Solved Assignment July Dec 2016

MS-25 (Sample Copy)

Course Code
Course Title
Assignment Code
Assignment Coverage

MS - 25
Managing Change in Organisations
MS-25/TMA/SEM - II/2016
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1. Discuss the concept of planned organisation change with the help of organisational examples.
Concept of planned organisation changePlanned change is a set of activities --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------'processes,' using behavioral-science knowledge.
Once managers and an organization commit to planned change, they need to create a logical stepby step approach in order to
accomplish the objectives. ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- for successful implementations, which is illustrated in figure below-

1. Recognize the need for change. --------------------------------------------------------------------------------------------- level or in

peripheral parts of the organization. The change may be due to either internal or external forces.
2. Develop --------------------------------------. Remember that before any action is taken, it is necessary to determine why the
change is necessary. Both problems and opportunities must be evaluated. Then --------------------------------------------------------------------------------------------------------------------------------, and culture.
3. Select a change agent. The change agent -------------------------------------------------------------------------------------------------------------------------, open to good ideas, and supportive of the implementation of those ideas into actual practice.
4. Diagnose the current climate. In this step, --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- people to the forces of change that exist in their environment.
5. Select an implementation method. This step requires a decision on the best way to bring about the change. Managers can
make themselves ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ of performance, such as competitor's progress.
6. Develop a plan. This step involves actually --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- for each of the goals and objectives.
7. Implement the plan. After all the questions have been answered, the plan is put into operation. Once a change has begun,
initial excitement can dissipate in the face of --------------------------------------------------------------------------------------------------

--------------------------------------------------------- ------------------------------------------------------------------------------------------------------------------------------------------ new behaviors, and building a support system for those initiating the change.
8. Follow the plan and evaluate it. During this step---------------------------------------------------------------------------------------------------------------------------------------------------------------------------; a complete followup and evaluation of the results aids
this determination. Change should produce positive results and not be undertaken for its own sake.
Keep in mind that a comprehensive model of planned change includes a set of activities that managers must engage in to
manage the change process effectively. ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- momentum during the change.
Planned change can be the foundation of competitive advantage but, to be effective, a change management programme must
identify areas of potential conflict, address the needs of everyone in the organisation and, crucially, bridge the gap between the
aspirations of executives, technical project teams and the people affected by the change. Some Examples are as followsExample 1The state of Qatar is the worlds richest ------------------------------------------------------------------------------------------------------------------------------------------------------ Mohammed Marafih, embarked on an ambitious acquisition spree; by 2012, Qtel owned 17
telecoms operators in the Muslim world and had become the worlds fastest growing telecoms operator by revenue.
And each of the acquired telcos had been left to operate largely as they had done pre-acquisition.
In 2012, however, --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------telecom company to deliver
transformational change in the telecoms sector.
The change management teams set out to --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------to

be

seen as helping rural communities and women gain a voice.

They wanted to change their world for the better.
In February 2013 the new global brand -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------countries, Ooredoo rapidly became a leading international brand.
Alignment, clarity of purpose and a ruthless focus on implementation showed the world what Qatar and Qataris can do.
Example 2In the late-1990s, industries around the world were becoming increasingly alarmed that all software would reset itself on 1
January 2000. Fear spread, and a generation of businesses was set up to address this impending crisis, known as Y2K (Year 2000).
No CEO worth his or her salt could say they ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

--------------------------supporting the delivery of crucial business strategies was driven by a common and effective organisational
change requirement.
Setting aside the frequent misappropriation and ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ was about avoiding a global disaster.
The emphasis had to be on rapid implementation, and leaders had to avoid the temptation to try to deliver value from change. This
was all about ensuring that solutions were found and implemented in time. Organisations had to be agile enough to act at short
notice.
While planes never ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- was spent ensuring that nothing occurred,
Y2K was the global mobilisation that showed the promise and value of change management.
Example 3Among leadership teams, there tends to be two views about change.
One: planned change is risky and means ---------------------------------------------------------------- for improving over time.
And two: planned change is --------------------------------------------------------------------------------------------------------------------------------------------------------------------- such as project management and risk.
Actually, change programmes are most successful when, as a result of external factors, theres a shared sense of urgency to
deliver tangible change.
Following the 2008 financial crisis, --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------for either a trade sale to a
competitor, or listing on the stock market.
Its a testament to Geddes, and the insurance ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- operating from a burning platform.
The entire approach had to be one of -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------into a viable standalone operation.
In 2012 the board went for an IPO that turned out to be the biggest and most successful London stock market listing that year. Its
success heralded the start of a new------------------------------------------------------------------------ to climb since it floated.
Paul Geddes remains the CEO of the quoted business.

