DRIVE

PROGRAM
SEMESTER
SUBJECT CODE & NAME
BK ID
CREDIT &MARKS

SPRING 2016
MASTER OF BUSINESS
ADMINISTRATION-MBA
4
MU0018-CHANGE MANAGEMENT
B1807
4 CREDITS, 60 MARKS

Q. 1: Describe Kotters eight step change model

Ans:
Kotters eight step change model
Kotter has developed an eight step model for creating change in the organization.
Each step acknowledgment that there are key principals that are related with the
responses of the people and their approach to change, what look for understand
and then embrace change, Kotter holds that methods used in successful
transformation are based on one fundamental insight: that major change will not
happen for a long list of reasons.
Step 1:Establishing a sense of urgency

Help others in realizing the need for change and the important of acting
immediately
Examine the realities of markets and competition.
Identification and discussing potential crises.

Step 2:Creating the guiding coalition

Assuring that the change is guided by a powerful group that has leadership
skills, bias for action, credibility, communication skills and authority and
analytical skills.
Team building and guiding coalitions that are influential to be formed
To lead and influence the change
Group working together like a team

Step 3: Developing a vision and strategy

Clarity how the future will be different from the past, and how the future will
be reality.
To help direct the change effort by creating a vision.
Building the right vision and strategy.
Achieving the vision by developing strategies.

Step 4: Communicating the change vision

Understanding and accepting the vision and the strategy for as many others
as possible.
Communicating new vision and strategies by using every vehicle possible.

Have the guiding coalition be a role model of the behavior expected from
staff.

Step 5: Empowering board- based action

Making the vision a reality by removing as barriers as possible.

By getting rid of obstacles, encourage risk taking so that others can act on
the vision.
Making alterations in systems or structures that undermine the vision for
change.

Step 6: Generating shorts terms wins

Identifying the low hanging fruits- the visible and clear successes that can be
achieved quickly.
Ensuring wins/ improvements in performance.
Ensuring those wins.
Recognizing and rewarding those who make these wins possible.

Step 7: Consolidating gains and producing more change

After the first success press harder and faster

Sustaining and maintain the momentum for change by consolidating
improvements.
To change all systems increasing capability to be used
Implementing the change by hiring, promoting and developing people.
New projects, themes and change agents to be for reinvigorating the process.

Step 8: Anchoring new approaches in the cultures

To become a part of the group the new ways of behaving are to be held onto
and be made successful.
Behavior that is customer and productivity oriented better leaderships, and
more effective management creating better performance.
The connections between new behaviors and organizational success to be
articulated.
Ensuring leadership development and succession by developing meaning for
it.

Q 2: Explaining the steps at which control takes place with

regard to change management?
Ans.
Change management process, controlling takes place at various steps, which are as
follow:
Step 1: preparation for change

As a first step, in the preparation stage, the change manager has to focus
on the following aspects
(a) The required change has to be identified
(b) Determination of the major concerns and issues needs to be determined
(c) The obstacles or hurdles to be identified
(d) Calculating the involvement of risk and determination of the cost of change
(e) Understanding the reasons for resisting the change
(f) A suitable method to be devised recognizing the requirement for change
Step 2: building a vision
To build a vision is the second step in the change management process. In this
stage, the following aspects need to be taken into consideration:
(a) Formulating a clear vision
(b) Helping people in identifying what is involved in change i.e. the proposal for
change, the action needed for it and its impact
(c) The ways to managers the change
Step 3: plan the change
The planning stage considers the following aspects:
(a) Developing an appropriate strategy for the introduction of change
(b) Designing of the the change
(c) Making available the complete details of what is involved in the change and
explain the complete details of what is involved in the change and explain the
need for change
(d) Involve people in planning the change
(e) All those who are concerned with the change to be communicated the plan
Step 4: implementing the change
(a) The activities involved in implementing the change follow
(b) The change management strategy to be implemented
(c) Keeping the records of the progress
(d) Keeping the records of the progress
(e) Identification of the gaps and working upon weaknesses.
(f) Resistance to be overcome
(g) Involvement of stakeholders who will be the recipients of change
(h) An effective reward or incentive system to be developed
Step 5: Monitoring and reviewing change
In monitoring and reviewing change following activates are involved
(a) Change to be recorded and following activates are involved
(b) Assessing progress as compared to the set targets
(c) Ensuring the achievement of the desired results
(d) Determining the success of the project
(e) Monitoring how the stakeholders perceive the changed situation
(f) Helping people who are not responding to the change

(g) Sustenance of the change, without any backsliding

Q 3: what do you mean by organizational effectiveness?

