Leadership

Prepared by:
Usha Kiran Poudel
SBA
2079
 Definition of leadership
• Leadership is the ability to secure desirable
actions from a group of followers voluntarily
without the use of coercion.
Alford Beatty (1951)
 Characteristics of a leader
• Intelligence
• Personality
• Abilities
Intelligence
• Knowledgeable
• Good judgment
• Decisiveness
• vision
Personality
• Commitment and loyalty
• Responsible
• Self confidence
• Creative
• Honest, cooperative
• Courage: willingness to take risk
Abilities
• Interpersonal skill
• Communication skill
• Technical skill
• Problem solving skill
• Able to inspired others
• Ability to compromise: flexibility
 Functions of leadership
• Envision personal needs as well as
organizational needs in organizational goal
setting and plans realistically by taking a
participative approach
• Demonstrate flexibility in implementing the
plan.
• Convinces the followers to accept the
organizational goals and work with
enthusiasm.
• Appreciates the ideas given by the followers.
• Inspired the workers
• Act as motivator, problem solver, change
agent
• Give respect to individual worker.
• Promotes good IPR within the organization.
• Meets self esteem needs of the workers by
recognizing their capabilities and by giving
them positive rewards.
• Provide technical guidance when needed.
• Gives fair treatment.
 Example question
Theory X and theory Y was proposed by:
• William Ouchi
• Frederick Taylor
• Mary Follett
• Douglas MCGregor
 Example question
• The type of leadership in which the decision
making is decentralized is
– Autocratic leadership
– Democratic leadership
– Free rein leadership
– Benevolent leadership
 Question
• A bus accident has occurred, with multiple trauma
clients being sent to an emergency department at
once. The unit manager is preparing the staff for
the arrival of the trauma victims. Which type of
leadership would be most effective in this
situation?
– Autocratic leadership
– Democratic leadership
– Laissez-faire leadership
– Participative leadership
 Example question
Which of the leadership behaviours would
useful when managing a staff of newly
trained in ICU.
• Directive
• Coaching
• Supportive
• Delegating
 Example question
• What do you call a style of leadership that
takes account of others' views, opinions and
ideas?
• a) Laissez-faire
• b) People-oriented
• c) Democratic
• d) Autocratic
• Democratic approaches rely on taking on
board other people's opinions and views.
 Example question
• What does situational theory of leadership
emphasize?
• a) Personality traits
• b) Events
• c) Environment
• d) Political situation
• The situation plays a role in bringing forward
leadership qualities as a consequence of
events.
Leadership theories
 Great man theory
• Leaders are born, not made.
• This approach emphasized that a person is
born with or without the necessary traits of
leadership.
• Early explanations of leadership studied the
“traits” of great leaders.
• Belief that people were born with these traits
and only the great people possessed them.
 Cont…

• Great man approach actually emphasis charismatic

leadership. Charisma being the Greek word for gift.
• According to the great man theory of leadership,
leadership calls for certain qualities like commanding
personality, charm, courage, intelligence,
persuasiveness and aggressiveness.
 Trait theory
• This theory sought personality, social, physical
or intellectual traits that differentiate leaders
from non leaders
• Leadership traits:
– Ambition and energy
– Honesty and integrity
– Self-confidence
– Intelligence
– Job-relevant knowledge
 Behavioral theory
• In contrast with trait theory, behavioral theory
attempts to describe leadership in terms of what
leaders do, while trait theory seeks to explain
leadership on the basis of what leaders are.
Leadership according to this approach is the result
of effective role behavior. Leadership is shown by
a person’s acts more than by his traits.
 Cont…
• Theories proposing that specific behavior
differentiate leaders from non leaders.
• Pattern of actions used by different individuals
determines leadership potential.
• Example:
– Autocratic, democratic and laissez-faire
– Michigon studies: employee centered versus task
centered
 Cont…
• Theories that attempt to isolate behavior that
differentiate leaders from ineffective leaders.