2. Explain different reasons and techniques of process based change citing examples.

Change is a process, which progress over a period of time. Whilst change itself always carries with it improbability, the
process of change should be managed by an effetive plan, unambiguous rules, processes, protocol and system.
Process-based change management is a ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. It is oriented toward achieving a vision
rather than targeting specific activities and tasks of individual functions.
Process based management is a management technique that aligns the vision, mission and core value systems of a business,
when formulating corporate strategy.
The general process is that the vision determines the ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------with the implementation of the
tasks and activities required to achieve the vision.
Most companies are focused around organizational performance such as budgets, incentives, costs, and skill development.
Process Based ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------- organizational measures. Over time, the process measures take a stronger role.

Reasons for Process based change Technological Advancement- With the (emergence of new technologies, basically CRM, e-business and Knowledge
Management, technology is now considered as a ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------environment The growing trend for
'Total Quality Management initiatives for employees focus on collaborative attempts to improve organizational processes to
ensure continual improvement in the qua1ity of 'the organisation's product process or service.
Business Process Reengineering- Reengineering has been a popular activity and another name for making major ---------------------------------------------------------------. It has become more than just business process improvement and simplification.
React through redesign and process improvement, not structure reorganization are the common objectives of reengineering
The classic definition of Business Process Reengineering ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------is

an

ongoing,

iterative

process itself requiring strong commitment and vision from senior management.
One of the best known BPR sayings is the ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------of reengineering itself has n1o fixed rules.
Total Quality Management- Any quality approach used by an organization must be treated as an organization change.
Success in implementing TQM and receiving a return -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

-----------------------------------------------------------------------------------------------------------------------------calI for accurate measurement,

continuous improvement-. work relationships based on trust and teamwork, and the support of upper management.
Design Of Experiments (DOE): DOE was first developed by Ronald Fisher in England in the 1920s to evaluate agricultural
experiments in the ----------------------------------------------------------------------------------- by Taguchi in 1950s.
Quality Function Deployment (QFD): QFD ---------------------------------------------------- began to develop the concept shortly
thereafter and it has been used since 1977. Today companies like GM, Ford, Xerox, and IBM successfully use QFD.
Just In Time (JIT): JIT usage began in the US in the late 1980s. The first success with JIT occurred in Japan i.e., in Toyota
Company. Purpose: --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- site and little or no incoming inspection.
Downsizing- Downsizing has a long term impact on the personal and emotional experience of people who are caught up in
the process. ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ where the cuts are few and widely felt to be justified.
However, in the large scale cutbacks that result in a decimated organization where long: term working relationships are severed
and people are expected to take on new role.5---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------their friends leaving or their positions
eliminated. It feels very much like a death in the family and needs the compassion and time for mourning that we expect
whenever a loved one is lost.
Outsourcing- Outsourcing has -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------, who assumes responsibility for one or more
functions of a product or services. There are three large groups of outsourcers:
Domestic - Domestic outsourcers are based in the same country
International - These ----------------------------------- in other countries.

Virtual - Virtual centers are centers ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------of agents for outsourcing.

TECHNIQUES FOR PROCESS BASED CHANGE
A range of techniques that can help you to understand, plan, communicate and manage PROCESS BASED change.
1. Transition -------------------------------------------------------------- change process.
Transition management is about -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------and disruptive for everyone.
2. Communicating with staff and -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- is key to a smooth transition.

Successful change management -----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. This section sets out what you will need to
consider in shaping the communication to and involvement of others in your change management initiative.
How you communicate and involve people depends on two aspects of the change:

The -------------------------------------- change

Who will --------------------------------------3. Resistance is a natural ------------------------------------------------------------- skill for the effective change manager.
Resistance is a healthy part of any ----------------------------------------------------------------------------------------------------------------------------------------------------- initiative. Ignore it and it can quietly undermine all your great intentions.
Key to managing resistance is ---------------------------------------------------------------------------------------------------------------------------------------------------- be affected by the change and how you might revise your change plans accordingly.
4. The importance ----------------------------------------------------------- change
All too often, one or two individuals will have a great idea for change, think it through and detail the plan. It's not until the
implementation stage that -------------------------------------------------------------------------------------- level of enthusiasm.
Stakeholders are the groups and ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- determine the success of your change initiative.
5. MANAGING ORGANISATIONS IN CRISIS