Explain the factors in achieving organizational
effectiveness.
Ans:
Organizational effectiveness has been defined as the degree of goal achievement.
The determination of an organizations goal (s) is crucial in evaluating effectiveness
of an organization. The first step in the determination of goals is to distinguish
between official and operative goals
official goals are those which are published in the key documents of the
organizations such as charters, laws and regulations and other official documents,
mentioned in the speeches and messages of key decision-makes, and circulated in
the public relation campaigns, operating goals refers to those purposes which
actually lead to the achievement of the real purpose of an organization. One way of
describing official and operative goals is those official goals formulating the purpose
of an organization, whereas operative goals really lead to the achievement of
organizational purpose
Factors in achieving organization effectiveness are discussed below.

Sensitivity tanning: it is a process change behavior with the help of

interactions in an unstructured group. The employees in a free and open
environment dices among themselves and learning takes place though
serving and participation.
Survey feedback: the method required use of questionnaires for the
identification of discrepancies within the perception of members by arranging
discussions about their perception of members by arranging discussions
about their perception and suggesting remedial measures.
Process consultation: An external consultant assists the organization in
terms of perceiving, understanding acting upon process events. The change
managers modify the situation by taking remedial steps.
Team building: there is an increasingly relrance in the modern organization
upon teams for the accomplishment of the work tasks. High interaction within
teams for the accomplishment of the work tasks. High interaction within
group activities aids team building in increasing the level of trust and
openness within members of the team .The aim here is to improve members
effort that will result in increase in the performance of the team.
Inter group development: The objective of this method is to change the
attitude and perception of various groups towards each other. Each group
independently creates a list of its own perception of other group. As a result
there is an improvement in the relation within the groups.
Innovation: Application of a novel idea to initiate or improve a product,
process or service. The organizations effectiveness depends to a great

extent upon its innovations that can be developed in all the functional areas
of management.

Creating a learning organization: An organization that has grown in its

capacity to adopt and change continuously is a learning organization. The
organizations also learn just like individuals do. An organization can become a
continuous learner by establishing a strategy for change, innovation and
continuous improvement. Moreover the organizational structure is redesigned
to facilitate the continuous learning in the various departments and
employees and to suit this continuous learning, the culture also needs to be
reshaped.

Sustained top management commitment: a change programme may be

initiated by a few employees, but a sufficient number of senior executives
must become interested in it, if it has to be successful. It is imperative that
the head of the organization, together with a dozen or so senior managers
believe in the necessity of the change programme and follow through the
change process till the set objective are achieved. This group takes on the
responsibility of leading and guiding the change programme.

Q 4: Define organizational culture. Describe briefly about

the types of organization culture
Definition of culture.
Ans:
Culture is formed by the practices, principles, policies practiced and values
espoused in an organization. The behavior patterns of the employees, amongst
themselves, as well as with the people outside the organization, are decided by the
culture of an organization.
The upper left quadrantile.Clan culture, is represented as a place where a lot of
sharing takes place and people are way too friendly with each other. The people
have their best friends at the workplace and the organization is just like an
extended family. Leaders are father figures, mentors and guides. the organization is
held together by loyalty, tradition, and collaboration that result in very high
commitment.
Explaining the factors in achieving organizational effectiveness
Other types of organization culture are:
(a) Normative culture: in this type of culture, the norms and procedures of the
organization are predefined and the existing guidelines set the rules and
regulations. The employees behavior in ideal and prescribed way and there

is strict adherence to the policies of the organization. Employees are

supported too sick to the already laid policies and nobody dares to break the
rules and regulation
(b) Pragmatic culture: pragmatic culture lays more emphasis on the clients
and the external parties. The main motive of the employees in a pragmatic
culture is customer satisfaction. Such organization treat their clients
demands.
(c) Academic culture: in the academy culture, the organization and hire skilled
individuals. The back ground, educational qualification and work experiences
of the employees is stressed upon to delegate roles and responsibility in the
organization. The academy culture lays emphasis upon tanning the existing
employees and ensues that various tanning programmes are conducted at
the workplace to enhance the skills of the employees. Educational institution,
universities, hospitals practice such a culture.
(d) Baseball team culture: the employees are considered to be the most
treasured possession of the organization in a baseball team culture. The
organization is of the view that it is employees that are its key assists and
they determine its success or failure. In this type of culture are advertising
agencies, event management companies, financial institution, etc.
(e) Club culture: in a club culture the stress is upon the specialization,
educational qualification and interests of the employees.
(f) Fortress culture: this culture is prevalent in organization whose long term
existence itself is uncertain, and hence its employees are not confident of
their careers.
(g) Tough guy culture: feedbacks are essential, in a tough guy culture. The
work of the employees is thoroughly monitored and the employees;
performance are reviewed regularly.
(h) Bet your company culture: organizations that take risks, the consequences
of which are unforeseen in decision making, follow bet your company culture.
(i) Process culture: As the name suggests the employeesin such a culture
adhere to the processes and procedures of the organization.
(j) The employees work: according to the ideologies of the organization and
abide by the rules and regulation.such a culture is foiled by all government
organizations.