• Behaviour studies focus on identifying critical

behavioral determinants of leadership that, in
turn, could be used to train people to become
leaders.
 Example question
• Who of the following is a leading writer on
contingency theory of leadership?
a) Rosabeth Kanter
b) Joan Woodward
c) Rensis Likert
d) Fred Fiedler
• Fred Fiedler was one of the leading writers in
contingency theory.
Contingency and situational
theories of leadership
• The situation theorists argue that the
effectiveness of a leader depends heavily on
the situation or the circumstances within which
a manager exercise his leadership, not the trait
possessed by him or the particular style of
leadership he adopts.
• This approach looks at leadership as specific
to the situation in which it is being
exercised(e.g., task to be completed,
leader-follower relationships/interactions,
follower motivation/commitment, etc.).
• No leadership styles is the best in all situation.
Fieldler’s contingency model
• Fielder and his associate were among the first
to develop a contingency leadership model.
• In this theory emphasized that manager’s
abilities to be a good leader is contingent
upon the situational factors.
• Fiedler’s basic theory started with the notion
that leaders typically were either
task-oriented or relationship-oriented.
• Task-oriented leaders focused more on the
task and accomplishing organizational goals.
• Relationship-oriented leaders focused on
creating positive interactions with followers
and establishing positive relationships based
on mutual trust, respect, and confidence.
Three factors that work together to determine
how favorable a situation is to be a leader:
– Leader-member relation
– Task structure
– Position power
Leader-follower relationship
• Leaders who have positive relationships with
their followers will have high levels of mutual
trust, respect, and confidence; whereas leaders
with negative relationships with their followers
will have lower degrees of mutual trust, respect,
and confidence.
• The more positive a leader’s relationships with her
or his followers, the more favorable the situation
will be for the leader.
Task structure
• Highly structured tasks are ones that tend to be
repetitive and unambiguous, so they are more
easily understood by followers, which leads to a
more favorable situation for the leader.
• If tasks are unstructured, then the leader will
have followers who are less likely to understand
the task, which will make for a less favorable
leadership situation.
• Position power
• Leaders who have the ability to exert power
over followers (reward and punish followers),
will have greater ability to exert the leader’s
will on followers, which is more favorable for
the leader.
• Leaders who do not have the ability to exert
power over followers are in a much less
favorable leadership situation.
 Hersey & Blanchard’s situational
leadership
• A model that focuses on followers “readiness”
– Followers can accept or reject the leader
– Effectiveness depends on the followers’ response to the
leader’s actions.
– Readiness is the extent to which people have the ability and
willingness to accomplish a specific task

• As the workers become more ready, the leader

becomes more laissez-faire
 Cont…
• If the followers are unable and unwilling to
do a task, the leader needs to give specific and
clear directions.
• If followers are unable and willing, the leader
need to display a high task orientation.
• If the followers are able and unwilling, the
leader needs to use a supportive and
participative style.
• If followers are both able and willing, the
leader doesn’t need to do much.
 Cont…
• Four types of leaders:
– Directive: focuses on the work to be done
– Coaching: unable but are willing to take responsibility
– Supportive/ Participative : focuses on the well- being of
the workers, consults with employees in decision making,
able but unwilling to take responsibility.
– Delegating: followers have high readiness, they are both
competence and motivated to take responsibility to take the
task.
 Example question
If the leader is the only knowledgeable
member of the group which leadership style
is effective?
a) Autocratic
b) Democratic
c) Participative
d) Delegating
 Leadership Styles

• Authoritarian or autocratic - the leader tells

his or her employees what to do and how to do
it, without getting their advice.
 Cont…
• Autocratic:
– Leader makes decisions without reference to
anyone else
– High degree of dependency on the leader
– Can create de-motivation
of staff
– May be valuable in some types of business
where decisions need to be made quickly
and decisively
 Cont…

• Some of the appropriate conditions to use this

style is when you have all the information to
solve the problem, you are short on time,
and/or your employees are not motivated.
 Cont…
• When subordinates are unskilled or have limited
skills.
• When people do not have experience and need
close supervision.
• When the group are not interested in seeking
responsibility of decision making.
• When consistent result are expected and there is no
room to make mistakes.
 Example question
Democratic leadership style is known as:
– Participatory
– Free-rain
– Agitator
– charismatic
 Participative Leadership
• Participative leaders accept input from one or
more group members when making decisions
and solving problems, but the leader retains the
final say when choices are made.
• Group members tend to be encouraged and
motivated by this style of leadership.
• There is a two-way communication.
 Cont…
• This style of leadership often leads to more
effective and accurate decisions, since no
leader can be an expert in all areas.