Sometimes change needs to be -------------------------------------------------------------------------------------------------------------------------------------------------------- out a checklist of things to consider if your organisation is facing crisis.
Think you might be facing a crisis? ------------------------------------------------------------------------------------------------------------------------------------------------ adversity you are making a withdrawal from a limited bank of trust and goodwill.
Claiming a crisis to motivate staff to ------------------------------------------------------------------------------------------------------------------------------------------------- become burnt-out, distrustful and slow to react when there are real problems.
So, once you have checked and double checked your facts and are convinced that a sharp change of direction is the only
solution.

Organizational Example of Prosci Company where we can see process based change
Effective application of change management increases the success rate of organizational changes to as high as 96%
Proscis research has shown that projects with excellent change management effectiveness are 6 times more likely to meet or
exceed project objectives. Change ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------of staying on schedule and budget, resulting in
higher benefit realization and ROI.

Dont be left behind

In todays fast-paced world, every ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------business world.
Risks when change is not managed effectively
Productivity ------------------------------------ Passive -------------------------------------------------- Active ------------------------------------------------------------------------------- the change
Valued employees leave the organization
Morale ---------------------------------------------------------- Projects go --------------------------------------------------------------------- deadline
Employees find workarounds to avoid the new way of doing things or revert to the old way
Divides are --------------------------------------------------------- us and them
The organization builds a history of failed and painful changes

Proscis approach to change management

Prosci is the world leading provider of ------------------------------------------------------------------ best practices research and a
process-driven, tool-rich methodology for managing change from an individual level to enterprise-wide competency.

3. Describe the model as a diagnostic guide and its key features with the help of examples.
Model as a diagnostic guide and its key featuresThe OS perspective can contribute to ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------, structure,
culture, and behaviour (see Figure below) and among their sub-components.

The OS framework thus provides a useful -----------------------------------------------------------------------------------------------------------------------------------, purpose, technology, pre cycle stage, ownership, or cultural and institutional context.
A second contribution of the OS frame to diagnosis is that it permits a holistic approach (Jackson, 1992) of examining the
overall -------------------------------------------------------------------------------------------------- organizational improvement are

enacted. The OS approach can thus help practitioners --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------or readily available change techniques
that are not likely to provide required leverage to bring about system-wide change.
Third, the OS frame can help consultants and clients deal with the complexity of organizational performance and change and
thereby resist the temptations of management fads. --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------and subsystems within an organization.
Fourth, systems-based diagnosis can help consultants and clients distinguish symptoms of ineffectiveness from underlying
systemic causes.
Fifth, the OS perspective --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------, but interdependent part of the system. For example, the introduction of
computer networking capacity can create opportunities for some people and groups to obtain and communicate information
that was previously unavailable to them and thereby increase their influence over communication and decision-making
processes.
The change in computer -------------------------------------------------------------------------------------- of power within the
organization and can gradually alter decision processes and outcomes.

ExampleASUS PC Diagnostics Guide

Motherboard self-diagnostics is a diagnostic tool designed to test the following on your computer:

System ---------------------------------.

---------------------------- Devices.

System -----------------------.

The System Information Collection ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------errors on the main components such as the CPU, memory, and display adapter

The System Information Collection ----------------------------------------------------------------------------------------------------------------------------------------------------------------- on the main components such as the CPU, memory, and display adapter.

System Information Collection

ASUS PC Diagnostics tests and -------------------------------------------------------------- computer. These information include:

Operating system information- -----------------------------------------------, and Installation date.

CPU information- This ------------------------------------------------------------------------------------------------------------------------------------, Cache, CPU functional features, Driver version, and Current CPU usage.

Memory Information- This --------------------------------------------------------------------------------------------------------------------- usage. Note: Some memory information may not display depending on the installed memory module.

Network Adapter information- This information includes such as --------------------------------------------------------------------------------------------------------Driver version, TCP/IP settings, and Current network status.

Motherboard information- This information ---------------------------------------------------------------------------------------------------------------------- release date, Onboard ports, and Onboard slots.

Display Adapter information- This ----------------------------------------------------------------------------------------------------------------------------------------------------------, Current Refresh Rate, Desktop resources, and Driver version.

Monitor information- This information --------------------------------------------------------------------------------------------------------------- display size, EDID version, DPMS features, and Driver version.

