Change- Any alteration of status quo.

Organizational Change- Any alteration of the status quo in an organization initiated by external or internal factors that impact both the organization and the individual.

Organizational change refers to a modification or transformation of organizations structure, processes or goods.

Change Management refers to a systematic approach to deal with change, both from the perspective of an organization and on the individual level.

Change management is the process, tools and techniques to manage the people-side of change to achieve the required business outcome.

Change management incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change.

Forms of Change

Planned Change: Planned change is resulting form a deliberate decision to alter the organization.It is an intentional, goal-oriented activity.

Unplanned Change: Unplanned change is imposed on the organization and it is unforeseen.

Evolutionary Change: Some changes are evolutionary in nature and do not greatly violate the tradition and status quo expectation. Usually they are adjustments within the status quo, and they seldom promote great enthusiasm, or have dramatic results.

Revolutionary Change: Changes sometimes may be cataclysmic. The revolutionary changes results in over turning the status quo, cause violations, rejections or suppression of old expectation.

Forces for change

Technological Change

Globalization

Social and Political Change

Workforce diversity

Government rules and regulation

Change in managerial personnel.

Declining effectiveness

Change in work climate.

Crisis

Employee Expectation.External ForcesInternal Forces

Model of Change

Interconnected Organization variables.PeopleTaskDesignStrategyCultureTechnology

Lewins force Field AnalysisOldStateUnfreeze(Awarenessof needfor change)Refreeze(Assurance of PermanentChange)NewStateChange(MovementFrom oldStateTo new

Kotters Eight Step Change Management ModelCreate a sense of urgency

Establishing a powerful group to guide the change

Develop a vision

Communicate the vision

Empower staff

Ensure there are short term wins

Consolidate gains

Institutionalize the change in the culture of the organization.

Resistance to Change

Economic reasons

Fear of unknown Fear of Loss

Security Status quo

Peer pressure

Disruption of Interpersonal relationships

Social Displacement.

Resource Constraint

Structural Inertia

Sunk Cost Politics

Threat to establish power relationships

Threat to expertise

Group Inertia.Individual ResistanceOrganizational ResistanceABCLTD

How are people affected by the ChangeEvery change has some impact on people.

Managers, operatives, clerks and other workers must alter their working behaviour to achieve the objectives of change.

In order to realize the full benefits of change, everyone in the organization must , to some extent alter their attitudes and behaviours.

Maximum benefits can be achieved when any resistance to it is minimized.

In order to minimize the resistance and maximize the acceptance and support management should be able to identify how people are affected by the change.

There can be three distinct ways in which people are affected.

These are Operational, Psychological and Social.

How to manage change ? ? Initiatives contributing effective change management

Creating a vision Energizing commitment Describing a desired future state.Developing political support Assessing change-agent power Identifying key stakeholders. Influencing stake holders.Sustaining momentum Providing resources for change Building support system for change agents Developing new competencies and skills Reinforcing new behaviour

Managing the transition Activity planning Commitment planning Management structure

Motivating change Creating readiness for change

EffectiveChange Management

Strategies for managing ChangeEducation and communication

Participation

Empathy and support

Negotiation

Manipulation and Cooption

Coercion.

ApproachCommonly used in situationsAdvantagesDrawbacksEducation + communicationWhere there is lack of information or inaccurate information and analysisOnce persuaded, people will often help with the implementation of change.Can be time consuming if lots of people are involved.Participation + InvolvementWhere the initiators do not have all the information they need to design change and where others have considerable power resist.People who participate will be committed to implementing change, and any relevant information they have will be integrated into change plan.Can be very time consuming if participators design an appropriate change.Facilitation + SupportWhere people are resisting because of adjustment problemNo other approach as well with adjustment problem.Can be time consuming, expensive, and still fail.Negotiation + Agreement Where someone or some grip will clearly lose out in a change, and where the group has considerable power to resist.Sometimes it is a relatively easy way to avoid major resistance.Can be too expensive in many cases if it alerts others to negotiate for compliance.Manipulation + Co-operationWhere other tactics will not work, or are too expensive.It can be relatively quick and inexpensive solution to resistance problem.Can lead to future problems if people feel manipulated.Explicit + Implicit coercionWhere speed is essential and the change initiators possess considerable power.It is speedy and can overcome any kind of resistanceCan be risky if it leaves people mad at the initiators.

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