1 / 22

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.

brad
Download Presentation

PLANNING FOR CHANGE

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  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

More Related