ckm m1 intro

MODULE 1

Introduction1. 2. 3. 4. Change :Introduction, Meaning, Need, Implication Personal Change, Meaning, Understanding Personal Change Personal Change Process, Components Of Personal Change:a) b) c) d) Self Self Self Self Awareness, Analysis, Efficacy, Esteem

5. Organizational Roles a) Making Organizational Roles Effective And b) Role Efficacy, c) Importance.

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SECTION A : Change Management Ch:1CHANGE

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CHANGE

Copyright 2010, R L Nandeshwar, Balakrishna Jayasimha

Change and Knowledge Management (2nd Edition)

R L Nandeshwar, Balakrishna Jayasimha

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RECOMMENDED BOOKS: MANAGING CHANGE

REFERENCE BOOKS:

REFERENCE BOOKS: KNOWLEDGE MANAGEMENT

He who rejects change is the architect of decay. The only human institution which rejects progress is the cemetery. ~Harold Wilson

If you don't like something change it; if you can't change it, change the way you think about it. ~Mary Engelbreit

It is not necessary to change. Survival is not mandatory. ~W. Edwards Deming

When we are no longer able to change a situation, we are challenged to change ourselves. ~Victor Frankl

Change is inevitable - except from a vending machine. ~Robert C. Gallagher

If you're in a bad situation, don't worry it'll change. If you're in a good situation, don't worry it'll change. ~John A. Simone, Sr.

There is a certain relief in change, even though it be from bad to worse! As I have often found in travelling in a stagecoach, that it is often a comfort to shift one's position, and be bruised in a new place. ~Washington Irving

They must often change, who would be constant in happiness or wisdom. ~Confucius

Time is a dressmaker specializing in alterations. ~Faith Baldwin

Time is a dressmaker specializing in alterations. ~Faith Baldwin

The man who never alters his opinion is like standing water, and breeds reptiles of the mind. ~William Blake

Time, which changes people, does not alter the image we have retained of them. ~Marcel Proust

It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. ~Author unknown, commonly misattributed to Charles Darwin

The wheel of change moves on, and those who were down go up and those who were up go down. ~Jawaharlal Nehru

Those who expect moments of change to be comfortable and free of conflict have not learned their history. ~Joan Wallach Scott

All change is not growth, as all movement is not forward. ~Ellen Glasgow

After you've done a thing the same way for two years, look it over carefully. After five years, look at it with suspicion. And after ten years, throw it away and start all over. ~Alfred Edward Perlman, New York Times, 3 July 1958

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Introduction to ChangeIn 513 B.C., Heraclitus of Greece observed There is nothing permanent except change. And in the 16th century, Niccolo Machiavelli stated in his political treatise, The Prince, There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Change has no beginning and no end. It is a continuous process. The process by which individuals, groups and organizations sense and respond to the necessity for change has been the focus of much research and practical attention in recent times. The current trend is to use the term Organizational Development to refer to the process of preparing for Managing Change. Change Management has also to be seen in the light of the discussion on Knowledge Management, which took several turns during the nineties.Copyright 2010, R L Nandeshwar, Balakrishna Jayasimha

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Meaning of ChangeChange is concerned with making things different. Change intervention is a planned action to make things different. The person or persons who act as catalysts and assume the responsibility for managing the change process is the change agent. Alternatively Change is the process, tools and techniques to manage the people side of change processes, to achieve the required outcomes, and to realize the change effectively within the individual change agent, the inner team, and the wider system which includes the organization. From birth to death change is our constant companion. Mankind noticed the ever presence of change centuries ago.Copyright 2010, R L Nandeshwar, Balakrishna Jayasimha

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Need for Change Change management is not a matter of simplyfollowing steps. Since no two changes are exactly alike, following a recipe for change management is not enough. The right approach will be situation specific.

The Larger System Team or Organization

There are a multitude of concepts on ChangeManagement and it is very difficult to get a common denominator from all the sources that are applying the phrase to their mental maps of organizational development.

Self

In essence, change takes place on three levels: Theself, the team or the (small) organization and the wider system that surrounds the team or the small organization or the organizational unit, depending how the borders are defined. In a process, change needs to be facilitated on all three levels to become sustainable.1 27

Levels of ChangeCont.Copyright 2010, R L Nandeshwar, Balakrishna Jayasimha



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11. 2. 3. 4. 5. 6. 7.


