Change Management Process And Basic Needs Management Essay

heighten focal betoken Process And fundamental Needs perplexity Essay ex swop as we c both it is preferably inevitable and it is very inevitable in todays fast changing surround and competition. Organizational swap watchfulness is foc apply at when big alterations submit to recognize shopping centre. in that respect ar numerous mixed bag concern poseurs that bottom of the inning be used by companies today in methodicalness to winnerfully implement the re perspective and meet its objectives. The Kurt Lewin Model is an old moulding tranquilize used today. permute prudence aims at bringing separate results than those soon experienced. In channelise effment oneness(a) reads that in that location be better ways of performing a particular task in an stiff and efficient manner while meeting all the customers expectations and standards of performance. So we great deal use the ADKAR model here to manage shift. castrate management speculation has 5 princi ples found upon it likeAt first we see that peck display and show antithetical reactions to diversify as individually various(prenominal) is different and unique in their own way.Secondly large number try to meet their basic bespeaks regardless of their stature, occupation or existing standards.Thirdly for each of the motley to take get in the person has to low-cal something initially to dish out throw away the implementation of the metamorphose successful.All the people put in varied amounts of efforts for the limiting as per their perception so the change action at law involves to be realistic in nature. swap brings with it fear and a feeling of mistrust so change management net only take fix if these people face their fears.These five principles need to be implemented right-hand(a)ly by the family to real turn over the change touch feasible and successful.Change management requires acceptableness from all the concerned stakeholders as it rear non succ eed by acceptance of one but by only a collective effort of m any. (Change Management 100 Success Secrets)A good hockey player plays where the puck is. A great hockey player plays where the puck is going to be Wayne Gretzky, Canadian ice hockey playerChange Management (2008) literature Re put one overKurt Lewin Change Management ModelIn 1947 Kurt Lewin proposed a leash stage theory of Change which is very relevant till project and most newer models argon quite based on this model. The three stages areUnfreeze This is the most critical stage as it involves preparing oneself before a change is implemented. It involves transforming that a change needs to take place and the employees need to get verboten of the comfort zone. A deadline needs to thither to which some reward/punishment is linked to motivate the people to go for the change and accept it. So unfreezing one-self and seeing the inherent advantages outweighing the disadvantages lead to a successful change. This refers t o another Kurt Lewins theory called the core Field psycho analysis.So as per the Force Field Analysis if the pros outweigh the cons consequently change sack up take place smoothly as it acts as a move factor but if not then there is resistance which shtup be detrimental to the objective and purpose of the change.We goat actually take a practical example to illustrate the above diagram in a better position in the case of Tata motors in the Analysis section.Change So the next stage is the transition stage where the change actually happens. Here we see people have inhibitions as they are unsure of the results or consequences from the change work are taking place within the validation. Certain factors like training, guides and mentors ordure be used to make the learning attend easier and faster as it helps the people to adapt and understand the objective and rationale for the change activity. Through self involvement and proper communication one can encourage the change to t ake place in an easier fashion.Freeze This stage is also called the refreezing stage as it involves if there is stability later on the change has actually occurred. People now go to adapt and accept the change and it becomes a part of their daily routine. Change is a free burning process and soon after the implementation of the change the next change process starts off at any point and can finish at any point of succession. (Kurt Lewin Change Management Model (1947))ADKAR Simple, Powerful, Action Oriented Model for ChangeThis model was essential by Jeff Hiatt, CEO of Prosci Change Management and it was first published in 2003. This model tells us that organizational change can succeed when each of the individual members of the organization transition through the change management process. on that point are five steps in this modelAwareness of the need for change This involves understanding why a particular change is necessary is the primary aspect of a successful change. We here produce out the rationale and need behind the change. So the employee will fully understand why change is necessary.Desire to inscribe in and digest the change Here the employee needs to make a personal decision to support the change and participate in the change. Only when the person is confident and win over that the change is essential then only will he participate in the change activity. Proper incentives need to be formulated in recount to motivate the person not to deter from the path of change. companionship on how to change This is the third stage of the model in which knowledge near the change can be imparted through training, mentorship and other educational methods. Two types of knowledge needs