• Input from group members with specialized

knowledge and expertise creates a more
complete basis for decision-making
• Democratic:
• Encourages decision making
from different perspectives – leadership may
be emphasised throughout
the organisation
– Consultative: process of consultation before
decisions are taken
– Persuasive: Leader takes decision and seeks
to persuade others that the decision
is correct
 Cont…
It is effective when:
– Group members know the organizational goals
and objectives and have accepted them.
– Group members are knowledgeable, skilled, and
experienced to make the necessary decision.
– Group members are motivated

– Leader wishes to empower the group members.

 Delegating or laissez-fair
• The leader allows the employees to make the
decisions, however, the leader is still
responsible for the decisions that are made.

• Little or no direction
• Maximum freedom for individuals-”delegating
approach”
• Laissez-Faire:
– ‘Let it be’ – the leadership responsibilities
are shared by all
– Can be very useful in businesses
where creative ideas are important
– Can be highly motivational,
as people have control over their working
life.
– Can make coordination and decision making
time-consuming and lacking in overall
direction
– Relies on good team work
– Relies on good interpersonal relations
 Cont…
• Remember, good leaders utilize all three styles
depending upon the situation. For example:
• Use an authoritarian style if a group member
lacks knowledge about a certain procedure.
•
Use a participative style with group members
who understand the objectives and their role in
the task.
•
Use a delegative style if the group member knows
more than you do about the task.
 Cont…

Paternalistic:
• Leader acts as a ‘father figure’
• Paternalistic leader makes decision but may
consult
• Believes in the need to support staff
 Cont…

The factors which influence the leadership of a

nurse manager:
• The nature of work (ICU, regular unit)
• The characteristics of nursing staff
(Knowledge, competencies, attitudes )
• The time available
• The importance of the results (quality of care )
 Qualities of leader

• Managerial abilities
• Interpersonal relationships
• Temperament(nature of person)
• Credibility and forward thinking
• Professionalism
• Advocacy
 Douglas McGregor’s XY theory
• Theory X (authoritarian management style)
– The average person dislikes work and will avoid it
he/she can.
– Therefore most people must be forced with the threat
of punishment to work towards organizational
objectives.
– The average person prefers to be directed; to avoid
responsibility; is relatively un ambitious, and wants
security above all else.
 Cont…
• Theory Y (participative management style)
– Effort in work is as natural as work and play.

– People will apply self-control and self-direction in

the pursuit of organizational objectives, without
external control or the threat of punishment.

– Commitment to objectives is a function of rewards

associated with their achievement.
 Cont…
– People usually accept and often seek responsibility.

– The capacity to use a high degree of imagination,

ingenuity and creativity in solving organizational

problems is widely, not narrowly, distributed in the

population.

– In industry the intellectual potential of the average

person is only partly utilized.

 Example question
Special ability, skill and knowledge by virtue of
education and experience
a) Legitimate power
b) Reward power
c) Expert power
d) Referent power
 Example question
Admiration and respect the staff feels towards
a leader.
a) Legitimate power
b) Reward power
c) Expert power
d) Referent power
 Example question
The leader can provide for the subordinates
and value by the group
a) Legitimate power
b) Reward power
c) Coercive power
d) Expert power
 Example question
found in fear. eg: oral or written warnings,
suspension and termination.
a) Reward power
b) Coercive power
c) Expert power
d) Referent power
 Example question
given by an organization according to the
position.eg: principal
a) Legitimate power
b) Reward power
c) Coercive power
d) Referent power
 Example question
• What is the term for power derived from
status or position in an organization?

a) Referent
b) Expert
c) Reward
d) Legitimate
• Legitimate power is associated with status or
position in an organisation.
 Power in nursing
• Power - ability to influence behavior.
• Power can be defined as the capacity to
produce or prevent changes. – Sullivan and
Decker 1997.
• Power is the ―force of energy to accomplish a
task, meet a goal, promote changes or
influence others.
 Cont…
• Power is the capacity to control behaviours
surrounding life events, the freedom to make
choices and decisions, the capacity to create
order and sustain influence.
• Power is a means of protecting ourselves
against the cruelty, indifference or
ruthlessness of other people. - Korda 1975
• CHARACTERISTICS OF POWER:
• Power is fleeting, never permanent.
• Power is a neutral concept, neither good nor bad
in itself.
• Power can be constructive and useful / it can be
destructive and harmful.
• Power controls, corrects and corrupts.
• Power is reciprocal ie, when one person answers
control other person gives it up.
 Types of power
• Legitimate power
• Reward power
• Coercive power
• Expert power
• Referent power
 Legitimate Power
It is the position power. Authority also is called
legitimate power. It is the power gained by a title
or official position with in an organization. The
socialization and culture of sub ordinate
employees will influence to some degree how
much power a manager has due to his or her
position.
 Example question
Salary promotion, bonus and recognition are the
example of:
– Legitimate power
– Reward power
– Referent power
– Situational power
 Reward Power

