2. Managing Planned
Organizational Change Process
A planned change is a change planned by the organization; it
does not happen by itself. It is affected by the organization with the
purpose of achieving something that might otherwise by
unattainable or attainable with great difficulty. Through planned
change, an organization can achieve its goals rapidly. The basic
reasons for planned change are:
To improve the means for satisfying economic needs of members
To increase profitability
To promote human work for human beings
To contribute to individual satisfaction and social well being
The planned organizational change process may comprise,
basically the three following steps:
Planning for change
Assessing change forces
Implementing the change
3. 1. Planning for Change
The first step in the process of change is to
identify the need for change and the
area of changes as to whether it is a
strategic change, process oriented
change or employee oriented change.
This need for change can be identified
either through internal or external factors.
4. Once this need is identified the
following general steps can be taken:
Develop new goals and objectives. The manager must identify as
to what new outcomes they wish to achieve. This may be
modification of previous goals due to changed internal and
external environment or it may be a new set of goals and
objectives.
Select an agent of change. The next step is that the management
must decide as to who will initiate and oversee this change. One
of the existing managers may be assigned this duty or even
sometimes specialists and consultants can brought in from outside
to suggest the various methods to bring in the change and
monitor the change process.
Diagnose the problem. The person who is appointed as the agent
of the change will then gather all relevant data regarding the
area of problem or the problem where the change is needed. This
data should be critically analysed to pinpoint the key issues. Then
the solutions can be focused on those key issues.
5. Select Methodology. The next important step is to select a
methodology for change; employee‟s emotion must be
taken into consideration when devising such methodology.
Develop a plan. After devising the methodology, the next
step will be to put together a plan as to what is to be done.
For example, if the management wants to change the
promotion policy, it must decide as to what type of
employees will be affected by it, whether to change the
policy for all the departments at once or to try it on a few
selected departments first.
Strategy for the implementation of the plan. In this stage,
the management must decide on the „when‟, „where‟ and
„how‟ of the plan. This includes the right time of putting the
plan to work, how the plan will be communicated to the
employees in order to have the least resistance and how
the implementation will be monitored.
6. 2. Assessing Change Forces
The planned change does not come
automatically, rather there are many forces in
individuals, groups and organization which resist
such change.
The change process will never be successful unless
the cooperation of employees is ensured.
Therefore, the management will have to create
an environment in which change will be amicably
accepted by people.
If the management can overcome the
resistance, change process will succeed.
7. In a group process, there are always some forces
who favour the change and some forces that are
against the change. Thus, an equilibrium is
established is maintained.
Kurtlewin calls in the “field of forces”. Lewin assumes
that in every situation there are both driving and
restraining forces which influence any change that
may occur.
Driving forces are those forces which affect a situation
by pushing in a particular direction. These forces tend to
initiate the change and keep it going.
Restraining forces act to restrain or decrease the driving
forces.
8. Equilibrium is reached when sum of the
driving forces equals the sum of the
restraining forces as shown in the following
figure:
9. Force Field Analysis
There may be three types of situations, as both driving and
restraining forces are operating:
If the driving forces far out weight the restraining forces,
management can push driving forces and overpower restraining
forces.
If restraining forces are stronger than driving forces, management
either gives up the change programme or it can pursue it by
concentrating on driving forces and changing restraining forces
into driving ones or immobilizing them.
If driving and restraining forces are fairly equal, management can
push up driving forces and at the same time can convert or
immobilize restraining forces.
Thus, to make the people accept the changes, the management
must push driving forces and convert or immobilize the restraining
forces.
10. 3. Implementing the Change
Once the management is able to establish favourable
conditions, the right timing and right channels of
communication have been established the plan will
be put into action. It may be in the form of simple
announcement or it may require briefing sessions or in
house seminars so as to gain acceptance of all the
members and specify those who are going to be
directly affected by the change.
After the plan has been implemented there should be
evaluation of the plan which comprises of comparing
actual results to the objectives. Feedback will confirm
if these goals are being met so that if there is any
deviation between the goals and actual
performance, corrective actions can be taken.