to be addressedknowledge on how to change (things to be done during the transition or the term during which the change is being implemented) andknowledge on how to perform after the change activity is implemented.Ability to implement required skills and behaviors In this part of the building shutdown Ability is referred to the difference between theory and practice. Once knowledge on how to change is in place then this is the theory being referred to and then comes the practical aspect which is the actual performance of the individual. This is a time conduming process and can be successfully implemented through practice, coaching and feedback. sustenance to defend the change In the final stage of the model there is an essential component in which efforts made by the individual to sustain the change are pressed upon. Here it is ensured that changes made stay in place and that the employee does not slip back to his old ways which can be ensured through positive feedback, rewards, recognition, measuring performance and taking corrective actions. ADKAR Model of Change (2003)Kotters 8 steps for Leading ChangeDr. tail Kotter developed the 8 steps to change which can help organizations to negate failure and be proactive to change. They areActin g with Urgency It refers to appointment of the problem and crisis areas in regards to the company, market and the hawkish forces.Developing the Guiding coalescence Form a team of employees who would be responsible to handle the change efforts in a collective manner.Developing a Change plenty This step involves creating a hallucination and formulating the strategies to execute the vision.Communicating the day- vision buy-in There needs to be clear communication between the employees and the vision and the room to achieve it both need to be known by all the employees while keeping the team as the source of example.Empowering broad based action Use varied risky papers, non-traditional ungenerouss and other techniques not in the book to remove all the obstacles to the change.Generating short term wins visual cleansements need to be planned and all the incumbents should be duly rewarded for their efforts.Do not let up To change all the systems, structures and policies new employees mayhap needed to be recruited, old ones removed and other promoted to meet the vision by also putting in new projects, ideas, work patterns, etc.Make change stick Use the leaders in the organization to show its employees the benefits of the change activity in both qualitative and quantitative terms so that people do not digress from the change activity. Kotters 8 steps of change (2005)Beckhard Harris Change FormulaeIn 1987 Beckhard and Harris developed the Change equation which helps the organization to identify all the possibilities to change. The change equation propounded isD x V x F R=Dissatisfaction x Vision x First steps Resistance to ChangeAll the three components must be present in congruence in coordinate to overcome resistance to change. Dissatisfaction with the current happenings, Vision of what is to come in the tight-fitting future, and the way/direction/First steps to grant or achieve this vision should all be there to repel the resistance to the change activity. Beckhard and Harriss Change Equation (1987)CASE STUDYTata Motors mountain lion Cars Limited and estate Rover, based in the UK, are one of the key globose political machine studys companies that are engaged in manufacturing luxury sports saloons and sports cars that cater to the reward end of the market. On June 22, 2008 Tata Motors, Indias largest automobile company, acquired the painter push down Rover businesses from crossing Motor high society for a net consideration of US $2.3 billion. (Press press release 2nd June, 2008)But just immediately after the acquisition the planetary financial heavens collapsed and squeezed out global liquidity. The consequent lack of portal to credit and working capital, along with the meteoric rise in commodities and dodo fuel prices, has an unprecedentedly devastating effect on the global self-propelling sector. All the automobile companies, hard hit by the crisis, posted major(ip) operating losses. Two of the three maj or U.S. car makers, General Motors and Chrysler, filed for bankruptcy. painter Land Rover was hit hard in the second one-one-half of the course of study ended 31st work 2009. In the U.S, Europe and Japan, gross revenue of new cars have declined by 16% in the second half of the year. Stimulus packages designed to rekindle demand were only partially successful. The volumes at JLR over the 10 months post acquisition reduced by 32% as compared to the comparable period in the previous year resulting in a Loss before tax income of GB 281 million.Europe was in doldrums. This was a major concern for the Tatas since it is a big market for Jaguar Land Rover. By the end of January 2009, Tata Motors had US$ 2 billion prominent as regards the bridge loan. Moreover, JLR required additional investments, that too quickly, in order to sustain its operations that were burning cash at that juncture. Terming the acquisition as irrationally exuberant , critics started questioning the rationale for the companys moveTo compound the companys woes, the commercialized launch of Tata Motors small car Nano required much more time than call offd. The Nano was always more than just a car. It was Tata group supremo Ratan Tatas dream project to bring an affordable transportation solution within reach of the masses. The promise of a small car priced at Rs. 1 hundred thousand had fired the imagination of an completed nation and the global automotive effort (Forbes)Faced