Reward Power is obtained by the ability to grant

favors or reward others with whatever they
value. The Reward that a manager can
dispense to get employees to work toward
meeting organization goals is very broad a
great deal of loyalty towards leader.
 Punishment Power

The Punishment Power is opposite of Reward

power is based on fear of punishment if the
expectation are not met. The manager may
obtain compliance through Threat of Transfer,
demotion, or dismissal.
 Expert power
• It is gained through knowledge, expertise or
experience having critical knowledge allows a
manager to gain power over others who needs
that knowledge. This type of power is limited
to a specialized area. For e.g. Some one
expertise, in ICU care, would only be powerful
in that area, not in another specialization.
 Example question
Ability to identify the power centers is the
example of:
– Referent power
– Expert power
– Coercion power
– Reward power
 Referent power.
• Referent power is power a person has because
others identify with that leader. Referent power
is given to others through association with the
powerful. People also may develop referent
power because others perceive them a
powerful it is based on respect.
Conflict management

Prepared by:
Usha Kiran Poudel
SBA
2078
 Example question
Conflict is largely considered as:
a. Global phenomenon
b. Perceived phenomenon
c. Destructive phenomenon
d. Constructive phenomenon
 Example question
Cognitive awareness of stressful situation is
called:
– Felt conflict
– Latent conflict
– Perceived conflict
– Conflict aftermath
 Example question
In which strategy, the conflicting group shows
the self sacrificing behavior?
a) Confrontation
b) accommodating
c) collaboration
d) avoiding
 Example question
• As a young manager, she knows that conflict
occurs in any organization. Which of the
following statements regarding conflict is
NOT true?
a) Can be destructive if the level is too high
b) Is not beneficial; hence it should be prevented
at all times
c) May result in poor performance
d) May create leaders
 Example question
• A group of physicians comes into conflict
with the nursing staff regarding the time
morning vital signs are recorded. What type
of technique might be used that respects the
professionalism of both parties?
• a) competing
b) accommodating
c) collaboration
d) avoiding
 Conflict
• Conflict is defined as two or more parties holding
differing views about a situation.
• It is a disagreement about something of importance
to the people involved.
• Not all disagreements become conflict, but all
disagreements have the potential for becoming
conflict, and all conflicts involve some level of
disagreement.
 Sources of conflict
• Disputes over resource allocation or availability
• Personality differences

• Difference in value

• Threats from inside or outside an organization

• Cultural differences and

• competitions
 Sources of Conflict

Figure 17.3
17-89
 Example question
In interpersonal conflict the reality understood
by each participant is highly:
a. Objective
b. Personal
c. Subjective
d. biased
 Example question
A conflict which is purely internal and does not
involve any other person is:
a. Interpersonal conflict
b. Intrapersonal conflict
c. Interpretative conflict
d. Ti is not a conflict
 Types of Conflict
• Interpersonal Conflict
– Conflict between individuals due to differences
in their goals or values.
• Intragroup Conflict
– Conflict within a
group or team.

17-92
 Types of Conflict
• Intergroup Conflict
– Conflict between two or more teams, groups or
departments.
– Managers play a key role in resolution of this
conflict
• Interorganizational Conflict
– Conflict that arises across organizations.

17-93
 Cont…
• Intra personal conflict occurs within the
individual. They may suffer intra-personal
conflict.
 Stages of conflict
• Latent stage- potential for conflict condition,
people are aware of the reasons that can lead to
conflict situation.

• Perceived conflict- cognitive awareness of a

stressful situation.
 Cont…
• Felt conflict- conflict become real and open,
there is triggered by an incident such as stress,
tension, anxiety, anger, frustration and hostility
are present.
 Cont…
• Manifest stage-it is a overt behaviour
resulting from the antecedent, perceived and
felt conflict that leads to open confrontation.

