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o Technologies, Thane, Mumbai 1976 Master of Business Administration - HR Fourth Semester Change Management 2 23rd March 2012
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Registration Number || Learning Center Name || Learning Center Code || Course || Semester || Subject || SET No. ||
Directorate of Distance Learning, Sikkim Manipal University, II Floor, Syndicate Building, Manipal 576 104
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Q1. What are the five disciplines associated with the organisational learning? Ans. There are mainly five disciplines associated with the organisational learning. They are: o Systems thinking. o Team learning. o Shared vision. o Mental models. o Personal mastery.
Core Discipline
Systems Thinking
Team Learning
Shared Vision
Mental Methods
Personal Mastery
The five core disciplines in the organisation learning can be explained as follows: Systems thinking: This is an art which mainly focuses on relationship of many parts of the system. This helps to work with the system rather than against the system. It also helps to learn something about the systematic behaviours. This also helps you to find out some of the unique terminologies and tools that are applicable only in this field. Team learning: This happens when the people are working together in a group on something. The people can learn more when they are working in a team rather than individually since different people will have different ideas in the team. This can be improved by following different kind of conversations and an amount of honesty and mutual respect for others in the organisation. This can be very excellent when you are doing the things properly and you have the knowledge of specific tools. Shared vision: This will only happen when all the individuals in the organisation know the vision of the organisation and know what the company is doing. This needs the commitment of all the individuals to work towards achieving the goals. This will be excellent when one understands how the organisation is working overall and matching the personal goals with the organisational goals. Mental models: These associate with how the world works and these include the beliefs and assumptions. This totally involves the decisions we make at every stage of life. The decisions we take in life to some activities include the behaviours of others. This discipline helps us to test the deep assumptions and beliefs. Personal mastery: This involves the name you have to make in the lifetime. This helps you to achieve your personal goals by making use of the personal mastery in an honest way. There need to be willingness from the heart to make efforts and take risks. Winter Drive November 2011 Sikkim Manipal University Submitted By: Pritam DSouza Registration No. : 571017160 2
Apart from the disciplines which are core to the organisational learning there are also some of the other disciplines which are helpful. They can be explained as follows: Corporate culture: This influences the environment in which we work every day. This includes the factors like policies, beliefs, activities and rituals that define the personality of the organisation. The culture of the company can increase or decrease the capacity to learn, encourage the creativity and so on. This can be well maintained by carefully maintaining the behaviours with everyone in the organisation. Corporate social responsibility: This explains how the business world affects the society around it. This concentrates on the responsibilities beyond the industry. This involves the effects of the firm on the neighbourhoods, public sector, educational institutions and families which are interlinked in the society. The social responsibility of the corporate mainly focuses on these interconnections. Dialogue: This is the discipline which plays an important role in the communication. This provides the tools and techniques, which is difficult to follow at first and becomes easy as it is practiced. Leadership: This mainly focuses on the roles of managers and leaders for the success of the change process in the organisation. This involves the movement of an organisation leadership from the traditional to the more flexible, self organising leadership. Sustainability: This mainly focuses on the sustainability of an organisation in regard to the resources of the organisation. If we continuously use the resources there may be depletion of resources. So the sustainability helps us to manage the human needs with the natural cycle. Work/life balance: It mainly concentrates on how to balance both the work and non work life. This requires the proper decision to be taken to set the priorities both for the work and non work lives
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Q2. Explain the Greiner's Growth Model of organizational growth in detail. ? Ans. Greiner's Growth Model describes various phases that organisations go through as they grow. All kinds of organisations from design shops to manufacturers, construction companies to professional service firms experience these phases. Each growth phase is made up of a period of stable growth that is followed by a "crisis" when there is a need for major organisational change if the company wants to continue growing.
Crisis here means positive turning point or transition. Originally, Larry E. Greiner proposed this model in 1972 with five phases of growth. Later on he added a sixth phase [12](Harvard Business Review, May 1998). All the six growth phases are described below: Phase 1: Growth through creativity This phase is characterised by the following: Technically or entrepreneurially oriented founders. Frequent and informal communication. Long hours and modest salaries. Reactive to marketplace feedback. Here, the entrepreneurs who have founded the firm will be busy in creating products and opening up markets. There wont be many staff, so informal communication is allowed. Rewards for long hours are through profit share or stock options. However, as more staffs join, production expands and capital is provided then there will be a need for formal communication. The leadership crisis As the company grows, new systems will be in demand such as manufacturing, accounting, personnel, etc. The founders usually are not experts who manage this new set of systems and cant motivate new employees. This is called Leadership Crisis and phase one ends with this crisis. At this Winter Drive November 2011 Sikkim Manipal University Submitted By: Pritam DSouza Registration No. : 571017160 4
REFREEZE
TRANSITION / CHANGE
b) Planning model This model was initially proposed by [5]Lippit et al. (1958) but later modified by Kolb and Frohman (1970). This model proposes seven-steps for change. This plan states that there should be free sharing of information between the organisation and the change agent. This information must be further translated into action.
Exploration
Entry
Diagnosis
Planning
Action
Termination This model goes through series of steps. In the first step, organisation and change agents together explore the need for and the areas that require change. They enter into it. This will be followed by diagnosing of specific goals towards improvement. Changes cannot be made without handling resistance so reasons for resistance will be identified and worked out and then planning will be done for specific improvement. This plan will be put into action which is next step and followed by evaluation and termination of the system or to begin another. Model of the change management process Galpin (1996) proposed this model and states that a successful organisational change effort should target two levels-the strategic level and the grassroots level. Strategic level refers to up-front, initial effort involving executives, senior managers, few employees, and consultants who provide an outside view. Grassroots level drives changes deeply and stresses on implementation at the local levels. This model involves nine stages: 1. Establishing the need for change. 2. Developing a vision of change. 3. Diagnosing the current situation. 4. Generating change recommendations. 5. Detailing recommendations. 6. Testing of pilot. 7. Preparing recommendations for roll out. Winter Drive November 2011 Sikkim Manipal University Submitted By: Pritam DSouza Registration No. : 571017160 8
Planning Phase
Action Phase
Integration Phase Scheins model of change Schein (1987) extended Lewins basic model and included newer concepts. This model has been explained next: Unfreezing: According to Schein, unfreezing is a process for creating enthusiasm and readiness for change. Cognitive restructuring/ redefinition: It is a process by which an enthusiastic learner can learn something new that is related to his thought processes, feelings, values, and attitudes. Defensive identification with a role model: When a learner is motivated to change, that person realises that a concept may be interpreted in different ways than ones own. So one can adopt new perspective that facilitates change. A very good example for this is brainwashing. Action research model This model is proposed by [9]Cummings and Huse (1989). It is assumed that planned change is a cyclical process. This model proposes that organisations need to undertake research initially to have adequate information that guides in their future action. This model involves eight steps and they are as follows: 1. Identifying the problem. 2. Consulting an expert. 3. Gathering data and diagnosing at preliminary level. 4. Collecting feedback. 5. Diagnosing the problem jointly. 6. Planning of action jointly. 7. Action. 8. Gathering of data after action. =======================X=======================X========================= Winter Drive November 2011 Sikkim Manipal University Submitted By: Pritam DSouza Registration No. : 571017160 9
Implementing Change
Developing Process of Change of Culture Winter Drive November 2011 Sikkim Manipal University Submitted By: Pritam DSouza Registration No. : 571017160 13
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