Master of Business Administration in HRM (Semester 4)

Assignment

CHANGE MANAGEMENT
SUBJECT CODE – MU 0009
SET 2

Q1. Discuss types of organizational teams.

Ans. Most successful teams shape their purposes in response to a demand or

opportunity put in their path, usually by higher management. This helps
teams get started by broadly framing the company’s performance
expectation. Management is responsible for clarifying the charter, rationale,
and performance challenge for the team, but management must also leave
enough flexibility for the team to develop commitment around its own spin
on that purpose, set of specific goals, timing, and approach. There are six
major types of teams: informal, traditional, problem solving, leadership,
self-directed, and virtual.

1) Informal

• Social in nature
• Leaders may differ from those appointed by the organization

2) Traditional

• Departments/functional areas
• Supervisors/managers appointed by the organization

3) Problem-Solving

• Temporary teams

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 • Frequently cross-functional
• Focused on a particular project

4) Leadership

• Steering committees
• Advisory councils

5) Self-Directed

• Small teams
• Little or no status differences among team members
• Have authority to decide how to get the work done

6) Virtual

• Geographically spread apart

• Meetings and functions rely on available technology

Informal Teams:

Informal teams are generally formed for social purposes. They can help to
facilitate employee pursuits of common concerns, such as improving work
conditions. More frequently however, these teams form out of a set of
common concerns and interests, which may or may not be the same as the
organizations. Leaders of these teams generally emerge from the
membership and are not appointed by anyone in the organization.

Traditional Teams:

Traditional teams are the organizational groups commonly thought of as

departments or functional areas. Leaders or managers of these teams are
appointed by the organization and have legitimate power in the team. The

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team is expected to produce a product, deliver a service, or perform a
function that the organization has assigned.

Problem solving Teams:

Problem-solving teams or task forces are formed when a problem arises

that cannot be solved within the standard organizational structure. These
teams are generally cross-functional; that is, the membership comes from
different areas of the organization and is charged with finding a solution to
the problem.

Leadership Teams:

Leadership teams are generally composed of management brought

together to span the boundaries between different functions in the
organization. In order for a product to be delivered to market, the heads of
finance, production, and marketing must interact and come up with a
common strategy for the product. At top management levels, teams are
used in developing goals and a strategic direction for the firm as a whole.

Self-directed Teams:

Self-directed teams are given autonomy over deciding how a job will be
done. These teams are provided with a goal by the organization, and then
determine how to achieve that goal. Frequently there is no assigned
manager or leader and very few, if any, status differences among the team
members.

These teams are commonly allowed to choose new team members, decide
on work assignments, and may be given responsibility for evaluating team
members. They must meet quality standards and interact with both buyers
and suppliers, but otherwise have great freedom in determining what the
team does. Teams form around a particular project and a leader emerges

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 for that project. The team is responsible for carrying out the project, for
recruiting team members, and for evaluating them.

Virtual Teams:

Technology is impacting how teams meet and function. Collaborative

software and conferencing systems have improved the ability for
employees to meet, conduct business, share documents, and make
decisions without ever being in the same location. While the basic
dynamics of other types of teams may still be relevant, the dynamics and
management of virtual teams can be very different. Issues can arise with a
lack of facial or auditory clues; participants must be taken at their word,
even when video-conferencing tools are used.

Accountability is impacted by taking a team virtual. Each member is

accountable for their tasks and to the team as a whole usually with minimal
supervision. Key factors in the success of a virtual team are effective
formation of the team, trust and collaboration between members, and
excellent communication.

Q2. Mr. Ram is working in ‘United India’ a public sector company for last
15 years. The organization is facing competition from various private
and multinational companies. To meet the challenges, management
has decided to update their information system by integrating
information technology in every sphere of functioning. Mr. Ram is
accustomed to manual working system. He finds the new technology
and its working difficult to cope up with. To him the new technology
is a threat for his job performance. His professional and personal life
is badly affecting due to his new found job stress. After listening to
his problem his friend suggest him to develop self mastery.