• Conflict aftermath- it is the situation where a

particular problem may have been resolved but
the potential for conflict still exists.
 Modes of conflict resolution
• Avoiding

• Competitive
• Accommodating
• Compromising
• collaborative
 Example question
I win, you win is the example of :
a. Collaborative
b. Avoiding
c. Accommodating
d. diffusion
 Example question
The conflict is suppressed, prevented from
coming into open is the example of:
a. Avoidance
b. Confrontation
c. Compromising
d. Competition
 Example question
You blend, I blend is the example of:
a. Avoidance
b. Confrontation
c. Compromising
d. Competition
 Cont…
• Collaborating: win/win
• Compromising: win some/lose some
• Accommodating: lose/win
• Avoiding: no winners/no losers
 Avoiding
• Conflict is not simple addressed.

• It is pretended or ignored that conflict is not there.

• Non attention or creating a total separation of the

opponents or a partial separation that allows

limited interaction.

• It may be lose-lose or no win situation.

 Cont…
• This approach may be appropriate when the

other party is more powerful, the issues is

unimportant, one has no chance of meeting its

goals.

• Non-assertive non-cooperative.
 Cont…
When to use:
• When the conflict is small
• When you're counting to ten to cool off
• When more important issues are pressing and
you feel you don't have time to deal with this
particular one
• When you have no power and you see no
chance of getting your concerns met
• When more information is needed
 Competitive
• Uncooperative, forcing or demanding.

• People pursue their own needs and goals at the

expense of others.

• People may not be able to hear the truth and be

challenged even when they are wrong.
 Cont…
• The result could be win-lose situation

• It is usually operate from formal position or

power.

• It is useful in an emergency situation when

decision need to be made fast.

• Assertive but non-cooperative

 Cont…
When to use:
• When you know you are right
• When time is short and a quick decision is
needed
• When a strong personality is trying to
steamroller you and you don't want to be
taken advantage of
• When you need to stand up for your rights
 Accommodating
• An attempt is made to deactivate the conflict
and calm down the parties involved by cooling
off their emotions and hostilities.

• Willingness to meet the needs of others at the

expense of her own needs.
 Cont…

• Self sacrificing behavior for the benefit of

others.

• Non-assertive but highly cooperative

 Cont…
When to use:
• When an issue is not as important to you as it is to
the other person
• When you realize you are wrong
• When you are willing to let others learn by
mistake
• When you know you cannot win
• When it is not the right time and you would prefer
to simply build credit for the future
• When harmony is extremely important
 Compromising/Negotiating
• Creation of middle position through
concession.

• Partially satisfy everyone.

• Everyone is expected to give up something.
• A give and take relation, each party meeting its
most impotent priorities as much as possible.
 Cont…

• Nobody gets every thing.

• No loss or no win situation.

• Blend of both assertive and cooperative.
 Collaboration
• Analyzing situation, identifying the common
goal and commitment to work together.

• Achievement of harmony between disputants

by integrating insights from different
perspectives.
 Cont…

• Highly assertive and cooperate effectively.

• Acknowledged that every one is important.

• Most time consuming and win- win situation.
 Cont…
When to use:
• When there is a high level of trust
• When you don't want to have full
responsibility
• When you want others to also have
"ownership" of solutions
• When the people involved are willing to
change their thinking as more information is
found and new options are suggested
 Cont…
When to use:
• When people of equal status are equally
committed to goals
• When time can be saved by reaching
intermediate settlements on individual parts
of complex issues
• When goals are moderately important
 Confrontation
• All the issues causing conflict are brought into
the open. A mutually satisfactory solution is
found through face to face meeting of the
parties.
• This is win-win strategy.
 Tips for resolving conflict
• Choose a good time and place to talk

• Commit to finding a solution that satisfies each

person’s needs

• Listen carefully and restate what you’ve heard

• Remain calm and becoming defensive
• Talk about the issues, not the people
 Cont…

• Use I statements
• Acknowledge points of agreement
• Describe your emotions
• Be specific in describing what you need
• Be open to creative solutions
 Group dynamics
• It refers to the study of forces operating within a
group.
• It is a social process, which put emphasis upon
interpersonal relation, how people interact face to
face in small group.
Kinds of group:

• Formal group

• Informal group
 Example question
Which is the final stage of group development?
a) Storming
b) Forming
c) performing
d) norming
 Example question
Which is the first stage of group development?
a) Storming
b) Forming
c) Norming
d) performing
 Example question
In which stage, group members aside their
differences and more cohesive and group
process become calmer?
a) Performing
b) Norming
c) Storming
d) forming
 Example question
In which stage there is a chance of arising
conflict between individual and emergence
of informal leaders?
a) Forming
b) Storming
c) Norming
d) performing
 Example question
• In stages of group development, member get
to know each other:
a) Norming
b) Forming
c) Storming
d) Performing
 Example question
• Group members are productive and progress
towards goal achievement by supporting one
another in:
a) Forming
b) Storming
c) Norming
d) Performing
 Group development
• Forming

