndiaJoin Business Management Programme in Mkt,Fin & HR & Get Real Work Expwww.wlci.in/hr-courses Become a Change AgentImpactful Simulation Based Seminar on Change Management. Register Now!knolskape.com Answer HERE IS SOME SOME USEFUL MATERIAL. SOME ANSWERS HELD BACK DUE TO SPACE CONSTRAINT. PLEASE FORWARD THESE BALANCE QUESTIONS TO MY EMAIL ID leolingham2000@gmail.com. I will send the balance asap. Regards LEO LINGHAM ========================================== 1. Explain the concept of Organizational Change. What are the triggers for change? Discuss the factor that triggered a recent change in any organization you are familiar with. Describe the process of implementing those changes. Briefly describe the organization you are referring to. ORGANIZATION CHANGE is, A concerted, planned effort to increase organizational effectiveness and health through changes in the organization's dynamics. Typically, the concept of organizational change is in regard to organization-wide change, -a change in mission, -restructuring operations, -new technologies introduction, -merger between two organization, -creating major collaborations, -"rightsizing", -''downsizing '' -introduction of new programs such as Total Quality Management, -introducing business re-engineering, -organizational transformation, -change due to the impact of globalization. -change in culture -change due to changing environment impact -introduction of new values -change in strategic direction etc etc ========================================= CHANGES IMPROVE ORGANIZATION. IN A NUMBER OF WAYS. -provides the right structure to the organization -puts the right talent at the right positions -helps the right people in the right position to make THE TRIGGERS include

the right decision. -provides the position with the right responsibility and the right authority. -provides the right span of control. -provides the right leadership. -helps to introduce technology, which can improve the business process. -change in technology , can unleash creativity innovations. and

-helps to manage the external environment more effectively. -helps to manage the competition more effectively. -helps to manage the procurement / supply more effectively -helps to manage the supplier relations . -helps to provide better customer relationship. -improves the morale of the staff.

-provides more security to the staff -helps to develop teamwork. -improves the knowledge / skill level of staff -improves the management of the diverse workforce. -helps the flow of communications in all directions. -provides better budgetory control of operation. ALL THESE LEAD TO BETTER

-PERFORMANCE -PRODUCTIVITY -COST SAVINGS -RESULTS [ SALES / PROFITS] -RETURN ON INVESTMENTS. =========================================== Major Types of Organizational Change Typically, the phrase organizational change is about a significant change in the organization, such as reorganization or adding a major new product or service. This is in contrast to smaller changes, such as adopting a new computer procedure. Organizational change can seem like such a vague phenomena that it is helpful if you can think of change in terms of various dimensions as described below. 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 change requires a change in culture cultural change is another example of organization-wide change. Examples of a change in a subsystem might include addition or removal of a product or service, reorganization of a certain department, or implementation of a new process to deliver products or services. Transformational Versus Incremental 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 of the organization and then put them back together in a more optimal fashion. Transformational change is sometimes referred to as quantum change. Examples of incremental change might include continuous improvement as a quality management process or implementation of new computer system to increase efficiencies. Many times, organizations experience incremental change and its leaders do not recognize the change as such. 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 much more 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. Change can also be developmental to make a successful situation even more successful, for example, expand the amount of customers served, or duplicate successful products or services. Developmental projects can seem more general and vague than remedial, depending on how specific goals are and how important it is for members of the organization to achieve those goals. Some people might have different perceptions of what is a remedial change versus a developmental change. They might see that if developmental changes are not made soon, there will be need for remedial changes. Also, organizations may recognize current remedial issues and then establish a developmental vision to address the issues. In those situations, projects are still remedial because they were conducted primarily to address current issues. 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 Chief Executive Officer suddenly leaves the organization, significant public relations problems occur, poor product performance quickly results in loss of customers, or other disruptive situations arise. Planned change occurs when leaders in the organization recognize the need for a major change and proactively organize a plan to accomplish the change. Planned change occurs with successful implementation of a Strategic Plan, plan for reorganization, or other implementation of a change of this magnitude. Note that planned change, even though based on a proactive and well-done plan, often does not occur in a highly organized fashion. Instead, planned change tends to occur in more of a chaotic and disruptive fashion than expected by participants. There are two strategies, which we can combine, for moving forward; a) Reinforce the vision of the future. Do everything we can, to keep the vision of where we want to get to, crystal clear in our minds. Reduce ambiguity. Emphasize benefits. Create visual reminders of the goal. Identify clearly what must change and what can remain the same. Have you ever noticed how someone obsessed with a goal, ignores every obstacle put in their path? b) Minimize the pain of the transition. The pain of transition can become an insurmountable hurdle; anything we can do to reduce the pain, makes it more likely we'll stay the course. Create a support structure. Have a plan of action to reduce the chaos. Celebrate every little success. Reward effort, even when the results weren't perfect. ---------------------------------Example of a Planned, Systemic Change Process -- Action Research A typical planned, systemic (and systematic) organizational development process often follows an overall action research approach (as described below). There are many variations of the action research approach, including by combining its various phases and/or splitting some into more phases. This section provides resources that are organized into one variation of the action research approach. Note that the more collaborative you are in working with members of the organization during the following process, the more likely the success of your overall change effort. Phase 1: Clarifying Expectations and Roles for Change Process This phase is sometimes called the "Contracting" and/or "Entry" phase. This phase is usually where the relationship between you (the initial change agent) and the organization starts, whether you are an external or internal consultant. Experts assert that this phase is one of the most - if not the most - important phases in the organizational change process.

Activities during this stage form the foundation for successful organizational change. The quality of how this phase is carried out usually is a strong indicator of how the project will go. Types of organization Defining Project "Success" Assessing organization's Readiness for Change Entry converstation between consultant and organization Here are some useful skills for the change agent to have at this point in the process. Interviewing Listening Non-Verbal Communications Questioning Building Trust -----------------------------------------------------------------------Phase 2: Joint Discovery to Identify Priorities for Change The more collaborative the change agent is in working with members of the client's organization, the more likely that the change effort will be successful. Your client might not have the resources to fully participate in all aspects of this discovery activity -- the more participation they can muster, the better off your project will be. Whether you are an external or internal change agent in this project, you and your client will work together during this phase to understand more about the overall priority of the change effort and how you all can effectively address it. It might be a major problem in the organization or an exciting vision to achieve. Together, you will collect information, analyze it to identify findings and conclusions, and then make recommendations from that information. Sometimes the data-collection effort is very quick, for example, facilitating a large planning meeting. Other times, the effort is more extensive, for example, evaluating an entire organization and developing a complete plan for change. The nature of discovery also depends on the philosophy of the change agent and client. For example, subscribers to the philosophy of Appreciative Inquiry (referenced above) might conduct discovery, not by digging into the number and causes of problems in the organization, but by conducting interviews to disover the visions and wishes of people in the organization. Sometimes, people minimize the importance of - or altogether skip - this critical discovery phase, and start change management by articulating an ambitious and comprehensive vision for change. Many would argue that it is unethical to initiate a project for organizational change without fully examining (or discovering) the current situation in the client's organization. Focusing most of the change efforts on achieving a robust vision, without at least some careful discovery, often can be harmful to your client's organization because your project can end up dealing with symptoms of any current issues, rather than the root causes. Also, the project could end up pushing an exciting vision that, while initially inspiring and motivating to many, could be completely unrealistic to achieve -- especially if the organization already has many current, major issues to address. Therefore, when working to guide change in an organization that already is facing several significant issues, you are usually better off to start from where your client is at -- that usually means conducting an effective discovery to identify priorities for change. ------------------------------------------------------------------Preparation -- Establishing a Project Team One of the most powerful means to cultivate collaboration is by working with a project team. Besides, no change agent sees all aspects of the situation in the organization -- team members help to see more of those various aspects. *Establish the Project Team *Team Building Joint Planning and Conducting Data Collection *Basic Research Methods (planning, selecting, methods, etc., to collect data about performance) *Designing Assessment and Evaluation Tools (to evaluate during and at end of project) Diagnostic Models (these sometimes suggest what data to collect) *Organizational Assessments (tools to assess current performance) Selecting from Among Publicly Available Assessments Some Common Types of Data to Collect Some Sources of Data and Methods to Collect that Data Joint Analysis of Research Results Analyzing, Interpreting and Reporting Results Diagnostic Models (these can guide the overall analysis and also suggest findings) Systems Thinking (see recognize overall patterns, cycles, themes in the data) Critical Thinking (for more robust analysis of data) Problem Solving (for means to make conclusions, etc., from data) Maximum Performance -- Different Things to Different People Joint Generation of Findings and Conclusions Decision Making (to make final recommendations) Some Types of Issues Reported, or Found from Data, in Nonprofits Some Types of Issues Reported, or Found from Data, in For-Profits Writing Reports Communications (Writing Research Findings and Recommendations) Joint Sharing of Findings and Recommendations in Client's Organization Meeting Management (if recommendations shared in a meeting) Group Facilitation Presenting

