DIGITAL ASSIGNMENT – 1

ORGANISATIONAL CHANGE AND DEVELOPMENT

BMT 5238

SUBMITTED TO

PROF. SUJATHA. S

VITBS

SUBMITTED BY

SWETHA.S

18MBA0018
 FACTORS TOWARDS ORGANISATION CHANGE:
EXTERNAL FACTORS:
1. Political Factors:
Government stability is one of the major aspects in Google’s strategy. If the
market is stable, governments help businesses and so these businesses advertise
more on Google, hence, benefitting Google. In addition, most of the governments
do not have identified laws for online information sharing, thus, giving Google
the opportunity to manipulate laws. However, China has created a barrier for
Google by adding regulations that forbid Google from operating on their terms
but this does not affect the generally success of Google world widely.

2. Economic Factors:
Gross domestic products (GDP) have been on the rise since a very long time.
They are increasing annually at the average rate of 3.20% reaching a high level
of 17.20% at times. Countries like South Africa, India, China and United
Kingdom have had increases in their GDP each year since the 70’s and this is a
positive factor on Google. With the stable and continued growth of those
countries, Google’s internal and external investments will always be high in
numbers. Users search more; hence more advertisements are put on Google’s
search engines. The amount of users around those counters can impact on Google
positively and lead them to establish better services and more products for their
users leading it being strength to Google economically.

3. Technological Factors:
The success of Google is mainly due to its innovative concepts and technologies
such as Pagerank in their search engine, Adwords as advertising system, AdSense
program, Gmail, Google Spreadsheets & Docs, Google Map, Google Froogle,
Google Analytics, Google Desktop, Google Earth, Google Gear, Google Page
creator, Google groups, Google talk, Picasa and more.
 All these services and tools are proposed for free with the aim to make a user’s
life easier, efficient, practical and entertaining.

4. Socio-Cultural Factors:
Knowledge and information is a key factor of human development. Google is a
leader of society that is more and more global because its mission is to organize
the world’s information and make it universally accessible and useful to
everyone. Socio-cultural factors for Google’s PEST analysis include traditions,
values, societal trends, and society expectation of businesses. These society
expectations can be grouped into: population demographic, income distribution,
lifestyle change and level of education.

Google is not limited to a certain demographic population; Google is a global

company that offers global users with global services and global knowledge for
free with only one condition of being connected to the Internet. Therefore there
is no restriction on any specific demographic, culture or specific income
distribution. This gives Google a very strong advantage in the market. Its tools
are offered to everyone and hence anyone, anywhere in the world can advertise
on Google and increase their profits.

INTERNAL FACTORS:

Internal factors consists of the events and trends within an organization that affect
the management, employees and organizational culture.

“To organize the world information to make it universally accessible and useful“
From this statement they can see that Google Inc is not interested in profit
maximization but strives to meet the needs of its customers with a high quality
product. Therefore, Google provides a high value product which satisfies its
consumer needs, whatever they may be, quickly and efficiently
“It’s really the people that make Google the kind of company it is. They hire
people who are smart and determined, and they favor ability over experience.
Although Googlers share common goals and visions for the company, we hail
from all walks of life and speak dozens of languages, reflecting the global
audience that they serve. And when not at work, Googlers pursue interests
ranging from cycling to beekeeping, from frisbee to foxtrot.

They strive to maintain the open culture often associated with startups, in which
everyone is a hands-on contributor and feels comfortable sharing ideas and
opinions. In their weekly all-hands (“TGIF”) meetings—not to mention over
email or in the cafe—Googlers ask questions directly to Larry, Sergey and other
execs about any number of company issues. Their offices and cafes are designed
to encourage interactions between Googlers within and across teams, and to spark
conversation about work as well as play.
 RESISTANCE TOWARDS THE CHANGE:

INDIVIDUALS RESISTANCE TOWARDS CHANGE:

 Habits: Google individuals are influenced by their habits in their ways of

working and accept or reject a change depending upon the effect which a
change may have on the existing habits of the individuals. For example,
change in the office location might be subjected to resistance from the
individuals as this might compel them to change their existing life routine
and create a lot of difficulties in adjustment or coping with the schedule.
The individuals might have to drive a longer way for reaching their office,
or start early from home for reaching their office in time, etc.
 Lack of Acceptability or Tolerance for the Change: Google individuals
endorse change and welcome a change initiative happily while few
individuals fear the impact of change. Over a period of time change fatigue
also builds up.
 Fear of a Negative Impact Economically or on the Income: During the
process of organizational restructuring or introduction of organization-
wide change as a strategic move on the part of the Google management,
several inhibitions, and fear rule the thought process of the individuals.
Fear of possible loss of a job as a result of change or a change in their
income structure or may be a change in their work hours could be one
amongst the possible reasons.
 Fear of the Unseen and Unknown Future: Google individuals develop
inertia towards the change due to the fear of unknown or uncertainties in
the future. This can be tackled through effective communication with the
participants of change and making people aware of the positives of change
and the course of action which individuals are expected to follow to cope
with the changing requirements successfully.
  Fear of Losing Something Really Valuable: Any form of threat to
personal security or financial security or threat to the health of the
individuals may lead to fear of losing something precious as a result of the
implementation of change.
 Selective Processing of Information: Google process can be considered
as a filtering process in which the individuals perceive or make judgments
by gathering selective information which is greatly influenced by their
personal background, attitude, personal biases or prejudices, etc. If an
individual maintains a negative attitude towards any kind of change, then
they are having a usual tendency of looking at the negativities associated
with the change and involve all the positive aspects of it.
 A Rigid Belief that change cannot bring about any facilitating change in
the Google organization and it only involves the pain and threats to the
individuals.

