1. HW TO MANAGE CHANGE EFFECTIVELYBY
T.M.JAYASEKERA

2. WHAT HAPPENS WHEN TECHNICAL CHANGES ARE MADE
CAN PEOPLE MANGE TO COPE WITH THIS CHANGE
HOW HAVEORGANIZATIONS CONFRONTED PEOPLE ISSUES THAT CONFRONTED MAJOR CHANGE PROGRAMMES
WHAT ROLE DO PERSONNEL SPECIALISTS PLAY WHY DO THEY STILL SEEM TO BE MARGINAL

3. THE OUTCOME OF TECHNICAL CHANGE
IT WILL IMPACT ON EMPLYEES AND THEIR CONTRACTS
JOBS CHANGE
TRAINING IS REQUIRED
REDEPLOYED OR
MADE REDUNDANT

4. THE OUTCOME OF TECHNICAL CHANGE
Tough managers may talk of “automate or liquidate” or “re-engineer or obliterate” with “TINA”
There Is No
Alternative
is what they normally say

5. THE OUTCOME OF TECHNICAL CHANGE
Technological change is inevitable to sustain competitive advantage and from it follow the most inevitable
People change

6. THE OUTCOME OF TECHNICAL CHANGE
However be aware that
management has a range of choices about
objectives – whose are they? What is the real substance of the technical change and the competitive threat
Why is technical change wanted and introduced in the first place

7. THE OUTCOME OF TECHNICAL CHANGE
There are choices about
the nature and extent of implementation
Communication, the scope of consultation and the type of negotiation
the power skills that may be brought to bear
effects on work design, job content, organization and supervision

8. THE OUTCOME OF TECHNICAL CHANGE
The nature and quality of management decision making comes under the spotlight in situations of technical change
I know six honest serving me. I taught them all I knew. The names are what and why and how and where and when and why

9. THE OUTCOME OF TECHNICAL CHANGE
The matter of gender arises also particularly if we consider whether women are caught out differently than men in situations of technical change
As heavy manual male dominated industries have declined and service industries expanded some groups of men have been adversely affected

10. THE OUTCOME OF TECHNICAL CHANGE
Consider the situations where women may get trapped in to certain types of work
Therefore we may have to consider whether women are well represented as men in the high tech industries
Would women respond differently in situations of technical change

11. UK experience
In the early 80s Rupert Murdock's move in to a new modern integrated technology printing plant at Wapping
Miners dispute of 1982
Slow introduction of IT in to general practitioner surgeries
IT based learning in schools
The organizational responses to the internet- The dot.com boom

12. Is technical change guided by usually guided by consistent management objectives
We argue that management decisions over technical change reflect rational attempts to chose the best option in the circumstances with available information

13. TYPES OF DECISIONS
what is rational to one group or individual may be irrational to another

14. POLITICS BEHIND TECHNICAL CHANGE
OBJECTIVES CAN BE DIVIDED ACCROSS FUNCTIONAL LEVELS
Strategic
Operating
Control
These are the direct ones
But there are others such as empire building? etc

15. Substituting of people by technology
Deskilling?- Replacing the man with the machine
Development of ATMs
Laptop with internet access
Who got axed – Middle and Junior levels
Ex: Robotics

16. HUMAN AND ORGANIZATIONAL ISSUES
1. SUBSTANTIVE
STRATEGIC
EMPLOYMENT
CONTROL
2. PROCEDURAL
ISSUES AND FORMS OF INVOLVEMENT

17. STRATEGIC ISSUES
COMMUNICATION AND SHARING TO PROMOTE RTHE COMMITTMENT OF INDIVIDUALS AND GROUPS TO CHANGE
TO MINIMIZE ADVERSE EFFECTS N MEMBERS OF THE ORGANIZATION AND TO SUPPORT THEM IN REALIZING THE OPPORTUNITIES THAT THE CHANGES MAY BRING TO THE ORGANIZATION AND MEMBERS
INTEGRATE THE NEEDS OF THE INDIVIDUAL WITH THE NEEDS OF THE ORGANIZATION
ABOUT THE ATTITUDES SKILLS AND KNOWLEDGE

18. DEMOCRATIC PARTICIPATIVE ISSUES
Organizational change is always political
Therefore there will be always winners and losers
Therefore those directly affected by change must be consulted
They must be involved
There will have to be a win win situation
Involving employees have mixed blessings as some may disagree challenge seek status quoand may claim rights

19. PROS AND CONS OF PARTICIPATION
ADVANTAGES
Job holders have detailed knowledge of their jobs
Employees understand the aims of change better
It will create a feeling of ownership
It will direct energy in to support for and away from opposition

20. PROS AND CONS OF PARTICIPATION
DISADVANTAGES
Too many cooks spoil the broth
It may be counter cultural to have wider participation
It may assume a management inclination to move through fostering and waiting for commitment rather than strategic direction and imperative action
Involvement may bring more uncertainty and instability