Sharing Feedback Managing Group Conflict Handling Difficult People Negotiating Phase 3: Joint Planning of Organizational Development Activities to Address Priorities In the previous phase about discovery, you and your client conducted research, discovered various priorities that needed attention, generated recommendations to address those priorities, and shared your information with others, for example, in a feedback meeting. Part of that meeting included discussions - and, hopefully, decisions - about the overall mutual recommendations that your client should follow to in order address the priorities that were identified by you and your client during your discovery. This phase is focused on further clarifying those recommendations, along with developing them into various action plans. The various plans are sometimes integrated into an overall change management plan. Thus, the early activities in this phase often overlap with, and are a continuation of, the activities near the end of the earlier discovery phase. This is true whether you are an external or internal consultant. Action plans together can now provide a clear and realistic vision for change. They provide the "roadmap" for managing the transition from the present state to the desired future state. Development of the various action plans is often an enlightening experience for your client as members of their organization begin to realize a more systematic approach to their planning and day-to-day activities. As with other activities during change management, plans can vary widely in how they are developed. Some plans are very comprehensive and systematic (often the best form used for successful change). Others are comprised of diverse sections that are expected to somehow integrate with each other. Subscribers to the philosophy of Appreciative Inquiry (referenced above) might do planning by building on past positive outcomes and on the strengths of members of the organization. Selecting Organizational Development Activities to Address the Findings from Discovery Possible Organizational Development Activities ("Interventions") to Use in Change Management Activities, includes many other examples of activities (or "interventions") for organizational change and development. During this phase, you might select one or more of those activities from that section, as well. Some Types of Capacity Building in For-Profit Organizations (and how clients choose them) Some Types of Capacity Building in Nonprofit Organizations (and how clients choose them) Joint Development of Action Plans Basic Guidelines to Successful Planning Visioning (in context of strategic planning, but applies to change management, too) Setting Goals Action Planning Joint Development of Evaluation Plans Basic Guide to Program Evaluation (is also relevant to projects -- use to develop evaluation plans) Joint Development of Learning Plans Complete Guidelines to Design Your Training Plan (to capture the learnings during the project) Phase 4: Change Management and Joint Evaluation During this phase, emphasis is on sustaining and evaluating the change effort, including by addressing resistance that arises from members of the organization -- and sometimes in the change agent, as well. Client's Ongoing Communication of Action Plans Basics of Writing and Communicating Plans (in context of strategic planning, but applies to change management plans, too) Basics of Internal Organizational Communications (to communicate the actions plans) Client's Implementation of Action Plans Project Management (to manage implementation of the action plans) Basics of Monitoring, Evaluating and Deviating from Plan (in context of strategic planning, but applies to change management plans, too) Client and Change Agent Maintain Momentum During Change Motivating Others (e.g., to implement the changes and action plans) Coaching (e.g., to clarify and achieve goals, and learn at the same time) Delegating (e.g., for leaders and supervisors to ensure action plans are implemented)? Dealing with resistance (scroll down to the section, "Resistance to change") Stress Management Joint Evaluation of Project Activities and Desired Results Evaluation occurs both to the quality of implementation of plans so far during the project and also regarding the extent of achievement of desired results from the project. Results might be whether certain indicators of success have been achieved, all issues have been addressed, a vision of success has been achieved, action plans have been implemented and/or leaders in the organization agree the project has been successful. As part of the final evaluation, you might redo some of the assessments that you used during the discovery phase in order to measure the difference made by the project. If the Project Gets Stuck During this phase, if the implementation of the plans gets stalled for a long time, for example, many months, then you might cycle back to an earlier phase in the process in order to update and restart the change management project. Projects can get stuck for a variety of reasons, e.g., if the overall situation changes (there suddenly are new and other priorities in the client's organization), people succumb to burnout, key people leave the organization, the relationship between the consultant and client changes, or people refuse to implement action plans. Project Termination (Many times, this activity is defined as a separate phase in the project plan.) These activities are very important to

address, even if all participants agree that the project has been successful and no further activities are needed. Project termination activities recognize key learnings from the project, acknowledge the client's development, and identify next steps for you and your client. They also help to avoid "project creep" where the project never ends because the requirements for success keep expanding. ##################################################### The organisation I am referring to The organization, I am familiar with is a -a large manufacturer/ marketer of safety products -the products are used as [personal protection safety] [ industrial safety] -the products are distributed through the distributors as well as sold directly -the products are sold to various industries like mining/fireservices/defence/ as well as to various manufacturing companies. -the company employs about 235 people. -the company has the following functional departments *marketing *manufacturing *sales *finance/ administration *human resource *customer service *distribution *warehousing/ transportation *TQM THE MAJOR FACTORS WHICH BROUGHT IN CHANGE IN THIS ORGANIZATION. 1.INTRODUCING THE MATRIX STRUCTURE. -as the product range increased significantly, with the appointment of more product managers. The matrix structure helped the company to focus more on the customers and improve the sales/service. ------------------------------------------------------------2.COMPETITIVE FORCES -as the competition increased, the company changed the distribution system. It went from direct selling to distributors selling. This helped the company to sustain a growth of 20% over 5 years. ------------------------------------------------------------3.SUPPLIES CONSTRAINT -as the local / internal manufacturing became expensive, we closed the manufacturing and shifted the factory to china. THIS HELPED THE COMPANY TO PROVIDE CHEAP SUPPLIES AND INCREASED THE MARKET SHARE. ---------------------------------------------------------------4.ORGANIZATION LEARNING. -as the products were technical, we decided to orient everyone in the organization with sound knowledge of products / applications. WE USED THE FOLLOWING -intranet. -class training/ demonstration. -video conferencing with foreign specialists. -video demos. -------------------------------------------------------------------5. NEW ACQUISITION.

-the company acquired a small specialist product company. THIS BROUGHT A CHANGE IN THE ORGANIZATION. ------------------------------------------------------------6. CUSTOMER SERVICE -as the company introduced more technical products, the customer service requirements changed simulaneity -technical/ deiviery/ after sales/ and training. ----------------------------------------------------------------ALL THESE INTRODUCTIONS BROUGHT MAJOR CHANGES IN THE COMPANY -process/ procedures/practices. ################################### 2. Discuss different group- based approaches to Change. Give the example of an Indian organization which used Quality Circles successfully to implement change and discuss the functioning of the QC in that particular organization. THE FOLLOWING ARE THE GROUP BASED APPROACHES : I. Sensitivity Training Sensitivity training refers to a method of changing behaviour through unstructured group interface. It goes by a variety of names such as Laboratory Training, Encounter Groups, T-Groups etc. T-group began to emerge in 1946 through a series of events at , the New Britain Workshop. Learning groups were set up consisting of group members, a leader, and an observer who made notes about the interactions among the members. From this experience, the National Training Laboratory in Group Development as emerged . The T-groups aim at the following: Understanding one's own behaviour and how one's behaviour affects others Understanding why people behave the way they do Encouraging one to try out new ways of interacting with people and receiving feedback Developing tolerance for other people's behaviour The T- training session is an unplanned gathering of individuals who are brought together in a free and open environment, first as strangers, away from their routine role!; and responsibilities. These groups are directed by a professional behavioural Scientist who persuades them for interaction and participation. The group is process oriented, .where individuals be taught through observing and participating rather than being tolcl .The training period usually varies from a few hours to a few weeks. The trainer plays a relatively inert role during the entire process. They create prospect for participation to state their ideas, beliefs, and attitudes towards other members. Sensitivity training helps members of the group to: Attain increased sensitivity to their own behaviour, the behaviour of others, and to the nature of group development. Achieve more pragmatic self-perceptions and greater group solidarity. Reduce dysfunctional interpersonal conflicts, which is indispensable for a better assimilation between the individual and the organisation. ----------------------------------------------------------2. The Formal Group Diagnostic Meeting The formal group diagnostic meeting allows a group to be its own critique in order to identify if s strengths and problem areas. It encourages every group member to contribute and generate ideas. The data collected during the meeting serves the Foundation for future actions. Whether formal group meeting is to be held or not depends upon the group leader. By and large, the leader and the consultant talk about the idea first, and if it appears to them that a actual need for a diagnostic meeting exists, then it is put before the group. Naturally, the leader structures a set of questions in order to receive the group's reaction. The primary purpose of group diagnostic meeting is to surface those issues and problems which need to be worked out. It is generally a problem identifying meeting. ----------------------------------------------------------3. Team Building Activities A team is a group of individuals who tend to work interdependently to satisfy organisational as well as their own individual objectives. Teams are different from other groups, are characterised by: 1. A reason or charter for working together. 2. Interdependency -where the skills, abilities of individuals are mutually supportive. 3. Commitment to and belief in working together, and

