1. Savita Patil

2. Group Dynamics
• Group dynamics refers to a
system
of
behaviors
and
psychological processes occurring
within a social group (intra group
dynamics), or between social
groups (inter group dynamics).
• It was social psychologist Kurt
Lewin (1890–1947) who coined
the term group dynamics to
describe the positive and negative
forces within groups of people.

3. Change Management
• Change management is an
approach
to
transitioning individuals, teams,
and organizations to a desired
future state.
• Change management is the
application of a structured
process and set of tools for
leading the people side of
change to achieve a desired
outcome.

4. THE FRAME WORK FOR CHANGE
The effective management of change
involves three steps:
a) Understanding the current state
of the Group.
b) Establishing the state in which the
group wants to be in the future.
c) Moving the group through a
transition towards the foreseen
state.

5. Why Change Management is Difficult?

6. LEVEL OF MANAGEMENT INVOLVED
 Change is often aimed at the lower or middle
levels of the organization.
 Organization frequently get into trouble
because the senior staff do not support the
change strategy.
 The senior executives either need to be won
over or worked around and this requires
considerable skill on the part of the executive
initiating change.

7. IMPEDIMENTS TO CHANGE
• Some of the impediments to change are:
 Major problems that had not been foreseen.
 Co-ordination of activities (for example, by task force,
committees, supervisors) not effective enough.
 Competing activities distracted attention from the change
effort.
 Insufficient skills / abilities of employees involved with the
change.
 Inadequate training of and instruction to lower level
employees.
 Uncontrollable factors in the external environment (e.g.,
competitive, economic, governmental control, laws) having
an adverse affect.

8. HOW SHOULD CHANGE OCCUR?
 Selecting a change strategy.
 Implementing the change strategy.
 Establishing systems and processes to
maintain the new situation.
 Evaluating the change effort.

9. RESISTANCE AND HOW
TO DEAL WITH IT
• Education &
Communication
• Participation &
Involvement
• Facilitation & Support
• Negotiation &
Agreement
• Manipulation

10. IMPLEMENTING CHANGE
1.First Stage : RECOGNITION
 Stimulus: Initially there will be some kind
of stimulus, such as a downturn in profits
or the loss of key personnel, which will
cause the executive to consider whether
change is necessary.
 Reaction: A stimulus will usually give rise
to some kind of reaction, however, it is
unlikely that one’s initial response will give
rise to anything deeper than first order
change.
 Response: The four responses which are
related to mindsets are Despair, Denial,
Resistance or Consideration

11. Second Stage : DEVELOPMENT &
ACTION
Development: To progress, people not only have
to be prepared to consider new ways of
operating, they must also discard old patterns of
thinking and behaving before they genuinely try
to adopt different approaches
Full Transition: As the organization or individual
begins to master most aspects of the situation
they experience feelings of rising certainty and
capability