1.  FACILITATOR  Prof. Dr. Mohammad Majid Mahmood Art of Leadership & Motivation HRM – 760 Lecture - 9

2. Leader as a Change Agent 2

3. 3 We Want Change Without Change

4. 4 Why Change? INSANITY Doing the Same Things & Expecting Better Results

5. Why Change?  CHANGE IS THE ONLY THING THAT WILL NEVER CHANGE. SO BETTER ADAPT TO IT. 5

6. What ever level you reach, getting better never stops 6

7. Any alterations in the people, structure, or technology of an organization. 7

8. change must involve the people – change must not be imposed upon the people 8

9. Change  Difference between two situations or conditions  Change is a window or way where you can see the future or outcome or a different world. 9

10. 10 Change  “If You Can’t Change Your Mind, You Can’t Change Anything”-- George B. Shaw

11. W HY P EOPLE D ON ’ T C HANGE ? Comfort Zone Changes may lead to anger, hatred, jealousy and violence 11

12. Reacting to Change  Deny/ignore it  Fight it  Suffer through it  Run from it  Embrace it 12

13. PSYCHOLOGY OF CHANGE  We experience changes physically, mentally and emotionally  Usually it is slight and slow but it can be sudden – disrupting our work, dislocating our relationships or ruining our leisure time.  Sometimes we can explain it, sometimes not  Changes involves the familiar; sometimes the unknown. Many of us prefer what is familiar.  Rather than seek change, we continue to live with our old familiar feelings (patterns and routines) 13

14. Why is Change Management Important?  People want to be successful  People feel successful once they have mastered their environment and believe it is secure  People will resist any change to the work environment that impacts their security The biggest reason why organizational change fails Not planning to manage its impact on people 14

15. Change is a Process Where you want to be Where you are today 15

16. 16 Determining What Should be Changed?

17. A Generic Typology of Organizational Change  Adaptive Change  Innovative Change  Radically Innovative Change  Reintroducing a familiar practice  Introducing a practice new to the organization  Introducing a practice new to the industry  Resistance to Change  Low  High 17

18. Reasons for Change 1.Current needs have been met 2.New needs have been identified 3.The environment changes -Robert Byrne- 18

19. 19 Forces For Change Workforce Competition WorldPoliticsTechnology SocialTrendsEconomicShocks

20. 20 Outside Change Agents Newinductions Inside Agents of Change

21. What Should I Do? Obviously, you won’t be able to control everything that happens to you. But you’re in complete control of how you respond to what happens. 21

22. Human beings, by changing the inner attitudes of their minds, can change the outer aspects of their lives. William James (1842 - 1910) 22

23. ANTICIPATE CHANGE EVEN WHEN THINGS ARE GOING RIGHT 23

24. ALWAYS LOOK AT THE OPPORTUNITIES THAT CHANGE REPRESENTS 24

25. DO NOT ALLOW ROUTINES TO BECOME CHAINS 25

26. DO YOUR BEST & LEAVE THE REST TO ALLAH 26

27. we must remember that succeeding in a changing world is beyond just surviving 27

28. 28 General Motors‘, “think list”: 1) Can a machine be used to do a better or faster job? 2) Can handling of materials for the machine be improved? 3) Can a special tool be used to combine the operations? 4) Can the quality of the part being produced be improved by changing the sequence of the operation? 5) Can the material used be cut or trimmed differently for greater economy or efficiency? 6) Can the operation be made safer? 7) Can paperwork regarding this job be eliminated? 8) Can established procedures be simplified? General Motors‘, “think list”: 1) Can a machine be used to do a better or faster job? 2) Can handling of materials for the machine be improved? 3) Can a special tool be used to combine the operations? 4) Can the quality of the part being produced be improved by changing the sequence of the operation? 5) Can the material used be cut or trimmed differently for greater economy or efficiency? 6) Can the operation be made safer? 7) Can paperwork regarding this job be eliminated? 8) Can established procedures be simplified? Change Versus Stability

29. 29 Affective ASPECTS OF ATTITUDE Cognitive Behavioural What a person knows about the situation How the person feels about it How the person reacts People build up attitudes which fit their needs and values as they perceive them to be. Attitudes & Change

30. 30 Unfreezing Changing Refreezing Lewin’s Force Field Analysis Model

31. Unfreezing  Breaking down existing ways of doing things  Discarding conventional methods & behavioral patterns. Lewin’s Force Field Analysis Model 31

32. Changing or Moving  Receptive to proposed change  New learning  It is a time of trial & error  Careful guidance – problems arise – tackle efficiently Lewin’s Force Field Analysis Model 32

33. Refreezing  New beliefs, attitudes gained, behavior learnt are implemented. Lewin’s Force Field Analysis Model 33

34. 34 Changing the Culture Coercive CHANGE STRATEGIES Empirical Re- educative Rational explanation of need for change Imposing the change - use of authority Highlighting the benefits of change

35. 35 Work Stress & its Management Stress

36. 36 Issues in Managing Change Handling Employee Stress due to Change How Potential Stress Becomes Actual Stress? When there is uncertainty over the outcome. When the outcome is important.

37. 37 Causes of Stress

38. 38  Prayer  Negotiate  Diet  Exercise  Improved Recruitment & Selection  Use of realistic goal setting  Training & Development  Improved organizational communication  Redesigning of jobs  Increased employee participation  Wellness programs  Provide a counseling program Managing Stress

39. 39 Resistance to Change  Most people do not like change  Creates ambiguity and uncertainty –Creates stress

40. Individual Resistance * Economic reasons * Personal Reasons * Social Reasons Organizational Resistance * Organizational Structure * Resource Constraints * Threat to power & influence Reasons to Resist….. 40

41.  Communication  Highest priority and first strategy for change  Improves urgency to change  Reduces uncertainty (fear of unknown)  Problems -- time consuming and costly Minimizing Resistance to Change

42.  Communication  Provides new knowledge and skills  Includes coaching and learning  Helps break old routines and adopt new roles  Problems -- potentially time consuming and costly Minimizing Resistance to Change  Training

43.  Communication  Increases ownership of change  Helps saving face and reducing fear of unknown  Includes task forces, conferences  Problems -- time-consuming, potential conflict Minimizing Resistance to Change  Training  Employee Involvement

44.  Communication  Potential benefits –More motivation to change –Less fear of unknown –Fewer direct costs  Problems -- time-consuming, expensive, doesn’t help everyone Minimizing Resistance to Change  Training  Employee Involvement  Stress Management

45.  Communication  When people don’t support change  Influence by exchange  Problems –Expensive –Lack of commitment Minimizing Resistance to Change  Training  Employee Involvement  Stress Management  Negotiation

46.  Communication  When all else fails  Forceful influence  Firing people  Problems –Reduces trust –May create more resistance Minimizing Resistance to Change  Training  Employee Involvement  Stress Management  Negotiation  Coercion

47. 47 Managing Change Vision Skills IncentivesResourcesAction Plan Vision Skills IncentivesResourcesAction Plan VisionSkills IncentivesResourcesAction Plan VisionSkills IncentivesResourcesAction Plan VisionSkills IncentivesResourcesAction Plan VisionSkills IncentivesResourcesAction Plan + ++ += + + +++ + ++ +++ + ++++ + +++ = = = = = Successful Change Confusion Anxiety Slow the Change Frustration False Starts

48.  Change is never easy  Keep the big picture in mind  Persistence  Focus  Stamina Conclusion 48

49. Thank you for your kind attention! Thank you for your kind attention! FACILITATOR Prof. Dr. Mohammad Majid Mahmood Bagram 49