26838902 PPT Change Management

8/3/2019 26838902 PPT Change Management

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Presented to: Presented by:

Dr.Upasna Joshi Shivani Sharma

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To alter, modify, revolutionize, transform«.

For an individual, change may mean a new

behavior. Similarly from the point of view of a

businessman, it may mean a new business

process or new technology. From the socialview, it can be a new act or policy.



Why do organisations need change?

Why do the organisations need to managechange?

They always say time changes things but you

actually have to change it yourself -- AndyWarhol



Company that enjoy enduring success have acore purpose and core values that remainedfixed while their strategies and practicesendlessly adapt to a changing world.

Everybody has accepted by now that change isunavoidable. But that still implies that change islike death and taxes it should be postponed aslong as possible and no change would be vastlypreferable. But in a period of upheaval, such asthe one we are living in, change is the norm.µ --

Peter F.Drucker



Definition

Managing Change is an aspect ofmanagement focusing on and ensuring thatthe firm responds to the environment inwhich it operates

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Change Management means ´to make changesin a planned and systematic way byintroducing new methods in an ongoing

organizationµ.

Change Management is concerned with two setsof people i.e., one those who want to effectchange and second is those on whom change

is to be effected. Change management is theeffective process of a business change suchthat executive leaders, managers and frontline employees work in consonance tosuccessfully implement the technology or

organizational changes.



Change is the result of dissatisfaction

with the present strategies

It is essential to develop a vision for abetter alternative

It is necessary to develop strategies to

implement change Resistance to the proposals at some

stage

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Operational changes affect the way the ongoingoperations of the business are conducted, such as theautomation of a particular area.

Strategic changes occur in the strategic business

direction

Cultural changes affect the basic organizationalphilosophies by which the business is conducted, e.g.,implementing a continuous quality improvement (CQI)

system.

Political changes in staffing occur primarily for politicalreasons of various types, such as those that occur attop patronage job levels in government agencies.



Change often arises from:Change often arises from:

¾ The development of new products

¾ The entry of new competition

¾ Changes in consumer tastes & preferences

¾ Layoffs

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Change affects all aspect of people

management

¾ Organizational structure

¾ Personnel of teams

¾ Process¾ Location

¾ Work load

¾

Work role¾ Work practices

¾ Supervision

¾ Work teams10



Change Process«.Kurt Lewin

Unfreezing

Changing or Moving

Refreezing



Breaking down existing ways of doing things

Discarding conventional methods &

behavioral patterns

Introduce new methods & behavior

Techniques:

Education,

Communication,

Participation in decision-making, etc.



Move towards proposed change

New learning

It is a time of trial & error

Careful guidance ² problems arise ²

tackled efficiently



New beliefs, attitudes gained, behavior

learnt are implemented

Manager ² Change agent·s role

Reinforcement



Change Agents

Change Agents

Persons who act as catalysts and assume the

responsibility for managing the change process.

Types of Change Agents Managers: internal entrepreneurs

Non-managers: change specialists

Outside consultants: change implementation

experts



Establishing Sense Of Urgency

Powerful Guiding Coalition

Creating a Vision

Communicating the Vision



Empowering Others

Short Term Wins

Consolidating Improvements

Institutionalizing



Step change

¾ Dramatic or radical change in one shot

¾ Radical alternation in the organization

¾ Gets it over with quickly

¾ May require some coercion

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Incremental change

¾ Ongoing piecemeal change which takesplace as part of an organization·s evolutionand development

¾ Tends to be more inclusive

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A degree of resistance is normal since

change is:

Disruptive

Stressful

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Self interest

Misunderstanding

Low tolerance of change

Disagreement over the need for change

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Surprise

¾ Unannounced significant changes threaten

employees· sense of balance in the workplace.

Misunderstanding and lack of skills

¾ Without introductory or remedial training, changemay be perceived negatively.

Emotional Side Effects

¾ Forced acceptance of change can create a sense

of powerlessness, anger, and passive resistance tochange.

Lack of Trust

¾ Promises of improvement mean nothing if employees

do not trust management.



Fear of Failure

¾ Employees are intimidated by change anddoubt their abilities to meet new challenges.

Threat to Job Status/Security

¾ Employees worry that any change maythreaten their job or security.

Fear of increased responsibility

¾ Some staff may question whether they will have moreresponsibilities and/or accountabilities as a result of achange.



