ORGANISATIONAL CHANGE ,

CHANGE AGENTS&

QUALITY OF WORK LIFE (QWL)

WHAT IS AN ORGANISATION?

Group of people intentionally organised to accomplish an overall, common set of goals.

An organized structure for arranging and classifying.

Creating an arrangement of positions and responsibilities through and by means of which an enterprise can carry out its work.

What is change?

“Change alone is unchanging” –Heraclitus (535 B.C – 475 B.C.)

Change is the law of nature. Change is inevitable. Man has to mould himself to meet new demand and

face new situations. It is necessary for organisations for their survival

and growth.

What is “Organisational change”?The systematic management of new business

model integration into an organisation and the ability to adapt this change into the organisation so that the transformation enhances the organisational relationships with all its constituents.

Organisational change is an ongoing process in order to bring the organisational systems and process in line with factors prevailing in the external and internal environment of the organisation. It is important to usher in long-term success in an organisation.

What is “organisational change”?Organizational change is imperative to

increase the knowledgebase of an organization.

It facilitates the overhauling of organizational systems and processes.

In order to survive, it is imperative for the organization to anticipate any change in the environment and proactively work towards eliminating the effect of the same.

Some common examples of organisational change:Change in mission statement.Restructuring operations with the use of new

technology.Mergers and major colloborations.Rightsizing the organisation.Total Quality Management (TQM)Business Process Reengineering. (BPR)Implementing Enterprise Resource Planning

program (ERP)

ORGANISATIONAL CHANGE - MODEL

What Provokes "Organizational Change"?Change should not be done for the sake of

change – it’s a strategy to accomplish some overall goal.Change is provoked by some major outside

driving force. E.g., substantial cuts in funding, address major new markets/clients

need for dramatic increase in productivity/ services.

Transition to a new chief executive can also provoke changes

when his/her new and unique personality pervades the entire

organisation.

ORGANISATIONAL CHANGE - MODEL

ORGANISATIONAL CHANGE - MODEL

Who is a Change Agent?Change agent is a person , who initially

instigates the change by being visionary, persuasive and

consistent.Successful change must involve top

management , including the board of directors and chief executive.

Change is usually best carried out as a team-wide effort.

Communications about the change should be frequent and

with the all organisation members.

Areas of change by change agents: Change agent may be an outsider or inside

the organisation.

Change agents can change the following four categories:

I. Changing Structure 2. Changing Technology

3. Changing the physical setting 4. Changing people.

Competencies of Change Agents: Objectives: 1.Sensitivity to changes in key personnel

and market conditions which impact the goals of the project. 2. Setting of clearly defined, realistic goals. 3. Flexibility in responding to changes

without the control of the project manager.

Competencies of Change Agents: Roles: 4. Team-building abilities. 5. Establishing effective working groups. 6. Define & delegate respective responsibilities clearly. 7. Creating network and maintaining appropriate

contacts within and outside the organisation.

Competencies of Change Agents: Communication: 8. Transmitting communication effectively

to colleagues & subordinates the need for changes. 9. Interpersonal skills, including selection,

listening, collecting appropriate information and

managing meetings. 10. Stimulating motivation and

commitment in others involved. 11. Personal enthusiasm in expressing

plans and ideas.

CHANGE AGENTS

KURT LEWIN’S CHANGE MODELΩ Kurt Lewin, a social psychologist propounded

this model in the early twentieth century.

Ω He is recognised as “the founder of social psychology”.

Ω Lewin developed this change model as a three-stage process.

KURT LEWIN’S CHANGE MODELStage I: UnfreezePeople are taken from a state of beingUnready to change to being ready and Willing to make the first step.

Stage II: ChangeAfter unfrozen of people, the next question is how You keep them going.

Stage III: Refreeze People are taken from transition stage to stable and productive stage.

LEWIN’S CHANGE THEORYUNFREEZ

E CHANGE REFREEZE

Educate

Inform

Consult

Plan

Organise

Coach & Train

Lead

Manage

Help and guidance

Regular feedback

Set performance indicators

Monitor and

evaluate performanc

e

Establish systems to

make it happen

QUALITY OF WORK LIFEThe success of any organisation is highly

dependant on how it attracts, recruits, motivates and retains its workforce. Today’s

organisations need to be more flexible so that they are equipped to develop their workforce and enjoy their commitment.

Therefore, organisations are required to adopt a strategy to

improve the employees “Quality of work life” to satisfy both

organisational objectives and

employees needs.

QUALITY OF WORK LIFEQWL can be defined as “The quality of

relationship betweenEmployees and the total working environment.”

It is a process by which an organisation responds to employee needs

for developing mechanisms to allow them to share fully in making

Decisions that designs their lives at work.

The QWL appraoach considers human as an ‘asset’ rather than a ‘cost’.

Factors affecting Quality of work life:

Career and job satisfaction. Working conditions. General well being Work life balance Stress at work Control at work Attitude Opportunities

QWL

Questions / Suggestions:

Presented by:

Vijayanarayanan.A.G.

II M.Com