with the altered can-dos of the new business environment, the company competent its productive model as well as good scheme to respond to the need of the hour.Prompt action was taken to reduce inventory, improve working capital, reduce investments and payroll cost including more than 2000 job losses. revolution initiatives were undertaken in marketing, customer financing support, IT and related infrastructure.The company appointed KPMG world-wide and also Roland Berger Strategy Consultants to suggest appropriate action plans to reduce cost at the two brands.It retrenched 2,200 employees of JLR since it took over the management of JLR. The move was in stabbing contrast to the well entrenched business practices followed by the Tata Group where no employees are retrenched. The company to secure flexible arrangements with the workforce in the UK. Tata Motors had Rs 191 crore in employee separation costs at JLR during the year ended 31st March 2009The company finalized guarantee arrangements to access a 340 million loan approved by the European Investment Bank. These funds will be used to develop new technologies for JLR.The Company prepaid part of the said initiation out of proceeds of a Rights Issue and certain divestments and the balance bang-up as on March 31, 2009 was US$ 2.02 billion. For repayment of the said amount, the Company in May 2009 raised resources through further divestments and issued Secured Non-Convertible Credit enhance Rupee Debentures in four tranches, having tenors up to 7 years, aggregating Rs.4,200 crores on a snobby placement basis. The balance facility of US$ 1 billion was involute over and guaranteed by the Company, by extending the final maturity upto December 2010. innovative launches were planned. Range Rover Evoque is to be launched in summer of 2011.With a view to capitalize on the growing demand for luxury cars in China, the company gave a major thrust to outline for China and also explored feasible assembly in IndiaTata Motors non-executive vice chairman Ravi Kant was quoted as saying A lot of restructuring has happened at JLR but these are early days. We will draw out with the cost reduction measures. (Press Meet, November 2010)Tata Motors Group CEO and Managing Director Carl-Peter Forster said, We are focus on reducing costs and selective hiring for JLR. (Hindu)While sales of JLR, along with that of the Indian commercial vehicle segment significantly reduced in 2008-09 during the global meltdown, resulting in a consolidated lo ss for the company, all these segments registered an arresting recovery in 2009-10, an event that vindicated the sound fundamentals of the Companys longer-term strategies.The revival of Jaguar Land Rover was significant in April 2010 with global social unit sales of the two British brands growing 61 percent, compared with the same month the year before. (Automotive News Europe)Source Tata Motors Press MeetThe efforts bore takings when Tata Motors Limited posted a more than 100-fold gain in profit for the second-quarter ended 30th September 2010. Group net income, including Jaguar Land Rover, reached 22.2 billion rupees ($502 million) in the three months through September, compared with 218 million rupees a year earlier. This was attributable to global economic recovery, growing Chinese and US demand. (India Watch) Jaguar Land Rover reported a profit after tax of 238 mn for the quarter ending Sept 2010.In a time span of eighteen months after the takeover, Tata Motors was able to turnaround the JLR story, adopting a scheme of cost-cutting and pushing sales. (MSN News)While JLR turnaround has been achieved, the declining sales of the Nano, the worlds cheapest car, continue to a major challenge for Tata Motors.For Nano, again, flexible to change, the company has initiated a pan-India campaign in order to promote and market the car. The outline is to reach out to that class of buyers who were the pilot program target base of the company. Senior executives at Tata Motors are closely spare-time activity pro-active measures to reach out to customers. These include ensuring better coordination between banks and customers, facilitating tie-ups with regional pay institutions and opening newer channels to reach out to the end-consumer, among several others. However these efforts are yet to bear fruition. (Rediff)ANALYSIS AND DISCUSSIONWe can see how the Force Field Analysis can be used in the analysis of the Tata Mators caseEliminates Errors1Managers unhappy with clerical work2 blistering execution of administrative work1Requires trained people2Online documentation eliminates the use of physical composition4Some of the activity costs shift to high paid staff2Reduces need for clerical staff3Cost of eliminating clerical staff1 add Control and audit capabilities1Start up costs1Total 10 Total 8From the above example we can clearly see that the advantages outweigh the disadvantages and so change can me peradventure be implemented. Successful implementation of change is achieved by either making the driving forces strong or by making the preventive forces weak. afterward all these theories we can also look into some of the facts stated in regards to change management by research scholars in their papers.As per the findings of the paper Nobody in smasher Distributed Change agency in health care we can clearly see that the authors that in complex organizations where a testicle structure and environment is not present a more of a distributed ch ange agency can be established where small teams and groups are formed. These teams have a wider scope of roles with distributed responsibility among all the stakeholders which was workable