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PLANNING FOR CHANGE

PLANNING FOR CHANGE. - HRP. Group Members. Names Roll Nos. Dhiraj Balani 3 Sripad Bhosekar 6 Anil Hingorani 14 Shiny Kulangara 23 Pramod Pawar 37 Kishore Sukhramani 55. Change…. Adaptation of a new idea or a behavior by an organisation. Forces for change.

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PLANNING FOR CHANGE

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  1. PLANNING FOR CHANGE - HRP

  2. Group Members Names Roll Nos. • Dhiraj Balani 3 • Sripad Bhosekar 6 • Anil Hingorani 14 • Shiny Kulangara 23 • Pramod Pawar 37 • Kishore Sukhramani 55

  3. Change… Adaptation of a new idea or a behavior by an organisation.

  4. Forces for change 1) Internal forces • Change in size of the organisation • Performance gap • Employee needs and values • Change in the top management

  5. 2) External forces • Technology • Business scenario • Environmental factors

  6. Resistance to change • Change is Risk • Familiarity makes people connected • Change affects comfort zone • No role model for new activity • Fear of incompetence

  7. Overloaded & overwhelmed • Fear of hidden agendas • People fear change in beliefs about their ownselves • Fear of loss of status or quality of life • A genuine belief that change is a bad idea

  8. Planning for change • Education and communication • Employee participation and involvement • Facilitation and support • Negotiation and agreement • Assign new process with goals

  9. Analyse pain areas • Highlight gain areas • Analyse turnaround time • Training and Development

  10. Understanding People affected by Change ----Everett Rogers % in Organisational Composition Types of Employees 2.5 % Innovators 13.5 % Early Adopters 34 % Early Majority 34 % Skeptical Guardians 16 % Confirmed Traditionalists

  11. Case study - Steel Authority Of India Ltd (SAIL) Change – Restructuring through HR initiatives Aim – To change people’s mindset - Manpower Rationalisation - Skill Enhancement through Training - Total Quality Movement

  12. Plan • Strict Control on Recruitment • De-layering • VRS • Impart training and development wrt… -- Attitudinal change -- Optimum utilization of existing manpower -- Continuous training for automation -- Enhancing efficiency -- Proper orientation and induction prg. -- Safety & Pollution Control

  13. Case study – Defence Research And Development Organisation (DRDO) Change - Major restructuring programme Aim - Humanize management structure based on trust and confidence

  14. Plan • Open communication • Self control and autonomy • Decentralized and participative decision making • Supportive leadership

  15. Case study – Bharat Petroleum Corporation Ltd Change – Major restructuring programme Aim – Change from functional to divisional unit with SBUs

  16. Plan • Performance Management- link business and individual performance goals • Identifying competency gaps and bridging through Training and Development programme • Multi-skilling

  17. Case study- British Airways Change – Cultural Aim – To overcome financial difficulties

  18. Plan • Extensive market research – internal and external • Huge corporate training and communication programmes • Changing the working style and method of managerial cadres • New performance appraisal system • Performance related pay system

  19. Case study : Levi Strauss Change – Cultural Aim – Manage diverse work force

  20. Plan • Realising grievances of women and minority Managers • Setting up values that honour diversity openness and empowerment • New leadership behaviour which exemplify directness and openess • Diverse workforce should be valued

  21. Recognition for financial and other achievement • Clear communication • Encouragement through ethical management practices • Empowering people

  22. Thank you

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