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Beltran, Karrisa

Dingle, Fatima

Miranda, Christine

Ocampo, Jastine

Senas, Richelle

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to make the form, nature, content, future

course of something different from what it is

or from what it would be if left alone.

to transform or convert (usually followed byinto)

to substitute another or others for; exchange

for something else, usually of the same kind.

to give and take reciprocally; interchange. to transfer from one (conveyance) to

another.

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a structured approach toshifting/transitioning individuals, teams, andorganizations from a current state to adesired future state.

It is an organizational process aimed athelping employees to accept and embracechanges in their current business

environment

a basic skill in which most leaders andmanagers need to be competent.

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Kotter defines change management as the

utilization of basic structures and tools tocontrol any organizational change effort.

Change management's goals is to minimize

the change impacts on workers and avoiddistractions.

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Linda Ackerman Anderson created the role of

the change leader to take responsibility for

the people side of the change.

February 1994 is the unofficial beginning of

the Change Management Industry, with the

publication of the first "State of the ChangeManagement Industry.

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Ackerman (1997) has distinguished between

three types of change:

Developmental change

Transitional change

Transformational change

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change occurs when a company makes an

improvement to their current business.

This type of change should cause little stress

to current employees as long as the rationale

for the new process is clearly conveyed and

the employees are educated on the newtechniques.

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A change that is more intrusive than

developmental change as it replaces existing

processes or procedures with something thatis completely new to the company.

A corporate reorganization, merger,

acquisition, creating new products orservices, and implementing new technology

are examples of transitional change.

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A change occurs after the transition period.

It involve both developmental and

transitional change.

It can result in an organisation that differs

significantly in terms of structure, processes,

culture and strategy. It result in the creationof an organisation that operates in

developmental mode - one that continuously

learns, adapts and improves.

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Involvement and agree support from peoplewithin system (environment, processes, culture,relationships, behaviours, etc., whetherpersonal or organisational).

Understand the organisation is at the moment.Understand where you want to be, when, why,

and what the measures will be for having gotthere.

Plan development towards above No.3 inappropriate achievable measurable stages.

Communicate, involve, enable and facilitateinvolvement from people, as early and openlyand as fully as is possible.

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Different people react differently to change

Everyone has fundamental needs that have to be

met

Change often involves a loss, and people go

through the "loss curve"

Expectations need to be managed realistically

Fears have to be dealt with

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Increase urgency - inspire people to move,make objectives real and relevant.

Build the guiding team - get the right people inplace with the right emotional commitment, andthe right mix of skills and levels.

Get the vision right - get the team to establish asimple vision and strategy, focus on emotionaland creative aspects necessary to drive serviceand efficiency.

Communicate for buy-in - Involve as manypeople as possible, communicate the essentials,simply, and to appeal and respond to people'sneeds. De-clutter communications - maketechnology work for you rather than against.

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Empower action - Remove obstacles, enableconstructive feedback and lots of support fromleaders - reward and recognise progress andachievements.

Create short-term wins - Set aims that are easyto achieve - in bite-size chunks. Manageablenumbers of initiatives. Finish current stagesbefore starting new ones.

Don't let up - Foster and encouragedetermination and persistence - ongoing change

- encourage ongoing progress reporting -highlight achieved and future milestones.

Make change stick - Reinforce the value ofsuccessful change via recruitment, promotion,new change leaders. Weave change into culture.

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Directive strategies

Expert strategies

Negotiating strategies

Educative strategies

Participative Strategies

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It highlights the manager's right to manage change and theuse of authority to impose change with little or noinvolvement of other people.

The advantage is that change can be undertaken quickly.

The disadvantage of this approach is that it does not takeinto consideration the views, or feelings, of those involvedin, or affected by, the imposed change.

This approach may lead to valuable information and ideasbeing missed and there is usually strong resentment fromstaff when changes are imposed rather than discussed and

agreed.

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It sees the management of change as a problemsolving process that needs to be resolved by an'expert'.

It is mainly applied to more technical problems, such

as the introduction of a new learner managementsystem, and will normally be led by a specialistproject team or senior manager.

There is likely to be little involvement with those

affected by the change.

The advantages is that experts play a major role inthe solution and the solution can be implementedquickly as a small number of 'experts' are involved.

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It highlights the willingness on the part of senior managersto negotiate and bargain in order to effect change.

Senior managers must also accept that adjustments andconcessions may need to be made in order to implement

change. It acknowledges that those affected by change have the

right to have a say in what changes are made, how theyare implemented and the expected outcomes.

The disadvantage is that it takes more time to effect

change, the outcomes cannot be predicted and thechanges made may not fulfil the total expectations of themanagers affecting the change.

The advantage is that individuals will feel involved in thechange and be more supportive of the changes made.

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It involves changing people's values and beliefs, 'winninghearts and minds', in order for them to fully support thechanges being made and move toward the development ofa shared set of organisational values that individuals arewilling, and able to support .

A mixture of activities will be used; persuasion; education;training and selection, led by consultants, specialists andin-house experts.

The disadvantage is that it takes longer to implement.

The advantage is that individuals within the organisationwill have positive commitment to the changes being made.

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This strategy stresses the full involvement of allof those involved, and affected by, theanticipated changes.

Driven by senior managers the process will beless management dominated and driven more bygroups or individuals within the organisation.

The views of all will be taken into accountbefore changes are made. Outside consultantsand experts can be used to facilitate the processbut they will not make any decisions as to theoutcomes.

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The main disadvantages are the length of timetaken before any changes are made, it can bemore costly due to the number of meetings thattake place, the payment of consultants/expertsover a longer time period and the outcomes

cannot be predicted.

the benefits are that any changes made aremore likely to be supported due to theinvolvement of all those affected, the

commitment of individuals and groups within theorganisation will increase as those individualsand groups feel ownership over the changesbeing implemented.

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The organisation and individuals also have

the opportunity to learn from this experience

and will know more about the organisation

and how it functions, thus increasing their

skills, knowledge and effectiveness to the

organisation.