4. Accountability for their performance A nation wide survey ofteam members from many organisations, by Wilson Learning Corporation, provides a useful models or benchmark of what OD specialists expect of teams. ATTRIBUTES OF HIGH PERFORMANCE TEAMS. 1. Participative Leadership: creating an interdependency by empowering, freeing up, and serving others. 2. Shared Responsibility: establishing an environment in which all team members Group Based Approaches feel as responsible as the manager for the performance of the work unit. 3. Aligned on Purpose: having a sense of common purpose about why the team exists and the function it serves. 4. High Communication: creating a climate of trust a19d open, honest communication. 5. Future Focussed: seeing change as an opportunity for growth. 6. Task Focussed: keeping meetings focused on results. 7. Creative Talents: Applying individual talents and creativity. 8. Rapid Response: identifying and acting on opportunities. Team Functions A team functions in various stages: The First Stage: Building Awareness And Forming The Group: In this stage, the members are explained the need for change, and the people involved in the change process The Second Stage: It deals with issues of conflict, resolving intrapersonal and interpersonal conflicts, and providing people clarity of purpose and overcoming resistance to change. The Third Stage: Maximizing cooperation is the key issue addressed in third stage. Individuals are given clarity regarding their roles, and responsibilities. Member participation is maximised in order to achieve the group goals. Individual relationships are governed by mutual trust, openness, and communication. The Fourth Stage: This stage is focussed on change implementation. Members are encouraged to contribute ideas and participate in decision-making. The stage is associated with performance and productivity. Once the team has achieved its goal by successfully implementing the change, the group may review its performance, which serves as feedback for future teams. Types of Team Basically, four types of teams subsist, three of which are extensive used in today's organisations. The teams vary on the two dimensions of fluidity of team membership, and task complexity. Type-I Team: It is the oldest and simplest type often performing relatively simple tasks. Such teams exist in organisations to deal with basic work problems. The quality circles are an instance of such teams. Type I1 Team: Such teams take in hand complex tasks and problems. The team members not only solve problems, but also look for and implant their ideas. As opposed to the membership of Type- I teams, these teams often comprise or are exclusively made up of middle and top-level managers. Type-I11 Team: Such teams have a fluid membership although they do not typically deal with highly complex problems. In addition to problem solving, one of their major goals is to create and set the ground rules that would support the interaction of people with diverse functional background. Cross-functional teams are example of such teams. Type-IV Team: Such teams, popularly known as shamrocks, function in highly complex organisations and deal with broad organisational issues. In addition to problem solving, politics, and integration within existing structures, the goal of such teams is primarily constructive thinking. Their focus is both internal and external. They operate at all levels of the organisation. Many of the organisations have started with Type-I team through QCs and task forces, and gradually move towards Type11, Type-I11 and Type IV teams. , Goal: Problem solving and selling of idea Goal: Creative problem Focus: External solving and implementation Blocks: Lack of empowerment Focus: Strategic Levels: Management Teams blocks: Preparedness Examples: Top Management Teams Levels: All levels Examples: Shamrock team Goal: Simple problem solving Goal: Integration in structure and setting ground rules Blocks: Lack of training Focus: Internal Levels: First level work teams Blocks: Organisation structure

Examples: Quality circles the First and middle levels Examples: Cross functional team Low Membership Fluidity Q uality Circle (QC) Tlie concept of QC was originated in Japan and was originally known as Quality Control Circles. QC is a small group of employees from the same work area performing similar work who volunteer to meet regularly for one to one and half hour each week on company time. The purpose of QC is to identify the causes of work - related problems, quality problem and to propose solutions to the management are on approval to take corrections. Improvement in the total performance leading to productivity and enrichment of the quality of work life are the ultimate goals of QCs. QC activities a Contribute to the improvement and development of the enterprise. a Respect humanity and build a worthwhile-to-live-in, happy bright workshop. a Exercise human capabilities fully and eventually draw out infinite possibilities Cross-Functional Teams C ross-functional teams bring together the knowledge and skills of people from various work areas to identify and solve mutual problems. In other words, specialists from different areas are brought together and put in the team, to achieve their goals. Cross-functional teanis are often most effective in situations that require adaptability, speed and a focus on responding to customer needs. They may design and introduce quality improvement programs and new technology, improve inputs or output, and link separate functions to increase product or service innovations. 1 Self-Managed Work Teams (SMT) Self-managed work teams (SMT) are defined as groups of workers who are given administrative oversight for their task domains. Administrative oversight involves delegated activities such as planning, scheduling, monitoring, and staffing. These are -jobs normally performed by managers. Employees are given the autonomy to take - decisions related to the tasks performed by them. Each member learns all the jobs that - have to be performed by the team. In short, employees in these unique work groups - act as their own supervisor. Self-managed teams are also referred to as semi , autonomous teams. - The impact of self - managed teams are enormous. 1 They generate great gains in productivity and quality. Employees earn psychic rewards from team involvement. Employees fundamentally change how work is organised and higher level leadership is practiced. 1 By introducing self managed teams, the typical managerial hierarchy is often eliminated thereby creating a flatter organisation. Potency Items 1. The team had confidence in itself 2. The team believed that it could be very good at producing high-quality work. 3. The team expected to be seen by others as high performing 4. The team was confident that it could solve its own problems. 5. The team viewed no job as too tough. Meaningfulness Items 6. The team cared about what it did. 7. The team brought that its work was valuable. 8. The team viewed its group goals as important. 9. Tlie team believed that its projects were significant. 10.The team considered its group tasks to be worthwhile. Autonomy Items 1 1. The team could select different ways to do its work.. 12. The team determined how things were done. 13. The team had a lot of choice what it did without being told by management 14.the team had significant influence in setting its goals 15. 'The team could rotate tasks and assignments among team members. 16. The team assessed the extent to which it made progress on projects. 17. The team had a positive impact on other employees. 18. The team had a positive impact on customers 19. The team accomplished its goals. 20. The team made a difference in the organization.

--------------------------------------------------------3.The Appreciations and Concerns Exercise The appreciations and concerns exercise may be suitable if interview data indicate that one of the deficiencies -- the interactions of member of a group is lack of expression of appreciation, and that another deficiency is the avoidance of conforming concerns and irritations. Appreciative Inquiry An intervention broader than that of the appreciation and concerns exercise is appreciative enquiry. This technique is developed by Frank Barrett and David Cooperrider, and refined by Gervase Bushe. It asserts that the fact of organizations is not a problem to be solved, but " a miracle to be embraced". Appreciative inquiry refers to both a search for knowledge and a theory of intentional collective action which are designed to discover, understand, and encourage innovations in social organizational arrangements and processes. Responsibility Charting In work teams decisions are made, and chores are assigned to different team members. Different members are responsible for different actions and decisions. In order to clarify who is responsible for what action and decision, with what kind of involvement by others, a technique is used by Beckhard and Harris. This technique is known as responsibility charting. Visioning This is an intervention technique in which various group members are asked to describe their dream of what they want their organization to be like in future. Name of Ronald Lippitt is associated with the development of this technique. --------------------------------------------------------------4. Process Consultation The process consultation model is similar to team-building interventions except that much emphasis is given on diagnosing and understanding the process events in the former. Process Consultation (PC) represents an approach or a method for intervening in an ongoing system. The bottom of this approach is that a skilled third party (consultant) who works with individuals and groups to help them learn about human and social processes and learn to solve problems that stem from process events. Process consultation consists of many different interventions. The principal goal of PC is stated by ~as follows: The job of the process consultant is to help the organisation solve its own problems by making it aware of organisational processes, the consequences of these processes, and the mechanisms by which they can be changed. The process consultant helps the organisation to learn fiom selfdiagnosis and self- intervention. The ultimate concern ofthe process consultant is the organisation 's capacity to do for itself what he has decideded for it. Where the standard consultant is more concerned about passing knowledge, the process consultant is concerned about passing on his skill and values. Schain describes the kinds of interventions he believes the process consultant should make: 1. Agenda- setting interventions, consisting of: a. Questions which direct attention to interpersonal issues. b. Process analysis periods c. Agenda review and testing procedures. d. Meetings devoted to interpersonal process e. Conceptual inputs on interpersonal - process topics 2. Feed back of observations or other data consisting of : a. Feedback to groups during process analysis or regular work time b. Feedback to individuals after meetings or after data gathering. 3. Coaching or counselling of individuals 4. Structural suggestions: a. Pertaining to group membership b. Pertaining to communication or interaction patterns. c. Pertaining to allocation at work, assignment of responsibility, and lines of authority. ----------------------------------5. The Open Systems Group Approach There are nearly as many change management practices as there are organizations, but a handful stick out as having been unbeaten for many different institutions looking to leave behind their current state and realize some fhture vision.Among these methods is one called the "Balanced Scorecard" method which was designed to allow an organization to control change globally without losing site of the individual needs of its different components. Crealed in the early 90's by Dr. Robert Kaplan from the Harvard Business School, developed the "Balanced Scorecard (BSC)" approach .

The Balanced Scorecard Using; these four indicators an organization can appraise both its contemporary performance and the change management procedures that it is currently implementing. Whilc the financial and customer divisions are self explanatory, the latter two requires some definition. By "internal business processes", Kaplan means the key business processes in which an organization must excel to meet customer expectations. "Learning , growth" refer to the proper utilization of employee skill and motivation by maintaining strong, efficient information infrastructure within the company which will minimize mystification during a time of change. It also concedes that employees may be asked to take on dramatically new responsibilities, and may require skills., capabilities, technologies, and organizational designs that were not available or required before. With a groupware-based change control package, it could develop and implement a change management system that would let appropriate tracking of change throughout the organization. Using a "Balanced Scorecard" approach, it allowed groups the plasticity to move forward when change is required while keeping an eye on the key success factors of the organization in general. Change could be evaluated, approved, and documented before it takes place with plenty time provided for each group to estimate the impact of each other group's changes. This change management infrastructure, with its emphasis on internal information exchange, will minimize outage of service and provide a faultless means of organized renovation. ---------------------------------------------------------6. Interactive Strategic Planning Strategic planning is the process hy which the guiding members of an organization visualize its future and work out the needed procedures and operations to attain that future. This group approach could be 2 to 3 day event of from I00 to 2300 people, to roll out a new strategic direction, to get clear on their strategy, and to provide feedback to the top people in the organization. They lay emphasis on planning: the use of a planning team, with much blunt advance work to make the event successful. Their methodology is very task-focused and structured, and involves interaction in small groups as part of the full-group proceedings. The theory of the Dannemiller approach is based on a formula that Beckhard and Harris (1987) attribute to David Gleicher: Dissatifaction x Vision x First Steps > Resistance to Change This means that three components must all be present to overcome the resistance to change in an organization: Dissatisfaction with the present situation, a Vision of what is possible in the future, and achievable Firststeps towards reaching this vision. If any of the three is zero or near zero, the product will also be zero or near zero and the resistance to change will dominate. The purposes of these OD interventions are to bring approaclies to the organization that will enable these three components to come to light so that the process of change can begin. They also use the strategy suggested by Peter F. Drucker (1974) of converting words into actions. They believe that there should be a common activity focus which is highly reactive, yet highly directive from above. Their focus is on results, on prioritizing choices, and on keeping the participants from feeling overwhelmed. Dannemiller allude to an "Arthritic Model" of organizations. This refers to an action, where there are blockages at every joint of the traditional management-structure pyramid. Their task is to exercise the organization so that change is not only achievable but is inherent in the structure and design of the organization. The Dannemiller approach also involves setting strategy and gathering and processing feedback on this strategy. They use a method of "preferred ring'' , and concentrate on action planning to secure devotion to make the recommended strategy develop into reality. -----------------------------------------------------7. Future Search Conference The model was originally developed by Mr. Marvin Weisbord from the US and has been used worldwide in all kinds of organizations. The Future Search Conference Model is used : As an element in a company's vision and strategy process, which requires wide implementation in the organization As a development of a foundation for major organizational changes As a beginning of new marketing activities As an involving working model creating new energy to a "burned out" or maybe depressed culture in for example a local community or a political organization As a way to listen to the involved peoples' attitudes to a specific problem, which a municipality or county council need to handle within citizen service, development of a problematic area, priority of resources etc. Weisbord's conference is designed to describe and move towards the preferred future, through finding common ground