• Storming
• Norming
• Performing
 Forming
• The major goals of the group have not been
established.
• The nature of the task or leadership of the
group has not been determined. Thus, forming
is an orientation period when members trying
to get to know one another and share
expectations about the group.
• Members learn the purpose of the group as
well as the rules to be followed.
 Cont…
• The forming stage should not be rushed
because trust and openness must be developed.
• Individuals are often confused during this
stage because roles are not clear and there may
not be a strong
• At this stage, confusion about group purpose,
anxiety, silence and discomfort.
 Storming

• The people get to know each other well and

feel free to put forward their views more
assertively.
• This stage characterized by emotional tension
and hostility as members challenges each other
in attempt to identify each member’s
interpersonal styles and acquired power within
the group.
 Cont…
• the group is likely to see the highest level of
disagreement and conflict.
• Members often challenge group goals and
struggle for power.
• Individuals often vie for the leadership
position during this stage of development.
 Cont…
• This can be a positive experience for all groups
if members can achieve cohesiveness through
resolution.
• Members often voice concern and criticism in
this phase.
• If members are not able to resolve the conflict,
then the group will often disband or continue
in existence but will remain ineffective and
never advance to the other stages.
 Norming
• This stage is characterized by the recognition
of individual differences and shared
expectations.
• Hopefully, at this stage the group members
will begin to develop a feeling of group
cohesion and identity.
• Group members have had time to become
more familiar with each other, they are better
able to predict each other’s reaction and
behaviour.
 Cont…
• Cooperative effort should begin to yield
results.
• Responsibilities are divided among members
and the group decides how it will evaluate
progress.
• The group interaction are charecterized by
openness, sharing attitude and creativity.
 Performing
• Performing, occurs when the group has
matured and attains a feeling of cohesiveness.
During this stage of development, individuals
accept one another and conflict is resolved
through group discussion.
• Members of the group make decisions
through a rational process that is focused on
relevant goals rather than emotional issues.
 Supervision
• Process of interaction between the followers
and the leader for the purpose of improving
performance through a shared decision
making.
• A supervisor is a person who is primarily
in-charge of a section and its employees, and is
responsible for the both the quantity and
quality of production.
 cont…
• A supervisor has the primary responsibility of
guiding and motivating the subordinates
towards better performance in order to help
them to reach the organizational goal
effectively.
Process are:
• Planning
• Implementation
• Evaluation and feedback
 Example question
• What is the first step of progressive discipline
system?
– Informal or verbal reprimand
– Counseling
– Formal or written reprimand
– Termination
 Example question
• If you are an in-charge of pediatric unit you
found that one of the staff nurse is using
alcohol which action should you take?
– Proper counseling
– Written reprimand
– Take her to the Nursing Director
– Suspension for a week
 Cont…
• Discipline can be defined as the conditions in
the organization when employees conduct
themselves in accordance with the
organization’s rules and standards of
acceptable behaviour. Progressive discipline
is a process for dealing with job-related
behavior that does not meet expected and
communicated performance standards
 Cont…
• The discipline used for the constructive
purpose. In constructive discipline,
punishments may be given for improper
behaviour, but in a supportive, corrective
manner. Constructive discipline as a means of
helping the employee to grow
 Cont…
• Common disciplinary problem are: Employees
with personality problems, substance abuse,
absenteeism, burnout syndrome, outside
activity
• Decreased productivity.
 Cont…
Steps of progressive discipline are:
• Counseling
• Verbal reprimand
• Written reprimand
• Suspension
• termination
Change management

Prepared by:
Usha Kiran Poudel
SBA
2022
 Example question
• What is the first phase of change process
a. Changing
b. Refreezing
c. Unfreezing
d. Defreezing
• C is the correct answer
 Example question
After discussing alternatives to dressing
change procedures to minimize discomfort,
the nursing staff accepted a new procedure.
This is an example of which stage ?
a) Self-renewal
b) Unfreezing
c) Changing
d) refreezing
• C is the correct answer
 Nature/ Features/ Characteristics of
Organizational Change
• Change makes things different
• Change is inevitable
• Change is usually an ongoing activity
• Change results from factors both inside and
outside the organization
• Change offers new opportunities and poses new
challenges
 Cont…