The following are some of the principle causes of change in our work environment: Mission Workload Political Environment Changes In Management Resources Technological


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Implications to ChangeDuring the implementation of change, one comes across the following phases of change:Phases of Change

Phases of Change

Denial

Bargaining & Negotiating

Anger


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How to Deal with Change?The world is constantly changing at an accelerated rate. Consequently, organizations and individuals must continually adapt to this changing environment by changing themselves or they will not survive. Change may affect ones job security, earnings, status, personal relationships well-established habits and routines. A good attitude shift can minimize and even overcome resistance to change. Once Change is communicated and implemented, active part can be taken in reducing the effects on by: 1. 2. 3.1 30

Accepting Communicating PlanningCopyright 2010, R L Nandeshwar, Balakrishna Jayasimha



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How to Manage Change?Management of change is a complex undertaking. Before a particular change is shaped and implemented effectively in an organization a certain minimum cardinal number of steps need to be followed. Change often generates negative emotional reactions. The very term Change is threatening to many. Change has often led to upheaval, has come to be associated with rebels or incompetents. Many therefore find it difficult to see it as a prime management function. However change can be healthy and positive. It can also be brought about as to stabilize rather than upset things.Copyright 2010, R L Nandeshwar, Balakrishna Jayasimha

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Human Factor of ChangeThe greatest single factor in any change is Human. This encompasses among others, personal value systems, informal relations, personal ambitions and preferred career routes. Any change inevitably has human consequences which, if ignored can lead to disaster. Lack of recognition of the human side of change can waste money, time and people. Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. Check that people affected by the change agree with, or at least understand, the need for change, and have a chance to decide how the change will be managed, and to be involved in the planning and implementation of the change. Use face-to-face communications to handle sensitive aspects of Copyright 2010, R L Nandeshwar, Balakrishna Jayasimha organizational change management.R L Nandeshwar, Balakrishna Jayasimha Excel Books

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PERSONAL CHANGE


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Meaning of Personal ChangeSome of the things you might wish to change are: 1 34

Unwanted emotional reactions > Empowering emotions Limited choices > Flexibility Stress > Relaxation Physical illness > Health Imbalances > Balance Mysteries > Awarenesses Negative attitudes > Positive outlook Fragmentation > Wholeness Passivity > ActionCont.Copyright 2010, R L Nandeshwar, Balakrishna Jayasimha



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Personal change is defined as means of improvement in an individuals life. However, personal change might need some help in finding out HOW to change. The aim of Personal Change involves tapping the unlimited potential available in the individual.


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Understanding Personal ChangePersonal Change is a process of movement of an individual from current undesirable level to a desirable level of behavior to improve the organizational and individual effectiveness and efficiency. The aim of personal change is to tap the unlimited potential available in an individual. Personal Change is possible by oneself or by seeking the help of professionals or well wishers. It can be well understood by the following model. Simple Representation of Personal ChangeBy Oneself

Individuals current behavior (Undesirable)

Personal Change

Changed Behaviour (Desired Behaviour)

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Personal Change ProcessThere are many types of personal change that can help you to improve your life. There are things you can do by yourself, and there are things you might need a mental or spiritual practitioner to help you with. A great many avenues and techniques are available for you.Personal Change Process Step 1: Discovery Step 2: Clearing

Step 3: Programming

Step 4: Processing


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John Fisher Model of Personal ChangeJohn Fishers model of personal change - The Transition Curve - is an excellent analysis of how individuals deal with personal change. This model is an extremely useful reference for individuals dealing with personal change and for managers and organizations helping staff to deal with personal change.

Cont.Copyright 2010, R L Nandeshwar, Balakrishna Jayasimha

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SECTION A : Change Management Ch:1CHANGEThis can work and be good I can see myself in the future Did I really do that? Anxiety Happiness Fear I'll make this work if it kills me!! Moving Forward Who am I?

Can I cope?

What impact will At Last something's this have? How will it going to affect me? change! This is bigger than I thought!

Denial Change? What Change?

Gradual Acceptnace

Threat J M Fisher 2000

Guilt

Depression

Hostility

John Fischers Personal Transition Process1 39




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SECTION A : Change Management Ch:1CHANGEComponents of Personal Change

Components of Personal ChangePersonal change is followed as one sees a pattern emerging about the sorts of skills one feel most comfortable using the information about the dissonance of present stage and movement to the desired state. To know the dissonance of the present stage one needs to understand the following which is stated as the components of personal change.