among the diverse participants .This is a planned play event. Ideally, it involves 64 people with a maximum of 72. This is clearly too small a group for many whole-organization large-scale change events, but it works well for smaller groups. The preferred future approach involves the following five stages: 1. Review thepast: Each participant writes key events for themselves, the community and the world onto three time lines 2. Explore the present : An enormous mind map is made of trends Stakeholder groups identify important trends . Groups share their 'prouds' and ' sorries'. 3. Create idealfitwe scenarios : Mixed small groups develop visions- Barriers to the visions are identified. Each group acts out its vision to everyone else 4. Identify shared vision :Small groups, then the whole group, work out the shared vision, projects to achieve it and any unresolved differences. 5. Make action plans: Self-selected action groups plan projects and publicly commit to their actions. Like other practitioners, Weisbord puts an emphasis on action planning to define the steps, that .will be taken so that the process does not end with the conference itself but is translated into future action steps. ------------------------------------------------8.Dick Axelrod's Conference Model Redesign This method uses a series of four 3-day conferences, held a month apart. It is based on reengineering as defined by Hamrner and Charnpy (1993).lts purpose is organization redesign - radical changes to be made quickly and permanently in the organization, not in incremental change and improvement methods like Total Quality Management. Process: Axelrod's conferences are fast, and highly-participative. Axelrod also uses a thorough planning approach, using a steering committee, a data assist team, and a walk-through (a "staging") in advance of the meeting. His approach is customer focused, concentrates on the technical work flow, and develops a preferred design for the organization. The theory behind the Conference Model includes Socio-Technical Theory, search theory, and experiential creative methods. Axelrod's process involves , our conferences: a Vision Conference - similar to Weisbord's Future Search Conference a Customer Conference -defining the requirements, the business and relationships, their roles, and their customers a Technology Conference -to identify redundancy and variance, and clarify their assumptions out their business a Design Conference - to develop a preferred design, to use "treasure hunt" features. This is followed by a succession of implementation steps to put the plans into action. ------------------------------------------------------------9. OPEN SPACE APPROACH This approach was developed by Harrison Owen who uses the concept of an idea marketplace, and emphasizes learning, networking, and community building .The purpose of this approach is to surface information and promote dialogue. Part of the planning for Open Space involves open facilities, an open agenda for 20 to 100 people in a 1 to 3 day event. The approach ofthis method can be characterized as relevant, emerging, creative, and self- shaping with personal responsibility for self learning. The Open Space model is based on the use of ground rules, focusing on the "here and now", and is partially based on Chaos Theory to have order emerge from an apparent lack of plannings, tructure, and order. The process involves networking, clearly stating meeting themes, identifying and posting issues, breakout discussions, and sharing in the whole group. Owen summarizes his method as: "whoever comes" "whatever happens" "whenever it starts" "when it is over it's over" -----------------------------------------------------------10. ICA STRATEGIC PLANNING The ICA approach is the result of the work of the Institute of Cultural Affairs (ICA), developed by Spencer (1 989). It can be characterized as participative, creative, fast, action-oriented, and synergistic and based on Spencer's Dialogue, on community building, participation, and especially empowerment .Its purpose is to enable a group to elucidate and move toward a practical vision. The planning group usually consists of 10 to 300 people who meet in a 2 days event. They scan the environmental, develop a shared vision (of what they see in place), and look for congruity(what is blocking them from reaching their vision). They then set a strategic direction, by dealing with these blocks and moving their vision forward. The ICA approach is awfully people-centered. It puts an emphasis on personal involvement of the participants. It attempts to incorporate both spiritual and humanistic components into OD. @@@@@@@@@@@@@@@@@@@@@@@@@@@@

TWO GROUP BASED APPROACHES TO CHANGE [NOT INDIAN COMPANIES ]

Change is the window through which the future enters your life. It's all around you, in many types and shapes. You can bring it about yourself or it can come in ways. One of the keys to dealing with change is understanding that change in never over. Change brings opportunity to those who can grasp it, and the discontinuities of the new economy offer unlimited opportunities. 1.QUALITY CIRCLES A quality circle is a volunteer group composed of workers who meet together to discuss workplace improvement, and make presentations to management with their ideas. Typical topics are improving safety, improving product design, and improvement in manufacturing process. Quality circles have the advantage of continuity, the circle remains intact from project to project. Quality Circles were started in Japan in 1962 as another method of improving quality. Quality circles are regular short meetings set up to aid work-related problems. 5 10 people attend the meeting in work time Supervisor is nominated and runs the meeting Flip Charts, audiovisual equipment, notice boards etc. are utilized Problem areas are put forward by the group Problems are prioritized Information is collated, ideas are generated via brainstorming, force-field analysis etc. Effectiveness, costs, savings, consequences to other departments etc... considered Final solution is put forward to manager and implemented by the Quality Circle group

CASE STUDY: QUALITY CIRCLES AT WEDGWOOD David Hutchins introduced the concept of Quality Circles to senior management, middle management and Unions at Wedgwood during December 1980. Training of the first 12 leaders started in January 1981, and the first of six Quality Circles started training at the end of that month, followed by six more a month later. David Hutchins then returned to train 12 more leaders in March 1981, and the process has continued at a steady pace since the outset. Training then spread to all the local firms within the Wedgwood Group. These are all situated within a 5-mile radius in North Staffordshire. Within a year of starting 80 Quality Circles were operating. In order to organize this operation Wedgwood has so far six full-time facilitators, all of whom were previously from production or training departments within the group. The next aim is to involve at least half the workforce in Quality Circle activities, which will mean running some 400 Circles. Circles meet for 1 hour each week during working hours in specially prepared Quality Circle rooms. The main Wedgwood factory is soon to have a new complete Quality Circle Centre with a lecture room, six Quality Circle meeting rooms, office accommodation and a storeroom for records. Quality Circles usually choose their own problems and spend anything from a month to six months analyzing and solving each particular project. When the solution is found, a presentation is made to senior management or board members. The whole process of problem solving follows strict procedures and stages. Firstly problems are identified, and then one is selected by the Quality Circle voting for it. After this the cause is thoroughly investigated, and the facts are verified by data gathering and double checking. On occasions the actual cause which had been assumed was not the same as that which showed up after the data gathering. Armed with facts and a solution, a presentation is made to get approval for implementation of the project. Once this has been granted, the whole process of establishing controls and general monitoring begins so that the solution can be standardized. The whole procedure from the initial cause and effect chart on to the final result is recorded on a composite sheet which takes the reader through all the charts, drawings and graphs to the final results which are constantly checked and audited. So far all projects have been implemented, but it is important that a regular check is made to see that the improvement is maintained. The types of projects embarked upon and subsequently put into being are: Improved identification marks on the back of tableware. Redesign of lining brushes. Planned maintenance scheme for aerograph guns. Complete revision and standardization of fettling tools. Design of automatic gift box opening machine. Truck redesign. Workshop layout scheme. New storage pen identification scheme. Elimination of clay wastage. Improved handle application. Complete redesign of casters bench. Co-operative