21. PROS AND CONS OF PARTICIPATION
More complex the change is more the more functions structural hierarchies and subsystems will be affected
this suggests not to seek for participation
If it is required then a formal approach with timelines are needed
There may be occassions wher the quality of the decision may be more important than the acceptance of it

22. ROLE AND CONTRIBUTION OF PERSONNEL MANAGEMENT
How and when are human and organizational issues arising from technological change considered at the strategic level and for that matter at other points
To what extent the management function most associated with the people aspect of management – the personnel department involved in decisions concerning technical change

23. but what happens is that ---
little evidence of personnel people being present where the change is taking place
the occurrence of tech change did not lead to the development of a specialist personnel function
In manufacturing there was a marginal role for personnel specialists over the management of technical change
Where organizational change only was involved fuller and earlier personnel involvement was more likely
absence of personnel involvement was reflected in a low level of employee involvement in technical change

24. why this happened--- Personnel lacked visibility and muscle
they were weakly represented at the highest levels of decision making

25. why this happened---
According to Daniel early involvement of personnel specialists in technological change helps to promote worker acceptance of change

26. exercise Assume a devil’s advocate role and answer to this
Business processes and practices are made and operated by people, working as individuals or or in groups. They use technologies as tools to produce goods and services
It is their efforts that determine the success or failure of investments in technology
further they know intrinsically what benefits are actually being delivered
The actual benefits of tech investments cannot be perceived directly or in their own. Only when technology is coupled with human resources can the benefits be perceived

27. exercise
Technology and knowledge are human creations and they can be managed only by giving people the primary role
Technology is not a magic dust. It takes educated committed and imaginative individuals with technology to Aadd value and transform an enterprise

28. HRM and Change
HRM refers to approaches to the management of the human Resources of the firm and more specifically to an approach that is distinct from conventional personnel management
HRM is more unitarist proactive and less procedurally bound and institutionalized approach than personnel management

29. HRM and Change
Contribution of HRM services in high technology based organizations are not really so

30. HRM and Change For HRM business need is
Central customer oriented and integrated
There is a central role for HR Missions and Policies in overall business strategy
Line management have a key role in implementing HR policies

31. Key levers for facilitating change stress
Having the right staff, in the right jobs, at the right level of competence in the right place at the right time
Individualization of employment relations with flexible reward packages
New forms of work organization and control particularly project teams part time job sharing etc
High level competencies learning training and development

32. modes of intervention by HR specialist
Changemaker
Regulator
Adviser
Handmaiden

33. Modes of intervention by HR specialist
According to research former HRM approach is evident in the management of change
In large unionized firms HR specialiust acted as a regulator
Because of the Human Res Mgmt approach human and organizational issues receive more attention

34. Broader view of HRM represents
Employment planning
Direct communication with employees
Employee feelings
Employment terms
Employment cost benefits
Employee development
Decision Making

35. According to Chartered Institute of Personnel and Development
There is a direct correlation between strategic HRM and economic success
Employees are now seen not as a cost centre subject to periodic reductions but as major organizational asset
they create value reduce cost and ensure success

36. Business strategy- HRM integration does seem to offer
a broader range of solutions to complex organizational problems in a changing environment
It ensures that human financial and technological resources are given attention in setting objectives and assessing implementation capabilities
In contributions to rather than being subordinate to strategic decisions. It must be aligned with corporate strategy

37. Implementing Technical change
Change strategies
Participative evolution- Collaborative and consultative Modes
Forced evolution – Directive /coercive modes
Charismatic Transformation-Collaborative and consultative Modes
Dictatorial transformation – Directive /coercive modes

38. determinants as to which approach will fit a particular context
the degree of consensus that exist over the need for change
the amount of time available to effect change before its absence becomes a survival threatening condition
Incremental change is luxury and many cannot afford
It is the transformational change that is needed to arrest a business decline

39. what external/internal environmental circumstances would be most appropriate for employing each of these four strategies
when is collaborative strategy?
When should the stakeholders are consulted ?
Time involved?
Consensus of all?
When is manipulation ?

40. Expertise of the change agent to manage complex contemporary change
Change agent has to address three agendas
1. Content agenda
2. Control agenda
3. Process agenda

41. Expertise of the change agent to manage complex contemporary change
Change agent has to assess and manage their personal vulnerability which is high where
project goals change frequently
project generates complex organizational interdependencies
responsibility of change is ambiguous
Senior management is either hostile or indifferent

42. Expertise of the change agent to manage complex contemporary change
Change agents require expertise in diagnosis evaluation and judgmental capabilities and
the capacity to manage unfolding logics in problem solving ownership and legitimation as change takes place

43. Expertise of the change agent to manage complex contemporary change
In vulnerable change projects legitimation will be the key area

44. Expertise of the change agent to manage complex contemporary change
Effective change management for vulnerable projects require
a public performance based on the rational linear model of change and
a backstage performance with much behind the scenes action