12. TRAINING DEFINED
It is a learning process that involves the acquisition
of knowledge, sharpening of
skills, concepts, rules, or changing of attitudes and
behaviours to enhance the performance of
employees.
Training is activity leading to skilled behavior.
Training is about knowing where you stand (no
matter how good or bad the current situation looks)
at present, and where you will be after some point
of time.
Training is about the acquisition of
knowledge, skills, and abilities (KSA) through
professional development.
14. Training as a tool for increasing
manpower productivity
14
15. 15
The Workplace Skills Strategy
Human capital is increasingly
regarded as one of the major
drivers of productivity, economic
growth and competitive
advantage. As a demand-driven
Recognizing the importance of approach to human resource
human capital, the training and skills development, the
manpower sets out to generate: Training will build and
strengthen relationships with
A skilled, adaptable, motivated and and among workplace
resilient workforce
partners and better engage
A flexible, efficient labour market employers, unions to
respond to the challenges of
A responsive strategy to meet workplace skills
employers needs for skilled workers
development.
A learned employee can retain
customers and increase business &
market share thro’ proper behavior
and good public relations
16. 16
What type of investment must an
employer offer employees to gain
this?
An investment in training and education
is a sure payoff.
17. 17
Examples of Training Investments
Industryand government in the United States spend
approximately $90 billion each year on employee training and
education.
Average Japanese companies spends about 6% of budget on
training.
Studyof major automobile manufactures found U. S
automakers spend about 40 hours training new employees
compared to 300 hours for Japanese automakers.
Motorola’s CEO required all divisions to spend at least 2% of
budget on training. Over next 7 years, profits increased 47%
and it was estimated that each $1.00 in training yielded $30.00
in return.
18. 18
TRAINING ACTIVITIES SHOULD BE ALIGNED
WITH OVERALL OBJECTIVE OF THE
ORGANISATION,
WITH A MEANINGFUL EMPHASIS ON
VALUE ADDITION TO OUR
HUMAN RESOURCES.
19. 19
Case Study in Training to Support Industry
Standards –
The British National Health Service Project
1.3 million employees needed basic IT skills
training
Main objectives:
Address productivity issues
Prevent resistance to change by
preparing for it
Effect a change of behaviour and
change of attitude
20. 20
Factors to consider
Training to benefit organisation
Training to benefit employees
Training to benefit the industry
Provide a good return on investment?
21. 21
Why Training?
The sharing of information through training
is our most valuable tool to develop our
most valuable asset…our employees.
22. 22
TRAININGS SHOULD AIM AT
EMPOWERING THE EMPLOYEES
INCREASING PRODUCTIVITY
MAKING THE PROCESSES MORE EFFICENT AND
EFFECTIVE so as to ENSURE ULTIMATE CUSTOMER
SATISFACTION
IMPROVE THE OVERALL
PERFORMANCE OF THE ORGANISATION.
23. 23
Importance of Training – contd…
1. Respond to technology changes
affecting job requirements.
2. Respond to organizational restructuring.
3. Adapt to increased diversity of the
workforce.
4. Support career development.
5. Fulfill employee need for growth.
24. 24
Importance of Training
and Development
Maintain
skill levels
Advance skill and knowledge to improve
Performance (efficiency)
Service delivery (error rate)
Profitability (productivity, manpower)
Integrate new technologies into work
Establish standards for work practices
25. Importance Of Training and
Development
Optimum Utilization of Human Resources –Training and
Development helps in optimizing the utilization of human
resource that further helps the employee to achieve the
organizational goals as well as their individual goals.
Development of Human Resources – Training and
Development helps to provide an opportunity and
broad structure for the development of human
resources‟ technical and behavioral skills in an
organization. It also helps the employees in attaining
personal growth.
Development of skills of employees – Training and
Development helps in increasing the job knowledge
and skills of employees at each level. It helps to expand
the horizons of human intellect and an overall
personality of the employees.
26. Importance Of Training and
Development
The principal objective of training and development
division is to make sure the availability of a skilled and
willing workforce to an organization. In addition to
that, there are four other objectives:
Individual, Organizational, Functional, and Societal.
Individual Objectives - To help employees in achieving their
personal goals, which in turn, enhances the individual
contribution to an organization.