improvement at interface of adjoining processes. Improved security. ===================================== 2,SENSITIVITY TRAINING LABORATORY Sensitivity training laboratory also known as T-Group learning, D- Group learning (development) or laboratory training, is an experience-based, unstructured form of learning where learning or development takes place by sharing experiences, particularly those generated in the group. It is a participant centered learning oriented towards participants know-how. It accepts the participants as they are and draws upon them as resources for working in the lab. The belief is that effective learning influences the attitudes and behaviour and it comes through emotional and intellectual involvement. The goal of this lab is personal growth through increased self-awareness and interpersonal competence. It also aims to make the group members more sensitive to the emotions of others and themselves, so that they learn about the consequences of their own actions by focusing on their own actions and the feelings of others. As they work in a group they recognize the various undercurrents at work consider the fact that the facilitator is present only to mediate and that too in a limited capacity. The participants are on their own so far as individual decision-making is concerned. Their unadulterated feelings and basic emotions are the only mainstay of their judgement-making process. In other words, they constantly run the risk of over or undervaluing the sentiments and actions of their peers, thereby diluting or concentrating the density of their inferences in the process. This leads them to recognize their inherent leadership-styles, their innate sensitivity to others and their overall ability to hone their emotions so as to subsume the views and biases of their peers, in their analysis. They have a better overall understanding of their perceptions of other people as well as peer-perceptions regarding them. The aim is to harmonize group-behaviour and bring the members into congruence, as well as enable them to harness the power of this enhanced understanding to increase the efficacy of their roles as team players and managers. Design and Conduct of Sensitivity Laboratories These labs are of various types: Stranger labs, where the members are from different organizations and fields of work. Cousin labs, which has members from the same organization, and Family labs, which have members from the same department. Process of the Training: In the beginning as the group meets in an informal atmosphere with the trainer there is intentional lack of leadership and any formal agenda like the way one is used to in other systems of learning. As the trainer does not comply with the traditional expectations of the participants from the teacher, there is a complete vacuum. People look askance and find means to fill this vacuum. This brings in focus the interaction processes in the group. And each one starts forming his role in the group. Now as the group moves forward the trainer becomes open and empathetic and expresses his feelings in a minimal way. But the major involvement is from the group. The feedback is received from the members who come to know about their own behavior. And thus new patterns of relationships emerge. The members serve as resources to one another and facilitate experimentation with personal, interpersonal and collaborative behavior. The group discovers new ways of handling problems as a whole. Thing like who is a listener, leader, helper emerges. There are underlying emotional issues. There are questions like: who am I in this group (identity), what are my goals and needs (what do I want?), how much power and control do I have, how much do I trust others and generate that trust, do I resist authority, do I assert personal dominance, do I seek support from the others and so on. all these and more issues come to the fore front. And in the final phase all these issues are explored in the relevance of the experience back home.Thus this period of about 7 days aims towards personal growth and understanding of self and environment there is continuous feedback during the whole process The whole process is full of stress for the trainer as well as the people involved. But the outcome is one that may relieve stress as a whole

Answer 3. What are the reasons behind resistance to Change? Present an example of a situation in an organization you are familiar with, where change was resisted. Explain how the management successfully overcame the resistance.
WHY PEOPLE RESIST CHANGE It used to be an accepted fact that everyone resists change. We now know that it is not true. There are many reasons why a person resents (negative attitude) and/or resists (active opposition to) a particular change. Likewise, there are many reasons why a person accepts (neutral attitude) and/or welcomes (positive attitude) a particular change. Why People Resent or Resist Change There are many reasons why employees of all sizes/ shapes may react negatively to change. Personal Loss. People are afraid they will lose something. They might be right or they might be wrong in their fear. Some of the things they might lose are as follows: Security. They might lose their jobs through a reduction in force or elimination of their jobs. Automation and a decline in sales often bring about this feeling. Money. They might lose money through a reduction in salary, pay, benefits, or overtime. Or, expenses such as travel may be increased because of a move to another location that is farther from their home. Pride and satisfaction. They might end up with jobs that no longer require their abilities and skills. Friends and important contact. They might be moved to another location where they will no longer have contact with friends and important people. This loss of visibility and daily contacts is very serious for people who are ambitious as well as those with a strong need for love and acceptance. Freedom.They might be put on a job under a boss who no longer gives them freedom to do it "their way." Closer supervision that provides less opportunity for decision making is a dramatic loss to some people. Responsibility.Their jobs might be reduced to menial tasks without responsibility. This may occur when a new boss takes over or through changes in methods or equipment. Authority. They might lose their position of power and authority over people. This frequently happens when re organization takes place or when a new boss decides to usurp some of the authority that an individual had. Good working conditions. They might be moved from a large private office to a small one or to a desk in a work area with only a partition between people. Status.Their job title, responsibility, or authority might be reduced from an important one to a lesser one with loss of status and recognition from others. This also happens when another layer of management is inserted between a subordinate and manager. No Need. The typical reaction is, "What's the matter with the way things are now?" Or, "I don't see any reason why we should change." More Harm Than Good. This is even stronger than the previously mentioned "No Need". People really feel it is a mistake that it will cause more problems that it is worth. Sometimes this reaction is justified. It is particularly common when people at the "bottom" of an organization feel that top management makes changes without knowing what is going on "down on the line." Lack of Respect.

When people have a lack of respect and/or negative attitude toward the person responsible for making the change, there is a strong tendency to resent and even resist it. Their feelings do not allow them to look at the change objectively. Objectionable Manner. Sometimes change is ordered in such a way that the people resent and/or resist because they do not like being told what to do. Negative Attitude. People with a negative attitude toward the organization, the job and/or the boss are very apt to resent or resist change no matter what it is. No Input. One of the most significant reasons is the fact that the people who felt they should have been asked were not asked for their ideas concerning the change. Personal Criticism. Whether or not the change is actually criticizing the things that were previously done or the way in which they were done, people may look upon the change as a personal criticism. Creates Burdens. Some changes add more work and with it confusion, mistakes and other negative results. Requires Effort. The change will obviously require more effort. Much of the effort accomplishes very little, if anything. Whenever changes require more time and effort, people are apt to resent and even resist them, particularly if no rewards accompany the extra effort. Bad Timing. The timing of a change is very important to its acceptance. If it comes at a time when people are already having problems, the change is usually resented and probably resisted by those who are supposed to implement it. Challenge to Authority. Some people are testing their power and influence by simply refusing to do it. Secondhand Information. Some people are very sensitive about the way they learned of the change. If they found out about if from a secondhand source, they might resist it until they hear it "from the horses mouth." What is the Real Reason for Resentment or Resistance? Managers often have difficulty in determining the real reason why subordinates resent and/or resist a change. They may feel that the subordinates are just being stubborn or that they are afraid they will lose something. The real reason may be entirely different. -----------------------------------------------------------------IN MANAGING ORGANIZATIONAL CHANGE ONE SET OF PEOPLE ACCEPT CHANGE--WHY? WELCOME CHANGE

WHY PEOPLE ACCEPT OR

While some people resent and/or resist change, others accept and welcome it. The degree to which these opposites occur depends on many factors. Some of the reasons for positive reaction to change are described in this section. Personal Gain. When changes are made, some people may gain such things as the following: Security. They feel more secure in their job because of the change. Perhaps more of their skills will be used.

Money. They may get a salary increase, more benefits, an incentive or profit sharing programme, or more overtime. Authority They may be promoted to a position of greater authority, or they may get a new boss who gives them more authority than they had under the previous boss. StatuslPrestige. They may get a new title, a new office, or a new responsibility, their boss may have assigned more responsibility, or they may have a new boss who assigns more responsibility than the previous one did. Better working conditions. They may get a new working schedule, new equipment, or other conditions that make the job easier or more enjoyable. Self satisfaction. They may get new satisfaction or feeling of achievement because of the change. Perhaps the new job gives them more of a change to use their abilities, or the boss may eliminate some of the obstacles that had prevented them from doing their best. Better personal contacts. They might be located in a place where they will have closer contact with influential people. Their visibility is very important to some people. Less time and effort. The change may make their job easier and require less time and effort. Provides a New Challenge. While some people look at a change negatively because it requires effort and perhaps risk, others will be eager for it because it provides a new challenge. Likes/Respects the Source. If people have a positive attitude toward the person or the department they represent, they will probably accept and even welcome the change. Likes Manner. People who are asked to do things instead of told to do them may react very positively. Someone described the most important words in the English language as follows: Five most important words:"I am proud of you." Four most important words:"What is your opinion?" Three most important words:"If you please." Two most important words:"Thank you." One most important word:"You (or possibly We)." The tone may have much to do with resentment or acceptance. Reduces Boredom. Changes that are designed to reduce boredom will be welcomed by some. Provides Input. One of the most powerful approaches to get acceptance is to ask for input before the final decision is made. Desires Change. Some people will react to change by thinking or saying, "It's about time." In other words, they have been anxious for the change to occur.

Improves Future. Some changes will open up new avenues for future success in the organization. People will be provided with opportunities to show what they can do. Future possibilities include promotion, more money, more visibility, more recognition and more selfsatisfaction. Right Time. Some changes come at just the right time. If more money is needed to pay current bills or to buy a luxury item like a video recorder or a boat or to take a vacation, the change will be welcomed. =============================== IN MANAGING THE ORGANIZATIONAL CHANGE, WE NEED TO MANAGE BOTH THE TYPES OF PEOPLE GROUP. the organisation I am referring to The organization, I am familiar with is a -a large manufacturer/ marketer of safety products -the products are used as [personal protection safety] [ industrial safety] -the products are distributed through the distributors as well as sold directly -the products are sold to various industries like mining/fireservices/defence/ as well as to various manufacturing companies. -the company employs about 235 people. -the company has the following functional departments *marketing *manufacturing *sales *finance/ administration *human resource *customer service *distribution *warehousing/ transportation *TQM ADOPT THE FOLLOWING MODEL FOR CHANGE

1.Explain the reason for change with facts. If there are risks , acknowledge them but explain why it is worth taking the risks. 2.Objectively explain the benefits that could result from the change. 3.Get ready and sell the benefits at all times. 4.Anticipate objections. 5.Listen in depth. 6.Seek questions and clarifications / answer them. 7.Invite participation and ask for suggestions . 8.Avoid surprise because this stirs up unreasoning opposition.