• Change takes place in all parts of an

organization
• Change takes place at varying rates in different
parts of an organization
• Changes take place at different levels of an
organization
 Causes/ Reasons/Factors for
Organizational Change
External factors: some factors are:
• Change in government policies
• Technological advancement/ progress in external
environment
• Change in demographic characteristics
• Market changes
• Change in economic conditions
• Increase in raw material/input costs
• Social pressures
 Cont…
Internal factors: some factors are:
• Change in leadership

• Structural reorganization

• Adoption or implementation of new technology

• Decline in profitability

• Productivity concerns

• Industrial relation problems

Major forces of change in current era
• demographic changes
• Political stability- demand for social justice,
inclusive growth
• Environmental issues
• Health care issues-medical tourism etc
• Economic transformation- globalization, open and
inter-connected economies
 Cont…
• Education and awareness

• Rising needs for infrastructure

• Safety and security
• Balance of power- have vs nots, developed vs
developing countries, North vs South
 What is change process?
• It is the process which change the state or
which results in change

• Change process as “ Unfreezing, Changing and

Refreezing”

• Change process as problem solving and

problem finding
 Cont…
Change- moving to new state.

Following steps need to be taken:

• Communicate often
• Dispel rumors
• Empower action
• Involve people in the process
 Cont…
• Refreeze- stabilizing the change; making new
change permanent.
Following steps need to be taken:
• Anchor the changes into culture
• Develop ways to sustain the change
• Provide support and training
• Celebrate success
 Planning

Prepared by:
Usha Kiran Poudel
2078
 Example question
Which of the following can be referred to
planning?
a) Departmentalization
b) Government policy
c) Forecasting
d) Hiring employee
• The correct option is C.
• Planning is forecasting as it is deciding what
to do in advance.
• Planning is futuristic as it never relates to the
past. So planning bridges the gap between
where the company is and where it wishes to
go.
 Example question
Which component of planning is expressed in
numerical terms?

a) Budget
b) Policy
c) Mission
d) Procedure
 Example question
Which components of planning basically shows
the fundamental aims of the organization?
a) Budget
b) Policy
c) Mission
d) Procedures
Components of planning are:
• purpose/objectives,
• strategies,
• policy,
• procedures,
• rules and regulations,
• programme,
• budget
• Objectives: represents not only the end point
of planning but the end towards which
organizing, staffing, leading and controlling
functions are aimed(Koontz & O’Donnell,
1976)
• Mission: statement reflects the purpose for
which the organization exists in the society,
and gives direction to functions.
• It is the dominant purpose of the organization.
• Vision: statements identify the future of the
organization.
• Strategies: strategies are broad descriptions of
course of the action to be taken, which
determines the directions that an organization
should take in order to fulfill its goals. The top
level managers usually do strategies planning,
which they decide as how to achieve the
organizational goals with available resources. The
manager use SWOT(strength, weakness,
opportunity and threats) analysis to make the
strategic planning more realistic and cost
effective.
• Policies: policies are plans in that they are
general statements or understandings which
guide or channel thinking and action in
decision-making. They limit an area within
which a decision to be made and assure that
the decision will be consistent with and
contribute to objectives.
• Procedures: a series of tasks that make up the
established way of performing a work, giving
due consideration to objectives, policy, and
facilities available including the time, money
and manpower. It can be defined as a
step-by-step process by which a target
outcome will be achieved.
• Rules and regulations: detailed and recorded
instructions that a specific action must or
must not be performed in a given situation.
• Programmes: a programme is an explicit
statement of steps to be taken in order to
achieve an objective.
• Budgets: it is a detailed financial plan for
carrying out the activities that an organization
wants to accomplish for certain period.
 Types of budgets
• Salaries
• Capital
• Operating
 Example question
The expense occurring in the physical structure
and equipments that have long life is:
a. Personal budget
b. Capital budget
c. Operating budget
d. General budget
• B is the correct answer
 Example question
Financial plan for the day to day activities of an
organization is:
a. Personal budget
b. Capital budget
c. Operating budget
d. General budget
• C is the correct answer
• Budgeting: it is defined as allocation of scarce
resources on the basis of forecasting needs,
for proposed activities, over a specific period
of time.
Process
– Assessment
– Planning
– Implementation
– Evaluation
THANK YOU