• What nature of problem Mr. Ram is facing?

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 • What is self mastery?
• Explain the various spheres of self mastery that Ram should
follow to cope up the situation?

Ans. What nature of problem Mr. Ram is facing?

Mr. Ram is facing with the problem of change management. He is not able
to cope with the change which comes after the changes in working system
due to change in information technology. In other words, we can say he is
facing problem of self mastery.

What is Self Mastery?

Humans are multi-dimensional creatures. We are physical, emotional,

mental, and spiritual beings. Self mastery is the intentional pursuit of
growth and development in each of these areas. The physical aspects of
self mastery pertain to maximizing your body’s health and vitality, including
strength, flexibility, and cardio vascular training, as well as getting
adequate rest and eating a healthy diet.

On the emotional level, self mastery includes: 1) developing your ability to

identify and accept your emotions, 2) being authentic, 3) releasing negative
emotions in healthy and constructive ways, 4) being sensitive to others, 5)
expressing emotional vulnerability, and 6) fostering close and meaningful
relationships.

The mental aspects of developing greater self mastery focus on your

mindset, in particular, your fundamental assumptions and beliefs. This is a
key component of self mastery because mindset is causative and
determines your potential for success. Here is how: your beliefs and
assumptions determine your perceptions and judgments, which then trigger
your emotions and behaviors, which in turn determine your performance
and results. In other words, the seed of each of your successes and
failures is always your mindset.

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Spiritually, in the context of change leadership, self mastery pertains to
knowing who you are, pursuing your purpose in your work, being
connected to your higher self, and living in integrity with your core values.
Being in touch with these deeper aspects of yourself shapes your change
leadership strategies and behaviors, and unleashes your creativity, passion
and energy.

Behavior is the fifth area of self mastery. Behavior is the external

manifestation of deeper internal processes. When you identify a behavior
you seek to change, you will need to also discover the beliefs and
emotional reactions that drive that behavior. Behavior change in its
complete form touches all four other areas of self mastery.

Some of the key changes in leadership style, behavior, skills, tools, or

methods called for by transformation are listed below. Each requires some
sort of personal change in the change leaders to implement. It may be a
shift of worldview, belief, or mental model, a different emotional reaction, or
a new way of dealing with people. Making these personal changes will
dramatically increase your change leadership success. And that is the
benefit of self mastery!

1. You cannot control transformational change processes. They

emerge as you proceed. Consequently, you cannot pre-plan far in advance
and expect to actually follow your plan. You will need to constantly course
correct. This will require extreme flexibility on your part, an ability to let go
of control, involve more people, and remain calm and comfortable amid
chaos and uncertainty. Each of these is contrary to the old leadership
model that says leaders should know the answers and be in control.

2. Command and control does not work well for transformation. First,
you cannot control an emergent process, and trying to do so only makes it
that much more unpredictable. Second, you need people to take
responsibility and contribute, not wait for your direction. They need to be

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empowered. Otherwise, your change process will move too slowly and you
will not be able to alter course as new information arises. The chain of
command will bog things down. For most leaders, this fundamental change
in how they lead is profound.

3. You will need to co-create with others across boundary lines.

Transformation is seldom isolated to only one aspect of the organization.
Its success almost always requires working across functional, process,
hierarchical, or geographic boundaries. This requires a well-developed
capacity to collaborate, to engage in joint decision-making and consensus
building, and working with others, not against them. Not all leaders have
these skills.

4. You will need to focus first on enterprise-wide goals, and secondly

on your own turf’s needs. Transformation is always in support of some
larger enterprise-wide goal, and since it must be run with attention to cross
boundary interfaces, it requires all leaders to orient first to the bridge-
building common goals of the enterprise. This is a challenge for most
leaders because they have been promoted based on their ability to deliver
results in their function, region, or process. Sacrificing their own agenda for
the needs of the larger system is a difficult transition to make.