9.Acknowledge the rough spots and show you plan to manage them. 10.Establish a timetable. 11.Set standards and explain your expectations. 12.Contact the informal leaders and use their resources. 13. Acknowledge the staff cooperation / support. 14.Provide feedback on the progress. 15.Reinforce the positive . 16.Keep the two way communication open.

==================================================== HOW DO YOU INITIATE CHANGE Often it is easier to carry out a job if there is a specific plan to follow. When major changes are to be installed, careful planning and preparation are necessary. Strengthening the forces promoting the change and weakening resistance to it are the main tasks. CREATE A CLIMATE FOR CHANGE How people react to proposed changes is greatly influenced by the kind of climate for change that the manager/supervisor has created in the department. HOW IS THE RIGHT KIND OF CLIMATE CREATED? Supervisors and managers who have enthusiasm for progress and change build a healthy climate. Creating the right climate is more than just passing on changes. It involves: Encouraging employees to seek ways of improving their jobs. Seeking suggestions and ideas from employees. This requires the manager/supervisor to listen and seriously consider suggestions. It is easy to see that there is a great deal of ego involvement in coming forth with an idea for improvement. Change can become an exciting and dynamic way of life. The manager/supervisor determines the climate in which they initiate change. GET READY TO SELL Much of the difficulty in getting co operation stems from the employees lack of understanding of how the change will affect them. With a little effort, managers/supervisors can find most of the answers to employees' questions before they are even asked. Answers to these questions would be useful. What is the reason for the change? Whom will it benefit and how? Will it inconvenience anyone, if so, for how long? Will training or re training be necessary? When does it go into effect? Armed with the answers to these questions a manager/supervisor can head off many objections and can develop a plan to present the change. IDENTIFY THE SOURCES OF HELP Why should you, the managers and supervisors, shoulder the burden alone? Staff can frequently be a great help in preparing to sell a change by explaining technical aspects and demonstrating new techniques. One of the most overlooked sources of help in introducing changes are the informal leaders in the work group. With their help the job becomes easier. Giving recognition to informal leaders puts them in a co operative frame of mind. Since union stewards are often informal leaders, their co operation ought to be solicited. The backing of union stewards makes the job easier. ANTICIPATE OBJECTIONS Change that upsets routines, requires new knowledge or skills, or inconveniences people are bound to meet with some objections or resistance. Looking at a change from the employees point of view will usually be enough to help determine what their objections are likely to be. Knowing the objections, we can, with a little creative thought, turn these objections into advantages. Showing the staff with reason or logic will not do the job. Managers/supervisors have to convince people that the change is really best for them and that will not happen until their objections are dealt with seriously. SELL BENEFITS Everyone is concerned with, "What's in it for me?" "Will the change mean more satisfying work. greater security. opportunity to show what I can do. more responsibility. more pay. less fatigue. less confusion. greater independence?" The benefits used to motivate people to co operate should be put on as personal a level as possible. It would be dishonest, however, not to recognise any disadvantages that a change may bring. These can usually be countered with long range

benefits. One of the techniques that is helpful in identifying the characteristics and values of the proposed changed condition is a "Word Picture". The picture makes the new condition desirable in the minds of the staff. A)One of the ways this concept of "word picture" is used, is the physical change in office layout or new equipment or any other physical changes. B)To picture or model a change in policy, organization or operation is more difficult than the physical change. The principle is the same. The picture can help in communicating the desirability of the change and in fine tuning the change because it makes it possible to discuss how things will operate. It may take the form of a flow chart, an organization chart or a description of relationships. To use this approach for deciding whether to initiate a change, you can take the following steps: Describe as clearly as possible the present situation. Describe as clearly as possible the desired situation. Analyse what specific changes will have to take place in the key factors involved to produce the desired situation. Look at such key factors as bosses, employees, equipment, physical environment, policies and procedures, work methods, materials and time. Identify the relevant factors. Assess the strengths of the forces promoting the desired situation and of those resisting it. Determine what action to take. Choices are: A)Do nothing, the resistant forces are stronger than the forces promoting change. B)Act to strengthen the promoting forces and/or to weaken resistance, by concentrating one's efforts on the key factors. LISTEN IN DEPTH Employees have a right to be heard. If employees are treated with respect, they probably will respond in kind. They will feel better too, if they know their concerns have been considered. FOLLOW UP After having conscientiously sold the benefits of a change, it is tremendously important that the managers/supervisors see that their promises have materialized. A sincere interest in how the change has affected the employee and a willingness to make adjustments, help build the climate in which future changes will be initiated. =============== CHANGES AND COMMUNICATION The following steps will help you to minimize resistance: 1.Explain why. Provide all the facts about the reason for changing. If there are risks, acknowledge them but explain why the risk is worth taking. 2.Objectively explain the benefits that could result from the change. 3.Seek questions/clarifications and answer them. 4.Invite participation and ask for suggestions because the people involved know the situation best. 5.Avoid surprise because this stirs unreasoning opposition more than any other factor. @ 6.Acknowledge the rough spots and explain how you plan to smooth the change. 7.Set standards and explain your expectations. 8.Contact the informal leaders and use their resources. 9.Acknowledge and reinforce the staff's co operation and give them feedback on the progress. 10.Keep the two way communications open for suggestions and corrections.

5) Explain the concept of intervention. Describe the interventions which have been used in an organization you are familiar with. Give reasons for using them. Briefly describe the organization you are referring to.
CONCEPT OF INTERVENTION Meaning of Interventions The planned activities client & consultants participate during the course of an organization development program Attempt to improve the fit between the individual & organization between the organization & its environment. Emphasis more on collaboration, confrontation & participation. Types of Interventions 1.Sensitivity training Purpose is to sensitize people to the perceptions & behavior related aspects of themselves & others. Feedback helps the member to know about themselves. Improves listening skills, add openness, helps to accept individual differences Used to reduce interpersonal conflict Enhances group cohesiveness & improves organizational productivity & efficiency Facilitator plays important role by moderating the discussion & by providing constructive feedback. Broader scope , lacks specific goal 2.Survey Feedback Systematic data collection from all levels of the organization. Sharing of the information Interpretation/analysis of data Transfers the ownership of the data from change agent to participants Participants plays key role in developing solutions to the problem. 3.Process consultation interventions Emphasizes more on resolving interpersonal problems. Increases the participation in problem solving. Specific goal of improving a particular process. Emphasizes on organizational process Coaching & counseling by consultants Determines processes that needs improvement 4.Team interventions Used to improve the performance of work teams. Problem diagnosis Task accomplishment Maintaining team relationships improving team & organizational processes A.Forms of team building interventions Analyze the reason for the existence of team, objectives of the team & how the team prepares the action plan for the accomplishment. General critic of the team Team leader & members decide about the need for the diagnostic meetings. Information is collected through whole groups, or subgroups or pairs of individual. Half a day duration Meeting. Based on the need formal meeting is conducted Action plan is prepared Guidance towards the achievement of the goal. B.The formal group team building meeting Aims at improving relationship between team members & their effectiveness. Meeting is initiated by manager or team members under the supervision of external consultant. Issues are prioritized Responsibilities are assigned to each member Action plan is prepared. Meeting is conducted away from the work place. 5.Types of Interventions Gestalt approach to team building Focuses on individuals based on psychotherapy. Self awareness is essential Accepting as a whole as it is (+ ve, -ve) Awareness know-how Authenticity Accepting responsibility Negative feeling can be resolved through confrontation & repression Practiced by trained practitioner

Other exercises used for team building Role analysis Technique (RAT) John Thomas The role defined is known as focal role Defining the role by team members Expectations, suggestions by team members Preparation of role profile explaing the authority, obligation of the role Role clarity is achieved Role negotiation technique ( RNT)- Roger Harrison Resolving conflict by making some compromises RNT consultants act as a negotiator between the conflicting parties 7.Other exercises used for team building Steps during RNT Contract setting Ground rules submitted in written format Issue diagnosis what kind of change is expected Hoe change will affect on performance. Negotiation period ( 2 days) Discussion of most important changes required from each other Expectations from each others Content of the agreement in written format Follow up meeting 8.Other exercises used for team building Forced field analysis- Kurt Lewin Used for understanding problematic situation & for planning corrective action. Two types of forcesDriving forces forces for change Restraining forces forces resisting change Equilibrium can be obtained to get desired outcome of the change program Essential stepsDefining current problem situation Desired condition Identifying driving, resisting forces Strong & weak forces are identified Strategy to move from current condition to desired condition Implementation of action plan Other exercises used for team building Intergroup team building interventions Improves intergroup relations between work teams Easy flow of communication StepsOD practitioner meets the leaders of the groupfor understanding the requirement. A & B two groups meet separately & are asked to write about the attitudes & perceptions towards each other, problem related to group etc Group also tries t o anticipate what the other group would write Exchange of written information Understands the communication gap Helps in soarting out many issues Unresolved problems are again discussed Helps to improve interactions 10.Third party peace making Interventions Method for solving interpersonal conflict Confrontation technique Motivating parties to resolve conflict Insist on exploring possible solutions Sufficient time is given to understand each other Efforts to overcome negative feelingDifferentiation phase- Concentrate on differences in opinion Integration phase- Shares positve feeling & common things 11.Structural Interventions Also known as Technostructural Interventions. Bring about the changes in the task , structure & technological processes. =============================== the organisation I am referring to The organization, I am familiar with is a