SelfEfficacy

SelfAnalysis

Personal Change

SelfAwareness

SelfEsteem


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SelfSelf-awarenessSelfSelf-awareness is the explicit understanding that one exists. exists. Furthermore, it includes the concept that one exists as an individual, separate from other people, with private thoughts. It thoughts. may also include the understanding that other people are similarly self-aware.. self-

Self awareness- Introduction awareness-

Knowing others is wisdom, knowing yourself is Enlightenment. Tao Tzu

Self awareness- Introduction awarenessAwareness is the first step in the creation process. As you grow in self awareness, you will better understand why you feel what you feel and why you behave as you behave. That understanding then gives you the opportunity and freedom to change those things youd like to change about yourself and create the life you want.

Self awareness- Introduction awarenessWithout fully knowing who you are, self acceptance and change become impossible. Having clarity about who you are and what you want (and why you want it), empowers you to consciously and actively make those wants a reality

Who's the expert?When we want good, solid information, we turn to the experts. So, who are you going to turn to for information about yourself? Who's the expert?

You.Does a friend, a therapist, a minister, your hero, your spouse, your parents know more about you than you? They can't. You live in your skin and mind 24 hours a day, 7 days a week, 52 weeks a year. Day in and day out. No ones closer to you than you!

Definition of Self awarenessThe ability to know and understand one's self. SelfSelf-awareness is the ability to perceive one's own existence, including one's own traits, feelings and behaviors. SelfSelf-awareness is a personal understanding of the very core of one's own identity. It is the basis for many other human traits, such as accountability and consciousness.

Levels Of SAJohari Window gives to look what one is conscious is ones social exchanges and what one is not. Joseph Luft & Harrington Ingham have developed a JW.

Johari Window

Johari windowQUADRANT I. The area of free activity or public area, refers to behavior and motivation known to self and known to others. QUADRANT II, The blind area, where others can see things in ourselves of which we are unaware. QUADRANT III. The avoided or hidden areas, represents things we know but do not reveal to others, (e.g., a hidden agenda, or matters about which we have sensitive feelings). QUADRANT IV. Areas of unknown activity, in which neither the individual nor others are aware of certain behaviors or motives. Yet, we can assume their existence because eventually some of these behaviors and motives were influencing our relationship all along.

Change in AwarenessThe awareness about self is not static, rather, it changes continuously. As awareness changes, quadrant to which the psychological state is assigned also changes. eleven principles of such change.1. A change in one Q will affect all other Q 2. It takes energy to hide behaviors involved in interaction. 3. Threats tends to decrease awareness, Mutual trust tends to increase A 4. Forced A is undesirable 5. Interpersonal learning will lead Q1 large & other small

Cont..6.Working with others will involve more resources. 7.The smaller the Q the poorer the communication 8. There is universal curiosity about the unknown area, but this is held in check by diverse fears. 9. Learning about group processes, as they are being experienced, helps to increase A. 10. The value systems of a group and its members may be observed in the way the group deals with unknown in the life of the group itself. 11. Sentivity means appreciating the covert aspects of behavior in Q2,3,4 and respecting the desire of others to keep them so.

Self AnalysisSelf analysis is an independent methodical attempt to study and comprehend one's own personality, emotions, and behavior To make decisions about our career first we should know our self and hence we have to do self analysis. Exercise

The Myers-Briggs Type MyersIndicator (MBTI)

Overview1. 2. 3. 4. 5. 6. SelfSelf-Report Instrument Nonjudgmental Instrument Preference Indicator Well Researched Instrument Based on Jungs Theory Built for the normal population

Four Dimensions of Personality TypeHow we interact with the world and where we direct our energy The kind of information we naturally notice How we make decisions Whether we prefer to live in a more structured way or a more spontaneous way

ExtraversionInterest Orientation

Introversion

E

Outer world of actions, objects, and people

Inner world of ideas and concepts

I

SensingPerception

iNtuition

S

Immediate reality and direct experience

Inferred meanings and relationship s

N

ThinkingJudgment

Feeling

T

Reliability of logical order cause and effect

Priorities based on personal importance and values

F

JudgmentEnvironment Orientation

Perception

J

Judging attitude Control of events and systematic planning

Spontaneity Curious, awaiting events and adapting to them

P

ISTJTake Your Time and Do It Right

ISFJOn My Honor, to Do My Duty

INFJCatalyst for Positive Change

INTJCompetence + Independence = Perfection

ISTPDoing the Best I Can With What Ive Got

ISFPIts the Thought That Counts

INFPStill Waters Run Deep

INTPIngenious Problem Solvers

ESTPLets Get Busy!