5. Transformation requires far more sophisticated ways of dealing with

people and their reactions. Marching into the unknown territory of
transformation can be scary. People will not just resist, they will be
genuinely frightened. Their core needs will be triggered. They will worry
about their job security, competence to excel in the new organization, and
whether they will gain or lose power as a result of the change effort.
People’s stress will skyrocket, and you will need to do more than simply
communicate better. You will need to learn about deeper aspects of human
dynamics such as core beliefs, human needs, and emotional reactions in
order to build strategies to deal with them. Making a real study of human

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dynamics is usually uncomfortable for most pragmatic, results-oriented
leaders. This is exacerbated by the fact that the only way leaders can really
learn about human dynamics is to explore their own. In other words, you
will need to pursue your own self mastery to really learn about other
people’s reactions.

6. You will need to find ways to support people and your culture to
change. Likely, your culture will need to evolve to support your
organization’s transformation. Certainly, many of your people will need to
change to succeed in the new state. We do not mean simply learn new
skills. People will need to alter their behaviors (e.g., more risk-taking,
greater span of authority, increased empowerment and responsibility),
which will call for deeper introspection into their own beliefs and emotional
reactions. This will require you to develop a new depth to your coaching
and mentoring. You will need to ensure that you are walking your own talk,
and are engaged in similar changes as you are asking of them. They will
expect you to lead the way. You cannot ask others to pursue self mastery if
you are not doing so.

7. You will need to engage many more people in ways other than top
down. Transformation is most successful when the entire organization
works together on the same team pulling for the same enterprise goals.
This requires far different involvement strategies than normal. Top down
cannot be the knee-jerk way you implement communications, visioning,
new state design, or any of the other key change activities. You will need to
think out of the box and find ways to engage people beyond the standard
project team. This can produce anxiety in leaders as they wrestle with their
internal drive for speed and their assumptions that people should follow
their orders without needing to be involved.

8. You will need to re-orient your need for speed and following a
timeline. Un-predictable, emergent processes that depend on people who

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 are emotionally triggered and needing to change themselves while still
performing cannot be placed on a rigid timeline. Best guesses are as good
as you are going to get. You can support your organization’s transformation
to go as fast as possible, but no faster. It will take the time it takes. Trying
to force more speed only makes change go slower. This is a very tough
fact for most leaders to swallow.

Q3. Explain the stages of organizational change.

Ans. Organizational change occurs when a company makes a transition from its
current state to some desired future state. Managing organizational
change is the process of planning and implementing change in
organizations in such a way as to minimize employee resistance and cost
to the organization, while also maximizing the effectiveness of the change
effort.

Organizational change can be conceptualized in 4 broad stages:

• Awareness
• Adoption
• Implementation
• Institutionalization

Each stage is important in the development, implementation and

maintenance of a palliative care program. Once the program has been
institutionalized (stage 4), change continues within the program and the
organization through an ongoing cyclic process of assessment and
innovation.

Stage 1: Awareness

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 Components Operationalization
• Identify needs • Conduct needs
• Search for possible assessment
solutions • Brainstorm / research
• Create tension for change ways to meet needs
• Communicate needs to
key leaders

Stage 2: Adoption

Components Operationalization
• Decide upon a course of • Develop a proposal
action • Present the proposal to key
• Formulate policy / stakeholders
procedure for implementing
change • Key personnel have time and
resources to plan
• Allocate initial resources

Stage 3: Implementation

Components Operationalization
• Resources allocated for • Obtain resources to launch
implementation programme (money, staffing,
• Carry out innovation physical space etc.)
• Observe reaction of • Being palliative care
organization members practice and observe response
• Observe reaction of • Market Palliative Care
organization members Programme
• Define Roles • Market Palliative Care
Programme

Stage 4: Institutionalization

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Components Operationalization
• Integrate innovation into • Referrals to Palliative Care
routine organization Programme become regular
operations • Policies and Procedures
• Internalize goals and Guide Care
values surrounding innovation • Palliative Care throughout
institutions improves
• Evaluation leads to improved
care

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