change management
DESCRIPTION
Change ManagementTRANSCRIPT
Nature of changeVital if a company were to avoid
stagnationA process and not an eventNormal and constantFast and is likely to increase further in the
present competitive businessDirective or participativeNatural or adaptiveIncremental, interdependent on
organizational culture
Historical and Political Evolution
Management and Organization
•Change
People
Corporate Culture
Components
Historical and Political Evolution - Tradition,values owners, past experience of change, new power distribution, ’winers’ and losers of the change
Management and Organization – role shift of line from autocrat to facilitator, boundaries between jobs, divisions, departments become blurred, job broadening, project and group work, increased harnessing of technology, “customer facing “ of employees.
People – expectations from change like pay, promotion, or other form of recognition, change agent
Change targets
Purpose-mission
and objectives
Technology-
equipments, facilities
and workflow
Structure-Update
organizational design
and coordination mechanisms
Tasks-Update job designs for individuals and groups
People-Update
recruiting and selection practices; improve
training and development
Culture-Clarify or
create core belief and values
Strategy-Clarify or
create strategic and operational
plans
Objectives-set or modify specific
performance targets
Organisational change targets
Forces for change in OrganizationsExternal Causes- Globalization, Workforce
Diversity, Technological change, Managing ethical behavior, Government policies, Competition & Scarcity of resources
Internal causes- Organizational silence, Falling effectiveness, Crisis, Changing employee expectations, change in the work & Climate
Stability v/s ChangeStability induces certainty, change induces uncertainty
Change can be small or bigChange involves change in state, but in stability it is
constantStability will bring in strengths and weaknesses,
while change will bring opportunities and threatsStability will make people passive and lethargic,
while change will make people activeStability is usually triggered by individuals, but
change is triggered by people and other environmental factors.
Stability v/s ChangeStability is not permanent, while change is
relatively permanent.Constructive change can bring in stability,
but stability cant bring change.Stability fosters cohesiveness, while change
fosters political behaviorStability has less scope for learning
WHYRESISTANCE TO CHANGE
Insecurity Sense of loss and Confusion Mistrust and the “ME” focus Fear of letting-go-off the experience which
led to success in the past People hold onto and value the past High uncertainty, Low stability, high
emotional stress Perceived high levels of inconsistency High energy – often undirected Conflict increases – especially between
groups
Proactive change involves actively attempting to make alterations to the work place and its practices. Companies that take a proactive approach to change are often trying to avoid a potential future threat or to capitalize on a potential future opportunity. Reactive change occurs when an organization makes changes in its practices after some threat or opportunity has already occurred. As an example of the difference, assume that a hotel executive learns about the increase in the number of Americans who want to travel with their pets. The hotel executive creates a plan to reserve certain rooms in many hotel locations for travelers with pets and to advertise this new amenity, even before travelers begin asking about such accommodations. This would be a proactive response to change because it was made in anticipation of customer demand. However, a reactive approach to change would occur if hotel executives had waited to enact such a change until many hotel managers had received repeated requests from guests to accommodate their pets and were denied rooms.
PROACTIVE AND REACTIVE RESPONSES TO CHANGE
‘At the Heart of Managing Change lies the perception of change itself’
Is Change an Opportunity or a Problem ?
EMOTIONAL RESPONSETO
ORGANIZATIONAL CHANGE
D E N I A L
A N G E R
B A R G A I N I N G
D E P R E S S I O N
ACCEPTANCE
CHANGE MANAGEMENT
EFFECTIVE CHANGE EQUALS :
ALTERINGMINDSET
HARNESSINGMOTIVATION
SHAPING BEHAVIOUR
CHANGES IN CAREER
CAREER AND LIFESTAGES
Changes as a“HOW”
How do I get Promoted
How do I improve Productivity
How do I improve my value
Changes as a“WHAT”
Changes as a“WHY”
What changes are necessary for my success
What am I trying to Accomplish
Why do I need to Progress
Why do I need to change myself