ESFPDont Worry, Be Happy

ENFPAnythings Possible

ENTPLifes Entrepreneurs

ESTJ

ESFJ

ENFJThe Public Relations Specialist

ENTJEverythings Fine Im in Charge

Taking Care of What Can I Do Business For You?

Self awareness is the process of knowing oneself and is the first step in creating a professional career plan that reflects who you are and what is important to you. You need to assess your skills, competencies, personal characteristics, interests and values to define your career goals and to assist you throughout the job search process. Before you can determine what you would like to do in your future career, you need to discover who you are. People continue to change, grow and develop and it is therefore necessary to periodically reassess yourself.

Career Decision-Making Process

A key part of the career decision making process is to identify the following:What are my passions/interests? What do I really enjoy doing? What type of environment attracts me? What do I do best? What are my strongest skills? What differentiates me from others seeking similar work? What are my values and priorities? What are my likes/dislikes? What are my strengths? What are my weaknesses? How does work fit in with other aspects of my life? What would my ideal job look like? What do I want my life and work to look like five years from now? How would I describe my management style?

SELF AWARENESS QUESTIONNAIRE My reason for doing an MBA is I came to the conclusion that I wanted to undertake an MBA because The key elements of my ideal job are Others tell me I am good at I get energized/excited at work when I am I get the most job satisfaction when I enjoy working in an environment where I

Self Awareness AnalysisKey achievements Key transferable skills Personal characteristics Work related values Passions and interests Strengths and weaknesses Work/life balance requirements.

Did you identify a problem and solve it? Did you introduce a new system or procedure that made work easier or more accurate? Did your efforts increase the companys profit line? Did you increase productivity or reduce downtime? How did the savings affect the bottom line? Did you effectively manage systems or people? What were the results of your efforts? Did you initiate a sales or incentive program that worked? What were the results in dollars? On company image? On morale? ______________

Did you participate in decision making or planning? What contributions did you make to the team? Did you write any major reports, programs, publications, promotions or newsletters? Who was the intended audience? What was the distribution? Did you improve the efficiency of people or operations? What were the savings? Were you responsible for reducing staff or an operation? Were you involved in a start up or business closure?

What were the challenges you faced? What success did you have? Did you automate or create systems or procedures? How many people did you train? How much money was involved in the automation? Were you a liaison between departments? How were you able to make things run more efficiently? Did you produce reports or data that enabled management to make more informed decisions? Did you receive any awards, bonuses or promotions? Did someone in a more senior position ever give you a particularly strong compliment?

Transferable SkillsInterpersonal and Communication Skills Interpersonal and Communication Skills Interpersonal and Communication Skills Information Management Skills Research, Investigation and Critical Thinking Skills Technical / Scientific Skills

Interpersonal and Communication Skills Listening Counselling Negotiating Caring and understanding Explaining Encouraging Interacting effectively with others Teaching, coaching, training Expressing ideas and feelings openly Working effectively under pressure Speaking in public Initiating Leading groups Motivating Working co-operatively coSelling Persuading Conveying information through a variety of channels

Interpersonal and Communication Skills Analysing tasks Identifying people and resources useful for task completion or problem solving Motivating and leading people Scheduling Programming Planning Organising Implementing Managing time Decision-making Decision Controlling Setting priorities Assessing needs

Information Management Skills Categorising and storing information Retrieving information Evaluating data Manual calculation Computing Synthesizing Organising information effectively

Research, Investigation and Critical Thinking Skills Defining the problem Researching data Creating innovative solutions to complex problems Analysing relationships between events and ideas Managing change Identifying critical issues for decision-making decision Designing an experiment, plan or model for problem solving Formulating questions for problem solving Using a variety of sources for information Being observant

Selecting Studying Predicting Investigating Checking attention to detail Thinking laterally Using deductive and analytical skills

Technical / Scientific Skills Understanding scientific and technological concepts Computing Researching Manipulating data, objects, tools, machines etc Building Installing Repairing Designing Investigating

Following instructions Giving attention to detail Assembling Deducing from observations and manuals how things work Operating Adapting to new machinery Learning new skills

Skills Summary From the list above, identify your key skills and those you enjoy using the most: 1. -------------------2. -------------------3. -------------------4. --------------------5. --------------------6. -----------------------