Organizational Objectives - assist the organization with its
primary objective by bringing individual effectiveness.
Functional Objectives - maintain the department contribution
at a level suitable to the organization ¶s needs.
Societal Objectives - To ensure that an organization is
ethically and socially responsible to the needs and challenges
of the society.
27. Importance Of Training and
Development
Productivity – Training and Development helps in increasing the
productivity of the employees that helps the organization further to
achieve its long-term goal.
Team spirit – Training and Development helps in inculcating the sense
of team work, team spirit, and inter-team collaborations. It helps in
inculcating the zeal to learn within the employees.
Organization Culture – Training and Development helps to develop
and improve the organizational health culture and effectiveness. It
helps in creating the learning culture within the organization.
Organization Climate – Training and Development helps building the
positive perception and feeling about the organization. The employees
get these feelings from leaders, subordinates, and peers.
Quality – Training and Development helps in improving upon the
quality of work and work-life.
Healthy work environment – Training and Development helps in
creating the healthy working environment. It helps to build good
employee, relationship so that individual goals aligns with
organizational goal.
28. Importance Of Training and
Development
Health and Safety – Training and Development helps in improving
the health and safety of the organization thus preventing
obsolescence.
Morale – Training and Development helps in improving the morale
of the work force.
Image – Training and Development helps in creating a better
corporate image.
Profitability – Training and Development leads to improved
profitability and more positive attitudes towards profit orientation.
Training and Development aids in organizational development i.e.
Organization gets more effective decision making and problem
solving. It helps in understanding and carrying out organisational
policies
Training and Development helps in developing leadership skills,
motivation, loyalty, better attitudes, and other aspects that
successful workers and managers usually display.
29. 29
Benefits of Training -
Individuals
Do job more efficiently – learn new
methods
Professional approach to work, engaged
in best practice routines
Personal satisfaction – felt valued
Recognised qualification to add to CV
30. 30
The Importance of Employee Training
in Increasing Sales
What Does Employee Training Do For Your
Business?
Keeps Good Employees
Expands Your Offerings = Business
Provides Better
Customer Service
Makes you MONEY!!
31. 31
The Importance of Employee Training
in Increasing Sales
Better Customer Service:
Direct Customer interaction changes as a business
grows
With a small business, the chance of interacting
may be 100%
customer owner
32. 32
The Importance of Employee Training
in Increasing Sales
Whatare your employees saying to the
customers?
We don‟t know
I require…!!
We can‟t help you
We don‟t sell
anything like that
customer
33. 33
The Importance of Employee Training
in Increasing Sales
Good Employees
Expanded Business
Better Customer Service
Makes you MONEY!!
34. 34
The Benefits of Training
Gives the supervisor more time
to manage, standardized
performance, less absenteeism,
less turnover, reduced tension,
consistency, lower costs, more
customers, better service
Gives the workers confidence to
do their jobs, reduces tension,
boost morale and job
satisfaction, reduces injuries and
accidents, gives them a chance
to advance.
Gives the business a good
image and more profit.
35. 35
Benefits of Training-a summary
Improved customer service and
public relations
Fewer complaints
Better morale and attitudes
Less turnover and absenteeism
More involved and caring
employees
Proactive vs. reactive employees
36. 36
Then why is training often neglected?
Urgency of need
Training time
Costs
Employee turnover
Short-term worker
Diversity of worker
Kinds of jobs (simple-
complex)
Not knowing exactly what
you want your people to
do and how
37. Training Process Model
II. Developing &
I. Needs
Conducting
Assessment
Training
III. Evaluating
Training
37
40. 40
2. Job Level
Job and task analysis.
Identify Key areas.
Review procedural and
technical manuals.
Design Training Program
41. 41
3. Individual Level
Determine who needs training
and what kind.
Tests.
Prior
training and
experience.
Performance review.
Career assessment.
42. 42
II. Developing and Conducting
Training
1. Determine location and who will conduct the
training.
Onsite facilities vs. offsite.
o
o Inside training staff vs. outside vendors.
2. Develop training curricula.
Based on job/task analysis and individual needs.
