Transferable Skills Development MGT 495 Lecture 10 FACILITATOR

Transferable Skills Development MGT 495 Lecture - 10 ØFACILITATOR ØProf. Dr. Mohammad Majid Mahmood Bagram

Group Process & Change Management 2

Group Composition Ø Homogeneous groups are groups in which members have many characteristics in common. Ø Heterogeneous groups are groups in which members have few characteristics in common. Ø Criteria for determining homogeneity or heterogeneity: – Demographic characteristics (e. g. , age, gender, race, educational background) – Personality traits, beliefs, and values – Skills and abilities – Work experience 3

Stages of Group Development 4

Work Groups Types 5

Types of Work Groups Formal Work Group - A group established by management to help the organization achieve its goals. Informal Work Group - A group that emerges naturally when individuals perceive that membership in a group will help them achieve their goals or meet their needs. 6

Types of Formal Work Groups Command Group - consists of subordinates who report to the same supervisor. Task Force - consists of people who come together to accomplish a specific goal. Team - consists of people who work intensely together to achieve a common group goal. Self-Managed Work Team - consists of people who are jointly responsible for ensuring that the team accomplishes its goals and who lead themselves. 7

Types of Informal Work Groups Friendship Group - consists of people who enjoy each other’s company and socialize with each other on and off the job. Interest Group - consists of people who come together because they have a common goal or objective. 8

We Want Change Without Change 9

Why Change? INSANITY Doing the Same Things & Expecting Better Results 10

What ever level you reach, getting better never stops

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

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

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

Change Ø “If You Can’t Change Your Mind, You Can’t Change Anything”-George B. Shaw 15

WHY PEOPLE DON’T CHANGE ? Comfort Changes Zone may lead to anger, hatred, jealousy and violence

Reacting to Change Ø Ø Ø Deny/ignore it Fight it Suffer through it Run from it Embrace it

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

Why is Change Management Important? The biggest reason why organizational change fails Not planning to manage its impact on people · 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

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

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

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

Determining What Should be Changed? 23

A Generic Typology of Organizational Change ØAdaptive Change ØReintroducin g a familiar practice ØInnovativ e Change ØIntroducing a practice new to the organization ØLow ØRadically Innovative Change ØIntroducing a practice new to the industry ØHigh ØResistance to Change

Workforce World Politics Social Trends Technology Forces For Change Economic Shocks Competition 25

Agents of Change Inside Change Agents New inductions Outside Change Agents 26

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.

Human beings, by changing the inner attitudes of their minds, can change the outer aspects of their lives. William James (1842 - 1910) 28

ANTICIPATE CHANGE EVEN WHEN THINGS ARE GOING RIGHT 29

ALWAYS LOOK AT THE OPPORTUNITIES THAT CHANGE REPRESENTS 30

DO NOT ALLOW ROUTINES TO BECOME CHAINS 31

DO YOUR BEST & LEAVE THE REST TO 32

we must remember that succeeding in a changing world is beyond just surviving 33

Change Versus Stability General Motors‘, “think list”: 1) 2) 3) 4) 5) 6) 7) 8) Can a machine be used to do a better or faster job? Can handling of materials for the machine be improved? Can a special tool be used to combine the operations? Can the quality of the part being produced be improved by changing the sequence of the operation? Can the material used be cut or trimmed differently for greater economy or efficiency? Can the operation be made safer? Can paperwork regarding this job be eliminated? Can established procedures be simplified? 34

Attitudes & Change People build up attitudes which fit their needs and values as they perceive them to be. Cognitive What a person knows about the situation Affective How the person feels about it ASPECTS OF ATTITUDE Behavioural How the person reacts 35

Lewin’s Force Field Analysis Model Unfreezing Changing Refreezing 36

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

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

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

Changing the Culture Empirical Coercive CHANGE STRATEGIES Reeducative Rational explanation of need for change Imposing the change - use of authority Highlighting the benefits of change 40

Work Stress & its Management Stress 41

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. 42

Causes of Stress 43

Managing Stress q. Prayer q. Negotiate q. Diet q. Exercise q. Improved Recruitment & Selection q. Use of realistic goal setting q. Training & Development q. Improved organizational communication q. Redesigning of jobs q. Increased employee participation q. Wellness programs q. Provide a counseling program 44

Resistance to Change Ø Most people do not like change Ø Creates ambiguity and uncertainty – Creates stress 45

Resistance To Change 46

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

Minimizing Resistance to Change Communication Training Employee Involvement Stress Management Negotiation Coercion

Managing Change + + Vision + Skills + Incentives + Resources + Action Plan = Confusion Vision + Skills + Incentives + Resources + Action Plan = Anxiety Vision + Skills + Incentives + Resources + Vision + Skills + Incentives + Resources + Action Plan Successful = Change Skills Vision + Resources + Action Plan = Slow the Change = Frustration = False Starts 49

Conclusion Change Management has deep impact on employee`s transferable skills development

FACILITATOR Prof. Dr. Mohammad Majid Mahmood Bagram