-a large manufacturer/ marketer of safety products -the products are used as [personal protection safety] [ industrial safety] -the products are distributed through the distributors as well as sold directly -the products are sold to various industries like mining/fireservices/defence/ as well as to various manufacturing companies. -the company employs about 235 people. -the company has the following functional departments *marketing *manufacturing *sales *finance/ administration *human resource *customer service *distribution *warehousing/ transportation *TQM THIS ORGANIZATION USES THE TEAM INTERVENTION -Used to improve the performance of work teams. -Problem diagnosis of Task accomplishment -Maintaining team relationships improving team & organizational processes **Analyze the reason for the existence of team, objectives of the team & how the team prepares the action plan for the accomplishment. **General critic of the team **Team leader & members decide about the need for the diagnostic meetings. **Information is collected through whole groups, or subgroups or pairs of individual. **Half a day duration Meeting. **Based on the need formal meeting is conducted **Action plan is prepared **Guidance towards the achievement of the goal. THIS ENABLES TO IMPROVE THE RELATIONSHIP BETWEEN TEAMS/ INDIVIDUALS AND THEIR EFFECIVENESS. ############################################## Why do individuals and organizations resist change? Explain instances of resistance to change in any organization you are familiar with and the effectiveness of management strategies to overcome the resistance. Briefly describe the organization you are referring to. N IN MANAGING ORGANIZATIONAL CHANGE ONE SET OF PEOPLE RESIST CHANGE--WHY? WHY PEOPLE RESIST CHANGE It used to be an accepted fact that everyone resists change. We now know that it is not true. There are many reasons why a person resents (negative attitude) and/or resists (active opposition to) a particular change. Likewise, there are many reasons why a person accepts (neutral attitude) and/or welcomes (positive attitude) a particular change. Why People Resent or Resist Change There are many reasons why employees of all sizes/ shapes may react negatively to change. Personal Loss. People are afraid they will lose something. They might be right or they might be wrong in their fear. Some of the things they might lose are as follows: Security. They might lose their jobs through a reduction in force or elimination of their jobs. Automation and a decline in sales often bring about this feeling. Money. They might lose money through a reduction in salary, pay, benefits, or overtime. Or, expenses such as travel may be increased because of a move to another location that is farther from their home. Pride and satisfaction. They might end up with jobs that no longer require their abilities and skills. Friends and important contact. They might be moved to another location where they will no longer have contact with

friends and important people. This loss of visibility and daily contacts is very serious for people who are ambitious as well as those with a strong need for love and acceptance. Freedom.They might be put on a job under a boss who no longer gives them freedom to do it "their way." Closer supervision that provides less opportunity for decision making is a dramatic loss to some people. Responsibility.Their jobs might be reduced to menial tasks without responsibility. This may occur when a new boss takes over or through changes in methods or equipment. Authority. They might lose their position of power and authority over people. This frequently happens when re-organization takes place or when a new boss decides to usurp some of the authority that an individual had. Good working conditions. They might be moved from a large private office to a small one or to a desk in a work area with only a partition between people. Status.Their job title, responsibility, or authority might be reduced from an important one to a lesser one with loss of status and recognition from others. This also happens when another layer of management is inserted between a subordinate and manager. No Need. The typical reaction is, "What's the matter with the way things are now?" Or, "I don't see any reason why we should change." More Harm Than Good. This is even stronger than the previously mentioned "No Need". People really feel it is a mistake - that it will cause more problems that it is worth. Sometimes this reaction is justified. It is particularly common when people at the "bottom" of an organization feel that top management makes changes without knowing what is going on "down on the line." Lack of Respect. When people have a lack of respect and/or negative attitude toward the person responsible for making the change, there is a strong tendency to resent and even resist it. Their feelings do not allow them to look at the change objectively. Objectionable Manner. Sometimes change is ordered in such a way that the people resent and/or resist because they do not like being told what to do. Negative Attitude. People with a negative attitude toward the organization, the job and/or the boss are very apt to resent or resist change no matter what it is. No Input. One of the most significant reasons is the fact that the people who felt they should have been asked were not asked for their ideas concerning the change. Personal Criticism. Whether or not the change is actually criticizing the things that were previously done or the way in which they were done, people may look upon the change as a personal criticism. Creates Burdens. Some changes add more work and with it confusion, mistakes and other negative results. Requires Effort. The change will obviously require more effort. Much of the effort accomplishes very little, if anything. Whenever changes

require more time and effort, people are apt to resent and even resist them, particularly if no rewards accompany the extra effort. Bad Timing. The timing of a change is very important to its acceptance. If it comes at a time when people are already having problems, the change is usually resented and probably resisted by those who are supposed to implement it. Challenge to Authority. Some people are testing their power and influence by simply refusing to do it. Secondhand Information. Some people are very sensitive about the way they learned of the change. If they found out about if from a secondhand source, they might resist it until they hear it "from the horses mouth." What is the Real Reason for Resentment or Resistance? Managers often have difficulty in determining the real reason why subordinates resent and/or resist a change. They may feel that the subordinates are just being stubborn or that they are afraid they will lose something. The real reason may be entirely different. -----------------------------------------------------------------IN MANAGING ORGANIZATIONAL CHANGE ONE SET OF PEOPLE ACCEPT CHANGE--WHY? WELCOME CHANGE

WHY PEOPLE ACCEPT OR

While some people resent and/or resist change, others accept and welcome it. The degree to which these opposites occur depends on many factors. Some of the reasons for positive reaction to change are described in this section. Personal Gain. When changes are made, some people may gain such things as the following: Security. They feel more secure in their job because of the change. Perhaps more of their skills will be used. Money. They may get a salary increase, more benefits, an incentive or profit-sharing programme, or more overtime. Authority They may be promoted to a position of greater authority, or they may get a new boss who gives them more authority than they had under the previous boss. StatuslPrestige. They may get a new title, a new office, or a new responsibility, their boss may have assigned more responsibility, or they may have a new boss who assigns more responsibility than the previous one did. Better working conditions. They may get a new working schedule, new equipment, or other conditions that make the job easier or more enjoyable. Self-satisfaction. They may get new satisfaction or feeling of achievement because of the change. Perhaps the new job gives them more of a change to use their abilities, or the boss may eliminate some of the obstacles that had prevented them from doing their best. Better personal contacts. They might be located in a place where they will have closer contact with influential people. Their visibility is very important to some people. Less time and effort.

The change may make their job easier and require less time and effort. Provides a New Challenge. While some people look at a change negatively because it requires effort and perhaps risk, others will be eager for it because it provides a new challenge. Likes/Respects the Source. If people have a positive attitude toward the person or the department they represent, they will probably accept and even welcome the change. Likes Manner. People who are asked to do things instead of told to do them may react very positively. Someone described the most important words in the English language as follows: Five most important words:"I am proud of you." Four most important words:"What is your opinion?" Three most important words:"If you please." Two most important words:"Thank you." One most important word:"You (or possibly We)." The tone may have much to do with resentment or acceptance. Reduces Boredom. Changes that are designed to reduce boredom will be welcomed by some. Provides Input. One of the most powerful approaches to get acceptance is to ask for input before the final decision is made. Desires Change. Some people will react to change by thinking or saying, "It's about time." In other words, they have been anxious for the change to occur. Improves Future. Some changes will open up new avenues for future success in the organization. People will be provided with opportunities to show what they can do. Future possibilities include promotion, more money, more visibility, more recognition and more selfsatisfaction. Right Time. Some changes come at just the right time. If more money is needed to pay current bills or to buy a luxury item like a video recorder or a boat or to take a vacation, the change will be welcomed. =============================== IN MANAGING THE ORGANIZATIONAL CHANGE, WE NEED TO MANAGE BOTH THE TYPES OF PEOPLE GROUP. the organisation I am referring to The organization, I am familiar with is a -a large manufacturer/ marketer of safety products -the products are used as [personal protection safety] [ industrial safety] -the products are distributed through the distributors as well as sold directly -the products are sold to various industries like mining/fireservices/defence/ as well as to various manufacturing companies. -the company employs about 235 people. -the company has the following functional departments *marketing *manufacturing *sales *finance/ administration *human resource *customer service *distribution *warehousing/ transportation

*TQM WE ADOPT THE FOLLOWING MODEL FOR CHANGE 1.Explain the reason for change with facts. If there are risks , acknowledge them but explain why it is worth taking the risks. 2.Objectively explain the benefits that could result from the change. 3.Get ready and sell the benefits at all times. 4.Anticipate objections. 5.Listen in depth. 6.Seek questions and clarifications / answer them. 7.Invite participation and ask for suggestions . 8.Avoid surprise because this stirs up unreasoning opposition.