Q 5. Explain the Behavioral approach to individual

change.
Ans.
Behavioral Approach
The behavioral approach to change focuses on one individual can change
another individualsbehavior using reward and punishment, to archiveintended
result. The failure or success of reaching intended result can be analyzed in the
behaviors of individuals and the conditions that shape them.
This issue has been initially discussed by psychologists like Pavlov and skinner in
order to understand the relation between behaviors and conditions and the effects

of rewards and punishment system to the behavioral of individulas.conditioning;

however, skinner has furthered the issue to analyses the possible effects of the
behaviors. Using the notion of rewards and punishments, four possiblesituations
arise when you want to encourage a specific behavior, according to skinner.
Positive reinforcement
Positive reinforcement means providing rewards for goodbehavior. This can come in
the form of bonuses or extra benefits, but positive reinforcement can involve
smaller and simpler rewards. For example, a verbal acknowledgement of a job well
done can help reinforce positive actions.
Negative reinforcement
Negative reinforcement is not punishment. Negative reinforcement is the
withholding of punishment. For example, if an employee has been in danger of
being demoted and improves her behavior, deciding not demote her is negative
reinforcement.
Punishment
Punishment is an undesirable consequence an employees receives for bad
behavior. This can involve actions like demoting the employee or suspending the
employee. A manager may put an employee on probation pending a change in
behavior.
Extinction
Extinction is the elimination of particular behavior. This type of behavior
modifications should be reserved for the most damaging behavior s. when you want
an immediate and complete stop to unwanted action, such as smoking on the job or
using sexual innuendos, offer the most severe punishment, such as firing, if you see
any more of the behavior.
In any project of planned behaviorchange, a number of steps will be required that
will help individuals going through change.

Step 1: the identification of the behaviors that impact ,performance

Step 2: the measurement of those behaviors. That is the identification of the
component parts that make up each behavior.
Step 3: a functional analysis the behavior, that is, the identification of the
component parts that make up each behavior.
Step 4: the generation of a strategy of intervention. What and punishments
should be linked to behaviors that impact performance.
Step 5: An evaluation of the effectiveness of the intervention0 strategy.

Q 6. Write a brief note on the following;

a)

Kurt lawings model of change

b)
Burke-litwin model of organizational
performance and change
Ans:
Index to ensure that change is permanent, Kurt lewin described the three phases of
the change process which can enable theorganization to move from the current
state to the desired state- unfreezing, changing, and refreezing.
Source: developed from lewin. K (1975) field theoryin social science,
greenwood, wrest, port, CT
(1) Unfreezing the situation: this stage of the process is designed to make the
employees aware and prepared for the proposed change. In Lewins opinion,
change must not come as a surprise to the organization. If change happens
suddenly, unannounced, as a surprise, then it would be socially
dectuctive.hence, unfreezing leads to a clean state to go and how we can
practice can be written on this, which can then be accepted as the
organizations new style of operation.
(2) Changing or moving to the new condition: the next stage is the
redefinition of behavior patterns. This Is done once the unfreezing process
leads the members of the organization to recognize the need for change and
they are ready to accept such a chang.H.c. Kellan proposed the following
three methods of redefining behavior:
Compliance: this is achieved through a very transparent rewards
punishment approach for good or bad behavior. Incentives shape
behavior and hence, the possibility of punishment or reward, or the
actual implementation of punishment or reward, directly affects
behavior.
Identification: this is the process wherein people are encouraged to
adopt role models and shape their behavior along that of the person
they look up to and respect
(3) Refreezing: refreezing is the final stage and represent the part where new
behavior is adopted as the normal way of life. In order for the change to be
successfully completed, the new behavior has to fully replace the oldbehavior
and irreversible under the changed circumstances. The changes made to
organizational processes, goals structure, offering or people are accepted and
refrozen as the new norm or status quo.
c) Burke-litwin model of organizational performance and change
The burke- litwin modal adopts the open system approach towards n
organizational. In this model, the external environment serves as the inputs
dimension and the individuals and the organizational performance serves as the
output dimension.

This modal identifies the importance of the many drives of and ranks them
accordingly. But there is integration in all factors. Therefore, a change caused in
one will directly or indirectly affect all other factors.