3. Select training methods.
oConsidering learning principles.
o Consider appropriateness and cost.
43. 43
III. Evaluating Training Effectiveness
Formal evaluation: uses
observation, interviews, and
surveys to monitor training while its
going on.
Summative evaluation: measures
results when training is complete in
five ways:
1. Reaction
2. Knowledge
3. Behavior
4. Attitudes
5.Productivity
44. Training Models
System Model
Transitional Model
Instructional System Development
Model(ISD)
45. System Model Training
The system model consists of five phases
and should be repeated on a regular
basis to make further improvements. The
training should achieve the purpose of
helping employee to perform their work to
required standards. The steps involved in
System Model of training are as follows
47. System Model Training
1.Analyze and identify the training needs - i.e. to
analyze the department, job, employees requirement,
who needs training, what do they need to learn,
estimating training cost, etc . The next step is to
develop a performance measure on the basis of which
actual performance would be evaluated.
2. Design and provide training to meet identified needs
- This step requires developing objectives of training,
identifying the learning steps, sequencing and
structuring the contents.
3. Develop - This phase requires listing the activities in
the training program that will assist the participants to
learn, selecting delivery method, examining the training
material, validating information to be imparted to
make sure it accomplishes all the goals & objectives.
48. System Model Training
4. Implementing - is the hardest part of the
system because one wrong step can lead
to the failure of whole training program.
5.Evaluating - each phase so as to make
sure it has achieved its aim in terms of
subsequent work performance. Making
necessary amendments to any of the
previous stage in order to remedy or
improve failure practices.
50. Transitional Model
Transitional model focuses on the organization as a whole. The
outer loop describes the vision, mission and values of the
organization on the basis of which training model i.e. inner loop
is executed.
Vision - focuses on the milestones that the organization would
like to achieve after the defined point of time. A vision
statement tells that where the organization sees itself few years
down the line. A vision may include setting a role mode, or
bringing some internal transformation, or may be promising to
meet some other deadlines.
Mission - explain the reason of organizational existence. It
identifies the position in the community. The reason of
developing a mission statement is to motivate, inspire, and
inform the employees regarding the organization. The mission
statement tells about the identity that how the organization
would like to be viewed by the customers, employees, and all
other stakeholders.
51. Transitional Model
Values - is the translation of vision and mission
into communicable ideals. It reflects the
deeply held values of the organization and is
independent of current industry environment.
For example, values may include social
responsibility, excellent customer service, etc.
The mission, vision, and values precede the
objective in the inner loop. This model
considers the organization as a whole. The
objective is formulated keeping these three
things in mind and then the training model is
further implemented
53. Instructional System Development Model
(ISD Model)
Instructional System Development model was
made to answer the training problems.
This model is widely used now-a-days in the
organization because it is concerned with the
training need on the job performance.
Training objectives are defined on the basis of job
responsibilities and job description and on the
basis of the defined objectives individual progress
is measured.
This model also helps in determining and
developing the favorable strategies, sequencing
the content, and delivering media for the types of
training objectives to be achieved.
54. Instructional System
Development Model
(ISD Model)
The Instructional System Development model comprises of five
stages:
1.ANALYSIS - This phase consist of training need assessment, job
analysis, and target audience analysis.
2. PLANNING - This phase consist of setting goal of the learning
outcome, instructional objectives that measures behavior of a
participant after the training, types of training material, media
selection, methods of evaluating the trainee, trainer and the
training program, strategies to impart knowledge i.e. selection of
content, sequencing of content, etc.
3. Development - This phase translates design decisions into
training material. It consists of developing course material for the
trainer including handouts, workbooks, visual aids, demonstration
props, etc, course material for the trainee including handouts of
summary
55. Instructional System Development Model
(ISD Model)
4. Execution - This phase focuses on logistical
arrangements, such as arranging
speakers, equipments, benches, podium, food
facilities, cooling, lighting, parking, and other
training accessories.
5. Evaluation - The purpose of this phase is to make
sure that the training program has achieved its
aim in terms of subsequent work performance. This
phase consists of identifying strengths and
weaknesses and making necessary amendments
to any of the previous stage in order to remedy or
improve failure practices.