Personal CharacteristicsAdaptable Adventurous Aggressive Alert Ambitious Assertive Calm Caring Critical Cautious Challenging Cheerful Competitive Compassionate Dedicated Dependable Demanding Diplomatic Dynamic Easygoing Efficient Emotional Energetic Humble Humorous Idealistic Impatient Impulsive Industrious Inquiring Introverted Intuitive Kind Level Headed Logical Methodical

Personal CharacteristicsMeticulous Modest Observant Open Minded Optimistic Organized Passive People Oriented Persevering Polite Practical Rational Reasonable Responsible Self Disciplined Self Starter Sense of Humour Sensitive Sentimental Sociable Sympathetic Tactful Tolerant Trusting Understanding Versatile Others:

List the six characteristics from above that are most like you: 1. --------------------2. --------------------3. -------------------4. ---------------------5. -------------------6. --------------------

List five characteristics from the above list that are least like you: 1. --------------------2. -------------------------3. -------------------------4. -----------------------5. ---------------------------------

Work Related ValuesValue 10 Independence Teamwork Wealth Power Prestige Leadership SelfSelf-fulfilment Creativity Security Nurturing 1 2 3 45 6 7 8 9

Friendship Health Pleasure Family Duty / RoutineChallenge Environment Geography Benefits Change / Variety Other?

1 2 3 4 5 6 7 8 9 10

Assessing Your Passions And Interests LIKES DISLIKES

Assessing Your Strengths and Weaknesses Strengths Weaknesses

Work/Life Balance Goals

What interests or further study do I wish to pursue?

How much time do I want to spend with my family?

How many hours per week do I expect to work?

What income do I require to meet my life goals?

SelfSelf-efficacy and Self-esteem Self-

No one can Make you feel inferior Without your Consent.Eleanor Roosevelt

How much do you believe in your self? On a piece of paper write down the percentage of how much you believe in yourself. 100%? 75%? 50%? What are you achieving with that percentage? What would happen if you believed in yourself 25% more? Dreams and self belief are free. You can take all you want and walk away.

DefinitionSelfSelf-efficacy is the belief that one is capable of performing in a certain manner to attain certain goals. It is a belief that one has the capabilities to execute the courses of actions required to manage prospective situations

DefinitionPerceived self-efficacy is defined as selfpeople's beliefs about their capabilities to produce designated levels of performance that exercise influence over events that affect their lives. Self-efficacy beliefs Selfdetermine how people feel, think, motivate themselves and behave

A strong sense of efficacy enhancesPeople with high assurance in their capabilities approach difficult tasks as challenges to be mastered rather than as threats to be avoided. Such an efficacious outlook fosters intrinsic interest and deep engrossment in activities. They set themselves challenging goals and maintain strong commitment to them. They heighten and sustain their efforts in the face of failure.

They quickly recover their sense of efficacy after failures or setbacks. They attribute failure to insufficient effort or deficient knowledge and skills which are acquirable. They approach threatening situations with assurance that they can exercise control over them. Such an efficacious outlook produces personal accomplishments, reduces stress and lowers vulnerability to depression

In contrast,people who doubt their capabilities shy away from difficult tasks which they view as personal threats. They have low aspirations and weak commitment to the goals they choose to pursue. When faced with difficult tasks, they dwell on their personal deficiencies, on the obstacles they will encounter, and all kinds of adverse outcomes rather than concentrate on how to perform successfully. They slacken their efforts and give up quickly in the face of difficulties.

They are slow to recover their sense of efficacy following failure or setbacks. Because they view insufficient performance as deficient aptitude it does not require much failure for them to lose faith in their capabilities. They fall easy victim to stress and depression.

efficacy can be developed by four main sources of influence1. Successes build a robust belief in one's personal efficacy 2. A resilient sense of efficacy requires experience in overcoming obstacles through perseverant effort. Some setbacks and difficulties in human pursuits serve a useful purpose in teaching that success usually requires sustained effort. effort. 3. Seeing people similar to oneself succeed by sustained effort raises observers' beliefs that they too possess the capabilities to master comparable activities required to succeed 4. People who are persuaded verbally that they possess the capabilities to master given activities are likely to mobilize greater effort and sustain it

Distracts1. Failures undermine it, especially if failures occur before a sense of efficacy is firmly established 2. If people experience only easy successes they come to expect quick results and are easily discouraged by failure 3. observing others' fail despite high effort lowers observers' judgments of their own efficacy and undermines their efforts 4. It is more difficult to instill high beliefs of personal efficacy by social persuasion alone than to undermine it

psychological processes through which self-beliefs of selfefficacy affect human functioning 1. Cognitive Processes-----self-appraisal of Processes-----selfcapabilities action are initially organized in thought 2. Motivational Processes------self-regulation of Processes------selfmotivation 3. Affective Processes--------- People's beliefs in Processes--------their coping capabilities affect 4. Selection Processes-------People avoid activities Processes-------People and situations they believe exceed their coping capabilities. But they readily undertake challenging activities and select situations they judge themselves capable of handling

How to raise and maximize your sense of self-efficacy selfKnowledge is the key. Challenge your assumptions. y Do something yourself. y See how other people do things. y Use your brain and mind effectively.