45. The expertise of change agent is based on
Type of change – Change management Task
Radical change to core processes - High hazzle High vulnerability
Radical change to peripheral processes Moderate Hazzle Low Vulnerability
Incremental change to core processes – Low hazzle moderate vulnerability
Incremental change to peripheral processes – Low hazzle low vulnerability

46. Most appropriate change agent
in high vulnerability contexts may well be one with limited technical background in the content and control but with string process skills

47. Most appropriate change agent
in high vulnerability contexts may well be one with limited technical background in the content and control but with string process skills

48. Articulating and defining a project
Trial able
Reversible
Divisible
Concrete
Familiar
Congruent
Sexy

49. Countering counter implementation strategies
Divert Resources
Exploit inertia and conformity
Keep goals vague and complex
Keep people in the dark
Deal with the people issues later attitude
Great idea- let’s do it properly
Dissipate energies

50. countering strategies will seek to reduce
change agents influence and credibility
spread damaging rumors
External Change agent should
keep a low profile
Remain non commital
Not declaring res8istance to change publicly

51. countering countervailing efforts
Define clear direction and objectives
Go for a simple phased programme
appoint some one else as a fixes facilitator
Look for resistance
Use good face to face communication
explain the reasons
Build personal credibility
co-opt support early
exploit a crisis
Have a meaningful steering commiuttee

52. Power Skills Power skills for managers to get things done
Do a stake holder analysis to caste light on
goals of the change programme and who the change agent is
Groups/people who are significant in achieving or blocking the change
their views and how they will react to the programme
their power bases
the change agents power base
Power skills

53. Power skills that are used / not used in a given situation
action steps/proposals to get things moving and done
Process agenda

54. Backstaging Manipulation facilitates change through
creative use of language
changing systems and structures
building alliances
threats to gain support through
delayering / withdrawing rewards
Promotion or other career advancencement to the blockers
freezing out
Amplifying the estimated negative effects
pointing the support of senior management

55. conclusion
role of Human Resources in technological change is very important
It is reactive as well as proactive
Greatest happiness to greatest number should be the key

56. OD - what is it?
It tries to understand how to manage planned change in organizations

57. OD - what is it?
It is a planned system wide effort managed from top with the assistance of a change agent that uses behavioural science knowledge to improve organizational effectiveness

58. Action research
Most OD activities rely on action research as the primary blue print for planned change
It is a data based problem oriented process that diagnoses the need for change introduces the OD activity and then evaluate and stabilizes the desired changes

59. The action research approach to organization development
Diagnose need for change
Gather data Analyze data and decide intervention objectives
Introduce intervention
Implement desired incremental or quantum change
Evaluate and stabilize change
Determine effectiveness of change and refreeze new conditions

60. What is sensitivity training
It is an unstructured agendaless session in which participants become more aware through their interactions of how they affect others and how others affect them

61. What is sensitivity training
Here a small group of people meet face to face often for a few days to learn more about themselves and their relations with others
Learning occurs as participants disclose information about themselves and receive feedback from others during the session

62. Goals of sensitivity training
Making people increasingly aware of and sensitive to emotional reactions and expressions in themselves and others
Increasing the ability of participants to perceive and to learn from the consequences of their actions through attention to their own and others feelings
stimulating the clarification and development of personal values and goals consonant with a democratic and scientific approach to problems of social and personal decisions and actions

63. Goals of sensitivity training
Developing concepts and theoretical insights which will serve as tools in linking personal values goals and intentions to actions consistent with these inner factors and with the requirements of the situation
fostering the achievement of behavioural effectiveness in transactions with the participants’ environment

64. Interacting process variables in sensitivity training
Growth in effective membership
Learning how to learn
Learning how to give help
Becoming sensitive to group processes

65. What is grid training Six phases Laboratory seminar training
Team development
Inter group development
Organizational goal setting
Goal attainment
Stabilization

66. Survey feed back
It is survey conducted by way of questionnaires and feed back the data to those who generated them

67. Survey feed back Areas covered leadership Organizational climate
Satisfaction

68. Other methods Team building Third party peacemaking
process consultation
transactional analysis

69. Business Strategy and HRM
In order to get the strategy implemented they need
right people
in the right place
at the right time
at the right cost
labour factor of production should give value for money

70. To get value for money from labour
Firm should grow with People it has or it can get hold of at the times of need
the behaviour of its members should not jeopardy the firm
people in the organization must be members and who want to perform for it with effort and creative ingenuity
Organization in turn should value its members and their contribution

71. To get value for money from labour
If organization does not demonstrate such value materially and socially then members will become detached
Therefore strategy requires
long term goals
broad programmes and
allocations to achieve these

72. To get value for money from labour
Each programme represent policy for action
Funds assets people must be allocated to these programmes
This is not a one time affair
Every time we employ someone this has to be resourced

73. What are human resource strategies
To contain trade union influence?
recruiting the best?
Keeping costs down
becoming flexible and lean but empowering them with the best training rewards and equipment to do the job
----- Pg how do you feel about these statements
which ones are straight foreword/ Which ones are contradictory