Storage information- This -------------------------------------------------------------------------------------------------------------------------------- Interface type, Supported features (DMA, LBA), and ATA/ATAPI version.

Audio Device information- This information ------------------------------------------------------------------------ version.

1394 Controller information- This ---------------------------------------------------------------------------- version.

COM Port information -This ----------------------------------------------------------------------, and Driver version.

Parallel Port information- This ------------------------------------------------------------------------------------- version.

Battery information- This information --------------------------------------------------- Resources, and Driver version.

Note: The actual information displayed varies with the system settings. System Information Collection Main Screen
(Click the items to get more information.)

4. Enlist the key skills in managing organisational change citing examples.

In todays competitive and fast-moving -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------it is important
therefore to firstly ensure that change management skills are in place.
Arguably, the most fundamental skills required --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------, and will ensure that the needs
and priorities of all those affected are dealt with comprehensively.
Although the skills that line managers ------------------------------------------------------------------------. Here we provide eight key
skills for effective change management for line managers.
1. Personal resilience
In cost-reduction initiatives, line managers -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------effective through major change.

2. Trust----------------------------The speed of change is normally -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------consistently in line manager priorities.

3. Networking
Building networks of trust with other -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- networks can help bring problems to the surface earlier.
4. Coaching
Line managers needs coaching skills to deal with the ----------------------------------------------------------------------------------------------------------------------- their own reactions to change and to be coached to ensure they maintain personal resilience.
5. Forcing clarity
When the details of the change are worked out, leaders need line managers who will help to shape the change and work out the
implications of different ideas. While the ability to deal with uncertainty is an important capability, it is better to force clarity
as early as possible.
6. Managing others uncertainty
Most resistance to change is resistance ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------be entering a crisis.
7. Organisation
Creating a sensible plan, thinking through the details of how things will work and then delivering in line with the plan is a
great driver of confidence.
8. Follow-through
The best line managers only start ------------------------------------------------------------------------------------------------------------------------------- managers never say no to initiatives and just wait for leaders to run out of steam in following through.

Organizational Change Case Study example1. Atlassian

First up is Atlassians ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------difference.
To address the issue, Atlassian trashed its existing review process in favor of a more continuous and less numeric model.
Instead of a biannual formal review, managers and employees now discuss performance once a month, during an alreadyscheduled one-on-one.
2. Pearson
Publishing giant Pearson took on a ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

----------------------------------------------------------------------------------------------------------------------------------------workforce
into six discrete business units.

How These Companies Pulled It Off

So how did each of ------------------------------------------------------------ in their approaches:
1. Both ------------------------------------------------------------------------------------------------------------------------------------- it changed the entire process. Pearson didnt just add
an addendum to its strategy it shifted the companys focus entirely and reorganized to support the new plan.
2. Each initiative -------------------------------------------------------- manner
At Pearson, -----------------------------------------------------------------------------coach employees effectively.
3. They leveraged technology
Both companies leaned ----------------------------------------------------------- performance management system at Atlassian.
However, there were also two key differences:
1. Atlassians change management ---------------------------------------------------------------------------------- are not effective),
while Pearsons materialized from an external force (new CEO and changing industry).
2. Pearson seemingly -------------------------------------------------------------------------------------------- than Atlassian.
Transparency and communication are best practices for all kinds of change management initiatives. Employees will come
around to the change more quickly if they feel consulted and informed.

EXMPLE 2SANTANDER: ----------------------------------------------------- BACK UP

When in 2008 Santander wanted to establish a stronghold in the UK banking sector, its strategy was to acquire a portfolio of
heritage-centric ---------------------------------------------------------------------------------------- Alliance and Leicester.
Grupo Santander chairman Emilio ----------------------------------------------------------------------------------------------------------------------------------, dating as far back as 1849, had left them incapable of change and, therefore, unable to evolve and grow.
In buying these traditional UK financial institutions and unifying them under the Santander brand, Santander aimed to break down
their engrained processes and turn them into a formidable retail bank.
To do this, they would need a ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- old ways and
embracing the new era in banking a revolution, rather than evolution.
There were many opportunities during the ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------would
be needed to integrate the systems, processes and people in the different organisations.

Those who were going to be impacted by the ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. The

aim of this process was to make sure they didnt just understand the change, but that they embrace it.
In January 2010, Santander UK was launched against ferocious economic and banking headwinds. By 2013, it had become one
the countrys leading retail ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- had been moved to to lead
change at another, even bigger, banking institution: as CEO of Lloyds Banking Group.

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