SelfSelf-EsteemWhat is it?SelfSelf-esteem refers to the way we see and think about ourselves. Self Esteem: Feelings we have about ourselves

DistinctionIt is important here to understand the distinction between self-esteem selfand self-efficacy. Self-esteem relates selfSelfto a persons sense of self-worth, selfwhereas self-efficacy relates to a selfpersons perception of their ability to reach a goal.

SelfSelf-EsteemWhats it made of?Your self-esteem is selfmade up of all the experiences and interpersonal relationships youve had in your life. Everyone youve ever met has added to or taken away from how you see yourself!

The Effects of High Self-Esteem SelfPeople with high self-esteem possess the selffollowing characteristics: characteristics: 1. They like to meet new people. people. 2. They dont worry about how others will judge them. them. 3. They have the courage to express themselves. themselves. 4. Their lives are enriched with each new encounter.

5. They are nicer to be around. 6. Their ideas are met with interest because others want to hear what they have to say. 7. They are magnets to positive opportunities!

People with high self-esteem have an I think I can attitude!

Leader to others Change the bad Accept failure

Appreciate life

Good Self Esteem

Doesnt submit to peer pressure

Willing to try new things Believes in self

Is not a threat to others

The Effects of Low Self-Esteem SelfPeople with low self-esteem possess the following selfcharacteristics: characteristics: 1. They dont believe in themselves. themselves. 2. They see themselves failing before they begin. begin. 3. They have a hard time forgiving their mistakes and make themselves pay the price forever. forever. 4. They believe they can never be as good as they should be or as others.

5. They are afraid to show their creativity because they will be ridiculed. 6. They are dissatisfied with their lives. 7. They spend most of their time alone. 8. They complain and criticize. 9. They worry about everything and do nothing.

People with low self-esteem have an I can t do it attitude.

12 Steps to High Self-Esteem SelfStep 1 -Forgive yourself for past mistakes. Step 2 -Focus on your positive attributes. Step 3 -Follow the example of successful people. Step 4 -Become a self talker.

Step 5 -Exhibit a good attitude. Step 6 -Get plenty of rest. Step 7 -Make your work skills your own Step 8 -Practice your talents

Step 9 -Become physically fit. Step 10 -Learn new things. Step 11 -Improve your personal relationships. Step 12 -Dress well!

Lets ReviewSelf1. Self-esteem comes from every experience of your life. 2. How you view yourself affects everything you do in life. 3. High self-esteem gives you a GOOD selffeeling about yourself. 4. Low self-esteem distorts your view of selfyourself. 5. Self-esteem can me improved! Self-

Who has contributed to your self esteem?(play clip from lion King) King) play clip from Princess Diaries)

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Organizational RolesPersonal Change has a direct impact in an Organization and the roles that individuals play. In a social system an organization has roles with expectations that require individuals to perform certain tasks called job duties. Discharge of the duties is dependant on the individual whose personality has certain dispositions. Integrating the two leads to defining the Behavioral requirements of an Organization which could be: 1. 2. 3. People must be attracted not only to the organization but also to remain in it. People must perform the task for which they are hired, and must do so in a dependable manner. People must go beyond the dependable role performance and engage in creative, spontaneous and innovative behavior at work.Cont.Copyright 2010, R L Nandeshwar, Balakrishna Jayasimha

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Major Organizational Roles during Change Management Change Initiator: It is conventional wisdom among organizational

development consultants that successful change is often provoked by a deep hurt or crisis in the organization. Change Agent: The change agent is the person responsible for organizing and coordinating the overall change effort. Champion for Change: Change efforts often require a person or group who continues to build and sustain strong enthusiasm about the change. 4. Sponsor of Change: Usually, there is a one key internal person or department that is officially the sponsor, or official role responsible for coordinating the change process.Copyright 2010, R L Nandeshwar, Balakrishna Jayasimha

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Making Organizational Roles EffectiveEffectiveness in organizational roles is the key to the successes of any organization. Employees can be motivated to have consistently high performance if their roles were designed in a suitable way that matches their personalities. Role effectiveness depends on: Having high role efficacy on the part of the role occupant, and By developing a style and strategy to cope with the Role Conflict or Stress.