ORGANIZATIONAL FACTORS RESISTANCE TOWARDS CHANGE:

 Resistance Due to the Structural Rigidities or Limitations: Structural

resistance is a characteristic feature of bureaucracies, which focus more on
stability, control, set methodologies or routine in google.
 Ignoring all the interconnected factors which require change or lack of
clarity in Google understanding the ground realities.
 Inertia from the Groups: Groups may resist change because just like
individuals, groups equally follow set behavioural patterns, norms or
culture of Google and as a result of change the groups might have to change
their existing ways of conduct or behaviour.
 Possible threats to Power, Resources or Expertise can also result in
resistance towards an organization level change in Google. Any kind of
devolution of power or transfer of resources from some agency or group to
some other agency or a group will definitely lead to a feeling of fear or
inertia towards a change initiative.
 FORCE FIELD ANALYSIS AND ITS PROCEDURE

Force Field Analysis is a general tool for systematically analyzing the factors
found in complex problems. It frames problems in terms of factors or pressures
that support the status quo (restraining forces) and those pressures that support
change in the desired direction (driving forces). A factor can be people, resources,
attitudes, traditions, regulations, values, needs, desires, etc. As a tool for
managing change, Force Field Analysis helps identify those factors that must be
addressed and monitored if change is to be successful.

Step 1 Defining the Problem in Google:

What is the nature of our current situation that is unacceptable and needs
modification? It is useful to separate the specific problem from those things that
are working well.

Step 2 Defining the Change Objective in Google:

What is the desired situation that would be worth working toward? Be as specific
as possible.

Step 3 Identifying the Google’s Driving Forces

What are the factors or pressures that support change in the desired direction?
What are the relative strengths of these forces? Place these driving forces on the
chart on the Force Field Analysis diagram as labeled arrows with the length of
the arrow reflecting the relative strength of each force. What are the inter-
relationships among the driving forces?

Step 4 Identifying the Restraining Forces in Google:

What are the factors or pressures that resist the proposed change and maintain the
status quo? Represent these forces on the diagram as you did those for the driving
forces. What are the inter-relationships among the restraining forces?
Step 5 Developing the Comprehensive Change Strategy in Google:

Although this is a relatively stable state, movement can be achieved altering the
factors currently contributing to this equilibrium. Change can occur as a result of
any combination of the following:

- strengthening any of the driving forces

- adding new driving forces (possibly by transforming a former restraining force)

- removing or reducing any of the restraining forces

 MODEL FOR CHANGE

After conducting a thorough analysis of all leading change management

processes (think Kurt Lewin's Model of Change or Jeff Hiatt's ADKAR model),
Google decided to create its own four-phased approach with four sets of
accompanying questions as a model for change. The first phase asks a
surprisingly simple, but profound, question.

Why?

Why is the change even necessary?

I lost track of the number of times in my corporate career I was thrust into
a major change initiative without the case for change ever being made clear to
me. Thus the need to first ask "Why?" -- "Why is making a change necessary
right now?" Also ask related questions like:

 What problem are you trying to solve?

 What are the threats and opportunities?
 What diverse input is needed from whom about why a change is needed
before deciding?

Getting clear on the Why and making the clear case for change to those it will be
done to helps turn resistance into resolution. It eliminates uncertainty--and people
would rather be unhappy than uncertain. It helps people think of the change as if
it's a software upgrade and moves them from thinking "beware" to benefit."

On to the next phase.

What?

Here, you get crystal clear on what you want to accomplish by asking What
questions like:
  What is the desired future state?
 What will success and failure look like post-change?
 What are the contrary opinions or alternatives?

By getting super clear about what you're trying to accomplish with the change,
you'll have a second-check step on whether the change is necessary and you'll
increase the recipients' confidence that they have the competence for change.

We get apprehensive about change when we imagine it will leave us exposed as

incapable of handling its outcome. But when you're clear on the desired future
state, you can visualize it and your success in managing through it.

The Google process then moves to the next phase.

Who?

Ask "Who" questions such as:

 Who is being impacted by the change and should lead the change?
 Who are the key stakeholders that need to buy in?
 Who will resist the change, and how can you help them through the
transition?

One of the biggest barriers to change occurs when employees don't feel enrolled.
It's a human truth that people need to weigh in before they can buy in. Asking
Who forces the implementers of change to think through the change from the
POV of those who will have to live through it.

In doing research for Find the Fire, I discovered that the one word most often
used by employees to describe their leaders change management efforts is
"callous."
Now it's time to think about execution in the final phase (a phase too many leaders
jump to first).

How?

 How will you execute and communicate the change?

 How will you make the change stick?
 How will you lead through the change?

The truth is that people don't fear change itself as much as they fear the process
of change. When you're clear on How you'll implement change and execute it in
a thoughtful fashion, it increases the adoption rate dramatically.

In fact, following the combination of all these steps improved the adoption rate
of change at Google dramatically. One hundred percent of managers understood
a tested change while 80 percent of their employees understood it (up from 50
percent). The net result was a 90 percent adoption rate.

So if you find yourself looking for ways to change your change management
efforts for the better, let the search giants at Google end your search for a
solution.