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ORGANISATIONATIONAL CHANGE,[object Object],PLANNING,[object Object],&,[object Object],IMPLEMENTATION,[object Object],AN OVERVIEW ,[object Object],On,[object Object],AAL and IPS,[object Object],BY,[object Object],[object Object]
Piyush Nair
PoojaTiwari
 Pratik Negi,[object Object]
Q-2 How did AAL- IPS change process influence and shape organization strategy?,[object Object],AAL change Process,[object Object],GAP closing,[object Object],                               -- Internal managers changed the structure ( 2 Management,[object Object],                                 level through consciousness of top management),[object Object],                              -- Technology Strategy changes,[object Object],                               -- Precise vision to of desired management style (employee ,[object Object],                                  evaluating the managers)  ,[object Object],Organizational Change Results,[object Object],                              -- early retirement Window ( 250 – positions),[object Object],                               -- continued employment  ( innovation with protective shield),[object Object],                               --  skill judgmental array of work force and later IJP, transfer, or ,[object Object],                                  voluntary outplacement options given. ,[object Object]
IPS change Process,[object Object],Identifying the needs,[object Object],Change process without approval of senior management in the department.,[object Object],IPS head was changed – with regionalized strategy.,[object Object],RISK averse culture changed  --  to – calculated risk culture,[object Object],Setting Parameters,[object Object],Customer driven organization and team relationship was emphasized.,[object Object],Flat hierarchy and fewer supervision.,[object Object],Participative management  style and tabbing the terms like.,[object Object],Agents = Primary customers                policy holder = ultimate customers,[object Object],Design and development,[object Object],Communication,[object Object],--  communicating the change,[object Object],--  news letters and 100 people gathering to communicate change process or any,[object Object],   reengineering to be done.,[object Object]
Design teams,[object Object],--  10 teams were formulated (125 employee each),[object Object],--  Distinct role clarity was given to all the teams.( readily decreased employee ,[object Object],    confusion and goof-ups),[object Object],Decision Making and Implementation,[object Object],-- proper research was carried out for implementation of any policies.,[object Object],-- sociotechnical management that helped ( to get desired outcomes and mission),[object Object],-- Flat hierarchy and full service plus self regulations was implied.,[object Object],Implementation,[object Object],-- Specific Implementation team was named from employees.,[object Object],-- even physical movement of employees was considered.,[object Object],Employee Assignment,[object Object],-- Timing and disbursement of employees was done.,[object Object],-- Storming]+[norming was given high frequency category for the same in group formation,[object Object],Security,[object Object],-- supervisory positions reduced.,[object Object],-- Employment assistance was provided.,[object Object],Self Managed Teams,[object Object]

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