Role Efficacy Role Efficacy and Effectiveness Regarding organizational aspects, a participative climate, in which the employees get higher job satisfaction, contributes to role efficacy. It seems that a climate promoting concern for excellence, use of expertise, Cont. and concern for the large issues also contributes to role efficacy.Copyright 2010, R L Nandeshwar, Balakrishna Jayasimha

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Aspects of Role Efficacy Dimension 1: Role Making i. ii. iii. Self-role Integration Proactivity Creativity

iv. Confrontation Dimension 2: Role Centering i. ii. iii. i. ii. iii.1 114

Centrality Influence Personal growth Inter-role linkage Helping relationship Super ordinationR L Nandeshwar, Balakrishna JayasimhaCont.Copyright 2010, R L Nandeshwar, Balakrishna Jayasimha

Dimension 3: Role Linking


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Role Conflict/Stress and Effectiveness Role Space Conflicts a) b) c) d) a) b) c) d) e) f)1 115

Self-Role distance Intra-role conflict Role stagnation Inter-role distance Role ambiguity Role overload Role erosion Resource inadequacy Personal inadequacy Role isolationCopyright 2010, R L Nandeshwar, Balakrishna Jayasimha

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Role EfficacyThe Concept and Dimensions of Role Efficacy

The performance of a person working in an organization dependsOn his own potential effectiveness as a person, His technical competence, His managerial experience, as well as now the role which he performs in the organization

The Person and The RoleIt is the integration of the two that ensures the person's effectiveness in the organization. Effectiveness of a person-in-a-role-in-an- organization, therefore, may depend on His own potential effectiveness, The potential effectiveness of the role The organizational climate.

The potential effectiveness can be called efficacy.

Personal efficacy would mean potential effectiveness of a person in personal and interpersonal situations. Role efficacy would mean the potential effectiveness of an individual occupying a particular role in an organization. Role efficacy can be seen as the psychological factor underlying role effectiveness. In short, role efficacy is potential effectiveness of a role

People with high role efficacy seem to experienceLess role stress and work-related tension. They rely on their own strengths to cope with problems Use more focused behaviour, Interact with people and the environment persist in solving problems (mostly by themselves), show commitment to their work.

A participatory environment provides staff higher satisfaction and contributes to role efficacy.

An environment characterized by control seems to lower role efficacy.

The Ten Aspects of Role EfficacyRole efficacy has ten aspects. These aspects can be classified into three groups or dimensions, 1. Role making,

2. Role centering 3. Role linking.Role making is an active attitude towards the role, i.e. defining and making the role one likes to take on. Role centering is concerned with increasing the power of the role, making it more important. Role linking is concerned with extending the relationship of the role with other roles and groups. The three dimensions have been further sub-divided into the ten aspects of role efficacy

The ten aspects of role

efficacy

Role Making Self-role integration Proactively Creativity Confrontation

Role linking Inter-role linkage Helping relationship Aspects of Role Efficacy

Role centering Centrality Influence Personal growth

Role makingSelf-role integration

All people have strengths, experience, technical expertise, special skills, and some unique contributions to make. The roles that people play should provide an opportunity to utilize these skills and strengths to ensure a high level of role efficacy. When their role provides them with greater opportunity for using their special strengths, their role efficacy is likely to be higher. If there is a gap between people and their roles, role efficacy is likely to be low.

Pro-activity

People respond to expectations of others in fulfilling their role at work. When that person is also expected to take the initiative in starting some activity, the efficacy will be higher. Reactive behavior(responding to the expectations of others) helps a person to be effective to some extent; Proactive behavior (taking the initiative rather than only responding to others expectations) contributes much more to efficacy. If people like to take the initiative, but have no opportunity to do so in their present role in the organization, their efficacy will be low.

Creativity

Any opportunity to be creative and try new and unusual ways of solving problems is important to increasing efficacy. If people perceive that they have to perform only routine tasks, it becomes counterproductive in terms of their role efficacy. If they feel that the role does not allow any time or opportunity to be creative, their efficacy is bound to be low. Managers need to appreciate and use new ideas given by their staff.