9.Acknowledge the rough spots and show you plan to manage them. 10.Establish a timetable. 11.Set standards and explain your expectations. 12.Contact the informal leaders and use their resources. 13. Acknowledge the staff cooperation / support. 14.Provide feedback on the progress. 15.Reinforce the positive . 16.Keep the two way communication open. ==================================================== HOW DO YOU INITIATE CHANGE Often it is easier to carry out a job if there is a specific plan to follow. When major changes are to be installed, careful planning and preparation are necessary. Strengthening the forces promoting the change and weakening resistance to it are the main tasks. CREATE A CLIMATE FOR CHANGE How people react to proposed changes is greatly influenced by the kind of climate for change that the manager/supervisor has created in the department. HOW IS THE RIGHT KIND OF CLIMATE CREATED? Supervisors and managers who have enthusiasm for progress and change build a healthy climate. Creating the right climate is more than just passing on changes. It involves: Encouraging employees to seek ways of improving their jobs. Seeking suggestions and ideas from employees. This requires the manager/supervisor to listen and seriously consider suggestions. It is easy to see that there is a great deal of ego involvement in coming forth with an idea for improvement. Change can become an exciting and dynamic way of life. The manager/supervisor determines the climate in which they initiate change. GET READY TO SELL Much of the difficulty in getting co-operation stems from the employees lack of understanding of how the change will affect them. With a little effort, managers/supervisors can find most of the answers to employees' questions before they are even

asked. Answers to these questions would be useful. What is the reason for the change? Whom will it benefit and how? Will it inconvenience anyone, if so, for how long? Will training or re-training be necessary? When does it go into effect? Armed with the answers to these questions a manager/supervisor can head off many objections and can develop a plan to present the change. IDENTIFY THE SOURCES OF HELP Why should you, the managers and supervisors, shoulder the burden alone? Staff can frequently be a great help in preparing to sell a change by explaining technical aspects and demonstrating new techniques. One of the most overlooked sources of help in introducing changes are the informal leaders in the work group. With their help the job becomes easier. Giving recognition to informal leaders puts them in a co-operative frame of mind. Since union stewards are often informal leaders, their co-operation ought to be solicited. The backing of union stewards makes the job easier. ANTICIPATE OBJECTIONS Change that upsets routines, requires new knowledge or skills, or inconveniences people are bound to meet with some objections or resistance. Looking at a change from the employees point of view will usually be enough to help determine what their objections are likely to be. Knowing the objections, we can, with a little creative thought, turn these objections into advantages. Showing the staff with reason or logic will not do the job. Managers/supervisors have to convince people that the change is really best for them and that will not happen until their objections are dealt with seriously. SELL BENEFITS Everyone is concerned with, "What's in it for me?" "Will the change mean more satisfying work. greater security. opportunity to show what I can do. more responsibility. more pay. less fatigue. less confusion. greater independence?" The benefits used to motivate people to co-operate should be put on as personal a level as possible. It would be dishonest, however, not to recognise any disadvantages that a change may bring. These can usually be countered with long range benefits. One of the techniques that is helpful in identifying the characteristics and values of the proposed changed condition is a "Word Picture". The picture makes the new condition desirable in the minds of the staff. A)One of the ways this concept of "word picture" is used, is the physical change in office layout or new equipment or any other physical changes. B)To picture or model a change in policy, organization or operation is more difficult than the physical change. The principle is the same. The picture can help in communicating the desirability of the change and in fine tuning the change because it makes it possible to discuss how things will operate. It may take the form of a flow chart, an organization chart or a description of relationships. To use this approach for deciding whether to initiate a change, you can take the following steps: Describe as clearly as possible the present situation. Describe as clearly as possible the desired situation. Analyse what specific changes will have to take place in the key factors involved to produce the desired situation. Look at such key factors as bosses, employees, equipment, physical environment, policies and procedures, work methods, materials and time. Identify the relevant factors. Assess the strengths of the forces promoting the desired situation and of those resisting it. Determine what action to take. Choices are: A)Do nothing, the resistant forces are stronger than the forces promoting change. B)Act to strengthen the promoting forces and/or to weaken resistance, by concentrating one's efforts on the key factors. LISTEN IN DEPTH Employees have a right to be heard. If employees are treated with respect, they probably will respond in kind. They will

feel better too, if they know their concerns have been considered. FOLLOW-UP After having conscientiously sold the benefits of a change, it is tremendously important that the managers/supervisors see that their promises have materialized. A sincere interest in how the change has affected the employee and a willingness to make adjustments, help build the climate in which future changes will be initiated. ============================================================== THE Tactical Implementation Steps we used during the change process. USED THIS CHECKLIST. analyze the organization and its need for change: look at the company's history of changes (successes and failures), patterns of resistance; analyze the forces for and against change (Force field analysis) create a shared vision and common direction: this should reflect the values of the company; the vision should include the rationale, the benefits, personal ramifications develop a non-threatening and preferably participative implementation process: skillfully present plans, make information readily available; explain the benefits for end users; start small and simple; go for quick wins; publicize successes separate from the past: create a sense of urgency support a strong leader role: the change advocate role is critical to create a vision, motivate employees to embrace that vision and craft a structure to reward those who strive toward realization of the vision line up political sponsorship: broad based support is important (both formal and informal support); identify target individuals and groups whose support is needed; define the critical mass of support needed; identify where each key player is on the continuum (from "no commitment", "may let it happen", "help it happen" to "make it happen" craft an implementation plan: this plan maps out the effort develop enabling structures: examples include pilot tests, off-site workshops, training programs, new reward systems, symbolic changes like redesigned work spaces communicate, involve people and be honest: not every change effort calls for full involvement, communication and disclosure but most do; where possible there should be meaningful dialogue that gives people a stake in the change reinforce and institutionalize change: it is important to reinforce the change, reward those who take risks and incorporate the new behaviors --------------------------------------------------------------------------------CHANGES AND COMMUNICATION The following steps will help you to minimize resistance: 1.Explain why. Provide all the facts about the reason for changing. If there are risks, acknowledge them but explain why the risk is worth taking. 2.Objectively explain the benefits that could result from the change. 3.Seek questions/clarifications and answer them. 4.Invite participation and ask for suggestions because the people involved know the situation best. 5.Avoid surprise because this stirs unreasoning opposition more than any other factor. 6.Acknowledge the rough spots and explain how you plan to smooth the change. 7.Set standards and explain your expectations. 8.Contact the informal leaders and use their resources. 9.Acknowledge and reinforce the staff's co-operation and give them feedback on the progress. 10.Keep the two way communications open for suggestions and corrections. ====================================================================== WHEN YOU MAKE A CHANGE IN YOUR ORGANIZATION, IT SHOULD INCLUDE '' CULTURE CHANGE'' . HERE IS A SIMPLE APPROACH/GUIDELINE FOR Creating Culture Change

1. Establish a sense of urgency Communicate the business situation or reason for implementing the culture change why is it necessary? -------------------------------------------------------2. Create the guiding coalition Establish a team with the knowledge to initiate change and the power to make the change happen.

-----------------------------------------------------------------3. Develop a vision and strategy Develop the organization s vision for the change and the strategies for implementation. -----------------------------------------------------------------------4. Communicate the change vision Share the vision and how it will affect the participants ----------------------------------------------------------------------------5. Empower broad-based action Give the CHANGE team the authority to initiate the changes ---------------------------------------------------------------------------------6. Generate short-term wins Work with the practice groups that are mostly likely to accept THE CHANGE and celebrate their achievements --------------------------------------------------------------------------------------7. Consolidate gains and produce more change Use success to create more success. ------------------------------------------------------------------------------------8. Anchor new approaches in the culture Make the CHANGE initiatives a part of the daily work process of the firm. ============================================================ Checklist for change management Give maximum warning of the change Explain the reasons Involve people in the plan and implementation Communicate, communicate, communicate Introduce gradually with activities which will show quick results Training orientation - offer people the chance to develop new, relevant skills Sell benefits - "what's in it for them" matter more than the organisation! Take the present situation into account Always remember the effects on individuals, think of the change curve Check on how individuals are coping and remember to support them! ============================================================================ ========================= ============================================================================ ======= ############################################################ Discuss the major factors which are responsible for change in an organization you are familiar with and briefly describe the organization you are referring to. The organisation I am referring to The organization, I am familiar with is a -a large manufacturer/ marketer of safety products -the products are used as [personal protection safety] [ industrial safety] -the products are distributed through the distributors as well as sold directly -the products are sold to various industries like mining/fireservices/defence/ as well as to various manufacturing companies. -the company employs about 235 people. -the company has the following functional departments *marketing *manufacturing *sales *finance/ administration *human resource *customer service *distribution *warehousing/ transportation *TQM THE MAJOR FACTORS WHICH BROUGHT IN CHANGE IN THIS ORGANIZATION. 1.INTRODUCING THE MATRIX STRUCTURE. -as the product range increased significantly, with the appointment of more product managers.

The matrix structure helped the company to focus more on the customers and improve the sales/service. ------------------------------------------------------------2.COMPETITIVE FORCES -as the competition increased, the company changed the distribution system. It went from direct selling to distributors selling. This helped the company to sustain a growth of 20% over 5 years. ------------------------------------------------------------3.SUPPLIES CONSTRAINT -as the local / internal manufacturing became expensive, we closed the manufacturing and shifted the factory to china. THIS HELPED THE COMPANY TO PROVIDE CHEAP SUPPLIES AND INCREASED THE MARKET SHARE. ---------------------------------------------------------------4.ORGANIZATION LEARNING. -as the products were technical, we decided to orient everyone in the organization with sound knowledge of products / applications. WE USED THE FOLLOWING -intranet. -class training/ demonstration. -video conferencing with foreign specialists. -video demos. -------------------------------------------------------------------5. NEW ACQUISITION. -the company acquired a small specialist product company. THIS BROUGHT A CHANGE IN THE ORGANIZATION. ------------------------------------------------------------6. CUSTOMER SERVICE -as the company introduced more technical products, the customer service requirements changed simulaneity -technical/ deiviery/ after sales/ and training. ----------------------------------------------------------------ALL THESE INTRODUCTIONS BROUGHT MAJOR CHANGES IN THE COMPANY