Change Managent Ppt

7/31/2019 Change Managent Ppt

1/31

CHANGE

MANAGEMENT


2/31

MEANING

One meaning ofmanagingchange refers to the makingof changes in a planned and managed or systematic fashion.The aim is to more effectively implement new methods andsystems in an ongoing organization. The changes to be

managed lie within and are controlled by the organization.

Hence, the second meaning of managing change, namely,the response to changes over which the organization exerciseslittle or no control (e.g., legislation, social and political

upheaval, the actions of competitors, shifting economic tidesand currents, and so on).


3/31

Levels of Change

Organization

Team

Self


4/31

Levels of Change

Change takes place on three levels The self,

the team or the (small) organization and the

wider system that surrounds the team or the

small organization or the organizational unit -

depending how you define the system borders.

In a process, learning needs to be facilitated on

all three levels to become sustainable.


5/31

Process of change

Unfreezing

Freezing

Refreezing


6/31

Unfreezing

Diagnosis stage Participants are made aware of problems in order to increase their

willingness to change their behaviour.

Changing Intervention stage

Individuals experiment with new workplace behaviour

Re-freezing

Reinforcement stage Individuals acquire a desired new skill or attitude and are rewarded

for it by the organization.


7/31

The Process Change Method

Organize and prepare

Conduct organizational scan

Establish technical working groups Understand projects current state

Redesign the process

Develop solution

Conduct pilot (s) and evaluate

Facilitate organizational learning


8/31

Your current State of organization inthe face of this change is ?

Welladapted

Very welladapted

Wayahead of

themarket!

Notgood

enough

Gap assessment

TotallyInadequate


9/31

A CHECKLIST FOR CHANGE

Yes No

___ ___ Will this change benefit others?

___ ___ Is this change compatible with thepurpose of the organization?

___ ___ Is this change specific and clear?

___ ___ Are the top 20 percent (the

influencers) in favor of this change? ___ ___ Is it possible to test this change before

making a total commitment to it?


10/31

Yes No___ ___ Are Physical, financial, and human

resources available to make this

change?

___ ___ Is this change reversible?___ ___ Is this change the next obvious step?

___ ___ Does this change have both short- and

long-range benefits?

___ ___ Is the leadership capable of bringingabout this change?

___ ___ Is the timing right?


11/31

THE LEADER AS A CHANGE AGENT

In this world of rapid change and

discontinuities, the leader must be out front to

encourage change and growth and show waysto bring it about.


12/31

What is a Change Agent?

The change agent is the individual whose role

is to support the leader and the management

team in bringing about the desiredtransformation of the organization.


13/31

Leadership by Top Executive

For major change to take place, there must be

a leader for the change someone who has

the power to legitimize it. This individualmust be the top executive in the organization.

The change is no longer a wish; it becomes

policy and resources are assigned to make ithappen


14/31

Top management as leaders must

understand that

Their sustained support will be required,

not just a decision to move ahead;

therefore, they need to understand what

they are getting into

There is a need to translate theirintellectual commitment into personal

and emotional involvement


15/31

A test of a leader is the

ability

to recognize a problem

before

it becomes an emergency.


16/31

They sense it before they see it (intuition).

They begin looking for it and ask questions

(curiosity).

They gather data (processing).

They share their feelings and findings to a fewtrusted colleagues (communicating).

They define the problem (writing).

They check their resources (evaluating).

They make a decision (leading).


17/31

Excellent Leaders Avoid the

Seven Deadly Sins. Trying to be liked rather than respected.

Not asking team members for advice and help.

Emphasizing rules rather than skills.

Not keeping criticism constructive.

Not developing a sense of responsibility in teammembers.

Treating everyone the same way.

Failing to keep people informed.


18/31

Strength of a Leader as a change

agent

DREAMING

Never let go of a dream until youre ready to

wake up and make it happen.


19/31

GOAL-SETTINGA goal is a dream with a deadline. If you dontknow what you want and where you are going,you will get nest to nothing and end up nowhere.

INFLUENCING

The very essence of all power to influence lies in

getting the other person to participate. People donot care how much you know until they knowhow much you care.


20/31

ORGANIZATION

Organizing is what you do before you do

something, so that when you do it, its not all

mixed up.

PRIORITIZING

He is a wise man who wastes no energy on

pursuits for which he is not fitted; and he is wiserstill who, from among the things he can do well,

chooses and resolutely follows the best.


21/31

PROBLEM SOLVING

The majority see the obstacles; the few see the

objectives; history records the successes of the

latter, while oblivion is the reward of the former.

RISK TAKING

Risks are not to be evaluated in terms of theprobability of success, but in terms of the value of

the goal.


22/31

DECISION MAKING

Your decisions will always be better if you do

what is right for the organization rather than

what is right for yourself.

CREATIVITY

There is always a better way your challenge is

to find it. Mans mind, once stretched by a newidea, never regains its original dimensions.


23/31

HIRING

There are only three rules of sound

administration: pick good (people), tell them

not to cut corners, and back them to the limit.

Picking good (people) is the most important.

EVALUATION

People who reach their potential spend more

time asking, What am I doing well? ratherthan What am I doing wrong?


24/31

Skills for Succeeding in a Changing World

1. Develop a practical philosophy of changeIts no longerback to normal, but forward to normal. acceptchange; Leaderschange beforesurvival necessitates it.

2. Build on a strong foundationPurpose: What is my purpose?Values: What values are most important?Faith:What are my spiritual beliefs?

3. Practice optimistic realismAssess the situation realistically, expect the best and be prepared for the worst.

4. Act decisivelyIdentify the bestactions to take and do them consistently.

5. Learn from every changeLook for the lessons and learn from what happened.

6. Be a victor of circumstanceYou cant always choose what happens to you, but you can always choose howyou respond.

7. Encourage and support othersIt will keep you from becoming self-absorbed and will create a network ofsupport for you.


25/31

The Differences

MANAGERS

focus on today

hoard information

demand work

retain power

punish failures

push the rope

LEADERS

focus on future

share information

enlist support

give away power

celebrate victories

pull the rope


26/31

The disposition of a leader isimportant because it will influence

the way the followers think and feel.Great leaders understand that theright attitude will set the right

atmosphere, which enables the rightresponses from others.


27/31


28/31

HOW TO OFFER

OWNERSHIPOF CHANGE TO

OTHERS


29/31

1) Inform people in advance so theyll have time tothink about the implications of the change and

how it will affect them.2) Explain the overall objectives of the change-the

reasons for it and how and when it will occur.

3) Show people how the change will benefit them.Be honest with the employees who may lose outas a result of the change.

4) Ask those who will be affected by the change toparticipate in all stages of the change process.


30/31

5. Keep communication channels open. Provideopportunities for employees to discuss the

change. Encourage questions, comments, andother feedback.

6. Be flexible and adaptable throughout the changeprocess. Admit mistakes and make changes

where appropriate.7. Constantly demonstrate your belief in and

commitment to the change. Indicate yourconfidence in their ability to implement the

change.8. Provide enthusiasm, assistance, appreciation, and

recognition to those implementing the change.


31/31

Change Managent Ppt

Documents

Transcript of Change Managent Ppt