payable to the change goals. Here nobody was watching over the other thus change was a lot voluntary. This is a good approach for much(prenominal) organizations to tackle with change.This concept could have been used by Tata Motors also to help in involving all the levels of management to get the due turnaround strategy in a faster and better manner. Nobody in charge Distributed change agency in healthcare (2009)Another paper on change management in a dynamic business process tells us that we can make the execution of any business process flexible and adaptable to any situation through the change management technique. Run time change management softwares are used to make all the business processes in a company flexible and dynamic thus helping cope up with the demand for changes even after the new process has been implemented.Change Management in Dynamic moving in Process (2010)Prof. Robert E. Ledez in his paper has shown change in a entirely different picture. According to him employees perceive change with a very electronegative connotation and often relate it to downsizing, paycuts, layoffs and relocation. So the employees need to alter their mentality and enable change to take place as in this matched and ever changing world change needs to take place in all forms like new technology, new ideas, innovations, structural changes and others.Change Management Getting A Tuned Up OrganizationKaizen means continuous improvement of productivity and quality which depends on the participation level of the entire workforce. This is a low-cost approach to productivity and quality improvement. Kaizen is applicable not only to the manufacturing sector but also to the service sector, public organizations, and non-profit organizations. Kaizen is one of most critical components o f Japanese industrial support in exploitation countries.Introducing Kaizen (2009)In the review article of Asian Journal of Management investigate it has explained change management as one that incorporates the tools of the company which can be utilized to help individuals to make winning personal evolutions resulting in the acceptation and realization of change. The concept of change is not new to Indians, because change management programmes were conducted for Ministers in the Indian government and civil service officers during the 1980s.Change should be implemented smoothly while adapting all concerned stakeholders through planning, idea generation, sharing of information, preparation, evaluation, and reinforcing. There has to be the human resource as the spikelet of this change. Implanting Change (2010)In the research paper Getting Organizational Change Right in Public Services the Case of European higher(prenominal) Education has thrown light towards the need or requirement of organizational change and the way to manage this change. Change for the sake of change can be detrimental to the organization so we can use the Bys model developed in 2007 called the conscious V/s unconscious change management theory which brings in successful organizational change.The rationale for the model is that most employees will realize that change initiatives are put in the lead and drilled into by personal interests, self preservation, indecision, lack of knowledge and incompetence rather than by requirement, knowledge, choice, competence, awareness and what is in the best interest of the sector and its stakeholders. Journal of Change Mangement (2008)ConclusionActually in Kaizen (kai means change) and (zen mean for good) which is very relevant for all organizations today. The participative attitude of all the employees in any hierarchy can be used to find out different varied suggestions with regards to change in all the areas of the business.Change Management is a ver y evoking area and its necessity increases as the current economic and global climate demands constant evolution and change if companies want to prosper and grow. The expert innvovations, products and rising global competition will only enable the change that will be needed in order to compete. One cannot manage the past but can sure take charge of the future.In a book on managing change we see that organizations of today need to identify the skill set required to control, plan and manage the change activity. The employees need to determine the objectives, scope, and the direction of change and then formulate a structured implementation plan to cope with all the changes in the competitive environment.Managing Change (1991)In this book we see that today externally we find ourselves in an unpredictable economy with turbulent markets, self eclipsing technology and hammy demographic trends which makes change imperative. It says that there needs to be a process of change in which there are Inputs are seen then strategy formulated, Transformation process and then Output is derived for the change activity. Through a proper strategic intent can change be formulated.Managing change (2004) Strategic Intent (1989)This book talks a lot about change and time period for change. It tells that organizations should focus on certain things for success likeDont Delay the change activity as time and zoom wait for no man.Change Today and not Tomorrow as there may be no tomorrow if the problem escalates.Do not let Bureaucracy hinder change.Change is for the good and is possible through proper communication.Change is simple but needs to be adapted well for results.By Reinventing and Repositioning the organization one can deal with all the oppositions to change.If we monitor the market and the environment we can anticipate and forecast change easily.Harvard Business School (2007)