Change is often resisted because offailures in the way it is introduced

Failure to explain the need for change Failure to provide information

Failure to consult, negotiate and offer support and training

Lack of involvement in the process

Failure to build trust and sense of security

Poor employee relations

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¾ Education and communication

¾ Participation and involvement

¾ Facilitation and support¾ Negotiation and agreement

¾ Leadership



Change can produce positive benefits

for the individual

Opportunities for personal change anddevelopment

Provides a new challenge

Reduces the boredom of work Opportunity to participate and shape

the outcome

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Do not ignore the people side of ´changeManagementµ

¾ The practice of Change Management is a

combination of the methods used by people (usually

management teams) within organizations to ensure

organizational transition is completed efficiently andeffectively. It is extremely important that management

teams consider the ´people sideµ of anyorganizational change. Too often, managers look at

change management as a technical process, rather

than a human one. This makes sense, since the field ofChange Management is described as the study of´approachesµ or ´processesµ an organization follows

when moving from its current state to a desired state.



Interpersonal and communication skills¾ Improve their interpersonal and communication skills

so that they could help their staff overcome thepains associated with change.

Stop thinking of change management as a

stand-alone initiative and start accepting it asan everyday reality Anticipate what and where the resistance will

be and plan for it accordingly.¾ All managers need to realize that resistance to

change is normal. Given that change is an ever-present reality in today·s work place, it is safe to saythat resistant behavior is inevitable in mostorganizations. Managers need to identify thisbehavior and help staff manage it by utilizing theproper interpersonal and communications skills.



Explain the Reasons for the change

Talk to people in person

Tell people the truth

Express your feelings

Take first steps



Important to talk to employees bothformally and informally

Specific purposes for meetings Announce a change

Provide new information and clarification

Involve them in planning andimplementation

Provide feedback



Behavior/Situation+Feelings+Effects+

Needs= Clear Communication



¾ Environmental analysis.

¾ Set out the strengths and weaknesses of the organization

¾ Current provisions

¾ Resources

¾ Identify the change required¾ Determine the major issues

¾ Identify and assess the key stakeholders

¾ Win the support of key individuals

¾ Identify the obstacles

¾ Determine the degree of risk and the cost of change

¾ Understand why change is resisted

¾ Recognize the need for change, identify current positiondevise a suitable method

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Building the vision

¾ Develop a clear vision

¾ Make it clear to people about what achange involves and how they are

involved in it¾ What is involved

¾ What is the proposed change

¾ Why should we do it

¾ What the major effects will be

¾ How we can manage the change

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Plan the change

¾ Devise appropriate strategies to introduce change

¾ Design the change¾ Identify the significant steps in the change process¾ Discuss the need for change and the full details of what is

involved¾ Allow people to participate in planning change¾ Communicate the plan to all concerned¾ Produce a policy statement¾ Devise a sensible time scale¾ Produce action plans for monitoring the change¾ Allow people to participate in planning change¾ Get all parties involved in and committed to the change

¾ Inspire confidence by forestalling problems andcommunicating regularly¾ Devise a sensible time scale for implementation of change¾ Anticipate the problems of implementation

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Implementing the change

¾ Check on and record progress

¾ Make sure that change is permanent

¾ Evaluate the change

¾ Improve on any weak areas

¾ Overcome resistance

¾ Involve all personnel affected¾ Keep everyone informed

¾ Devise an appropriate reward system

¾ Be willing to compromise on detail

¾ Ensure that strategies are adaptable

¾ Select people to champion change¾ Provide support and training

¾ Monitor and review

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Allowing too much complexity Failing to build a substantial coalition Failing to understand the need for a clear

vision Failure to clearly communicate that vision Permitting roadblocks against that vision Not planning for short term results and not

realizing them Declaring victory too soon Failure to anchor changes in corporate

culture

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Don't struggle against change;

Learn to use it to your advantage.

Change comes from awareness.

Reasonable people adapt themselves to the world.Unreasonable people attempt to adapt the world to them.

Life itself is almost synonymous with the concept of change..

Change can not be managed, it can only be facilitated.



The Marin Company has more than 100 field salesrepresentatives who sell a line of complex industrialproducts.Sales pf these products need close work

with the buyers to determine their product needs.All sales representatives are college graduates in

engineering and science.

Recently the firm established a new company wide

control report system using a large computer.Thesystem doubles the amount of time the industrial

sales representatives spends filling out forms andsupplying information that can be fed intocomputers.

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Q.1 Comment on sales manager analysis.

Q.2 What alternative approaches do you

recommend for this situation?

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26838902 PPT Change Management

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