ConfrontationConfronting problems and finding relevant solutions contributes to efficacy. When people facing interpersonal problems sit down, talk about them and search for solutions, their efficacy is likely to be higher

comparedto situations where they either deny having such problems or refer them to their higher officers.

Role centering Centrality

All employees want to feel that their role is important. If people feel that the role they occupy is central to the programme, their role efficacy is likely to be high. If people feel that their roles are minor, their potential effectiveness will be low. This is true for all persons and not only for those at the lowest level.

InfluenceThe more influence and power people have in their roles, the higher their efficacy is likely to be. Influence and power at work come about from personal competence, position in the work place, leadership style, the ability to gain the respect of others and handle threats and bullying. One factor that makes roles in the public sector or in civil services more effective is the opportunity to influence a large section of the community. Health care providers have more influence because they treat people who are sick and are therefore, often highly respected by the community.

Personal growthAnother factor, which contributes to role efficacy, is the perception that the position provides the individual with an opportunity to grow and develop. There are several instances of people leaving one position and becoming very effective in another. This happens primarily because they have greater opportunity to grow in the second position, due to the role they play in that position. If people feel that they are stagnating in a position without any opportunity to grow, they are likely to have a low role efficacy.

Role linking Inter-role linkageLinking one s role with that of others in the programme increases efficacy.

If there is an exchange of ideas, discussions, greater communication, and an effort to understand problems and devise solutions etc., the efficacy of the various roles involved is likely to be high.

The feeling of role isolation (that a person works without any linkage with other roles) reduces role efficacy.

Helping relationshipThere are two kinds of helping relationships feeling free to ask for help and expecting that help will be available when it is needed, as well as willingness to give help and respond to the needs of others. The opportunity for staff to receive and give help increases their role efficacy. If there is a feeling that no help is available when asked for, or that the other person is hostile, role efficacy will be low. Staff must be made to understand that helping is a two-way interchange.

Super-ordinationWhen people performing a particular role feel that what they do is likely to be of value to a larger group, their efficacy is likely to be high. Super-ordination is working to serve large causes or groups, usually with some collaboration. especially those working at the grass roots level is the feeling that their contribution to people they deal with, is likely to help larger sections of the community and society.

Organizational RolesA role is the part an individual plays in the work group. It has formal requirement (Job related and explicit) as well as informal requirement (social and implicit) The role a person plays is made up of the norms that the groups has for the person filling a particular role. Therefore role interaction between the person and the group have profound impacts on cohesiveness and group performance.

Basic Role Episode detailsThe basic role episode sequence suggest that people in a group expect a person in a particular role to act in certain ways. (expected role)Role expectation can lead to overload, will have negative consequence

They transmit these expectations formally and role. informally by the way of the sent role. The individual perceive the role expectations with varying levels of accuracy, Perceived role Then the individual enacts his or her role, Enacted Role When errors creep into the role episode, however result. either role ambiguity or role conflict can result.

Role AmbiguityRole Ambiguity occurs when a person is unsure about the exact nature of a particular job and the expectations others have of the individuals are unclear. Inadequate job description, vague instructions from a supervisor, or unclear cues from coworkers can all result in role ambiguity.

Role ConflictRole conflict arises when expectations about a persons role in the group contradict one another. another. This is another possible disruption, which arises when demand of or message about roles are essentially clear but also contradict one another somewhat.

Factors in role conflictAll those factors whcich determines the role expectations are associated with role conflict in an org. It can classified into three categories. Namely: 1. Role Ambiguity 2. Organizational positions 3. Personal Characteristics

Type of conflictInterrole conflict : can occur when a person experiences conflict among two or more roles. Intrarole conflict : can arises when a person gets contradictory message from different people in the same role. Intrasender conflict : the same person sends contradictory message to the recipient. PersonPerson-role conflict : if there is some basic in-congruence between the person and his inor her job

Making Orgn. Role effectiveBy proper role prescription Clarity in authority and responsibility Creating proper atmosphere for individuals need satisfaction. **************

3 Mark Questionsself1. What do mean by self-esteem? 2. What do you mean by self concept? 3. What do you understand by the word change? Narrate your feeling towards change. 4. What are the consequences of low self esteem? 5. Define Change

7 Mark Questions1. What is role efficacy? Explain three dimensions of role efficacy. 2. What do you understand by self awareness? Discuss. the role and relevance of self awareness in personal effectiveness 3. Distinguish between self-esteem selfand self- efficacy self-

10 Mark Questions

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