change management by n.g.palit
DESCRIPTION
Change is an integral part of life. Progress is impossible without change and those who can't change their minds cannot change anything. Change is to survive. Change is to keep yourself updated. So, CHANGE or PERISH.TRANSCRIPT
””PROGRESS IS IMPOSSIBLEPROGRESS IS IMPOSSIBLE
Without CHANGE”,Without CHANGE”,
& &
Those who can’t change their mindsThose who can’t change their minds
can’tcan’t
CHANGE ANYTHING”CHANGE ANYTHING”
- George Bernard Shaw- George Bernard Shaw
Why Change?Why Change?
” ” It is not the strongest species It is not the strongest species
that survive, that survive,
nor the most intelligentnor the most intelligent,,
it is the one it is the one
most adaptable to change”most adaptable to change”
- Charles Darwi- Charles Darwinn
Why Change?Why Change?
Change is a part of lifeChange is a part of life
&&
Change is inevitableChange is inevitable
You Have Only One ChoiceYou Have Only One Choice
Either You ChangeEither You Change
OrOr
PERISHPERISH
Why Change?Why Change?
In order to survive, In order to survive,
organizations andorganizations and
their cultures musttheir cultures must
continuously evolvecontinuously evolve
and change.and change.
Managing ChangeManaging Change
Managing changeManaging change
is an integralis an integral
part of every part of every manager’s job.manager’s job.
Manager as Change-AgentManager as Change-Agent
People who act as catalysts and assumePeople who act as catalysts and assume
the responsibility for changing processthe responsibility for changing process
are called are called – ”– ”CHANGE AGENTS”CHANGE AGENTS”
Change ManagementChange Management
Change ManagementChange Management
Involves the Involves the process process
that ensures business that ensures business
responds to the responds to the
environmentenvironment in which in which
it operatesit operates
Forces for ChangeForces for Change
External Forces:External Forces:
Market placeMarket place
Govt. Laws & Govt. Laws &
regulations.regulations.
TechnologyTechnology
Labour marketLabour market
Economic changesEconomic changes
Internal Forces:Internal Forces:
Changes in strategyChanges in strategy
of the organizationof the organization
Workforce changesWorkforce changes
New equipmentNew equipment
Employee attitude Employee attitude
Conditions which prompt Conditions which prompt change.change.
1. 1. Global competitionGlobal competition
2. 2. Change in technologyChange in technology
3. Economic crises.3. Economic crises.
4. 4. Social DevelopmentsSocial Developments
5. 5. Changes in laws & regulationsChanges in laws & regulations
Why Change?Why Change?
’’The best way to escape from a The best way to escape from a
problem is to problem is to SOLVE IT’.SOLVE IT’.
Cultures change, when an organizationCultures change, when an organization
discovers or develops solutions todiscovers or develops solutions to
problems it faces.problems it faces.
Do People Resist Change?Do People Resist Change?
Yes.Yes.
People always resist People always resist
CHANGECHANGE
Because Because ’Change’ ’Change’
Threatens EquilibriumThreatens Equilibrium
Why people resist change?Why people resist change?
Because employees fear: Because employees fear:
UncertaintyUncertainty
InsecurityInsecurity
Failure to see any benefit of change.Failure to see any benefit of change.
Objectionable ways of implementingObjectionable ways of implementing
changechange
The concept that The concept that ’change means more ’change means more work’.work’.
Who are the targets of Who are the targets of Change?Change?
OrganizationsOrganizations
IndividualsIndividuals
GroupsGroups
The EnvironmentThe Environment
Four Responses to ChangeFour Responses to Change
First, is the First, is the VictimVictim. . They are terrifiedThey are terrified
Second is the Second is the BystandersBystanders
Third is the Third is the CriticsCritics
Fourth is the Fourth is the NavigatorNavigator, who have to , who have to
implement the change.implement the change.
SO ?SO ?
Involve your TeamInvolve your Team
Communicate Communicate
constantlyconstantly
Plan properlyPlan properly
Don’t let upDon’t let up
How to manage How to manage organizational change?organizational change?
Organizational culture can either facilitateOrganizational culture can either facilitate
or inhibit changes. or inhibit changes.
We need to change organizational culture We need to change organizational culture
if it hinders the process of change and if it hinders the process of change and
achievement of organizational goalsachievement of organizational goals
Why Organizational Change?Why Organizational Change?
Environmental and Environmental and
Internal forces canInternal forces can
stimulate need for stimulate need for
organizational changeorganizational change..
Environmental ForcesEnvironmental Forces
Environmental forces include:Environmental forces include:
TechnologyTechnology
Marketing forcesMarketing forces
Social trendsSocial trends
Political and regulatory forcesPolitical and regulatory forces
Internal ForcesInternal Forces
Come from decisions made within theCome from decisions made within the
company.company.
This may be in This may be in Top-downTop-down direction, i.e direction, i.e
originating from top management andoriginating from top management and
travel downwardstravel downwards,,
Or, it may oriniginate from frontlineOr, it may oriniginate from frontline
employees & travel in a employees & travel in a Bottom-up Bottom-up
directiondirection
Important Cultural IssuesImportant Cultural Issues
The three importnat The three importnat
cultural issues of any cultural issues of any
organization are:organization are:
1. 1. Ethics Ethics
2. Diversity of employees2. Diversity of employees
3. 3. Leadership behaviourLeadership behaviour
Changing Organizational Changing Organizational CultureCulture
Top leaders can set the tone for a Top leaders can set the tone for a
change in organization’s culture.change in organization’s culture.
Managers and leaders must Managers and leaders must
introduce and ”introduce and ”cement”cement” ethical ethical
practices into organization’s culture.practices into organization’s culture.
Changes at Individual levelChanges at Individual level
Changes in this area can be achieved Changes in this area can be achieved by:by:
1. Changes in the number and skills of 1. Changes in the number and skills of
the human resource component.the human resource component.
2. 2. Improving levels of employees’ Improving levels of employees’
motivation and performance.motivation and performance.
Group TargetGroup Target
It involves changes in the It involves changes in the
relationship between relationship between
managers and managers and
subordinates & also subordinates & also
relationship within the relationship within the
group.group.
Organizational TargetsOrganizational Targets
It may be changes in any of the It may be changes in any of the followinfollowing:g:
Products , quality or service offered.Products , quality or service offered.
Goals & strategies.Goals & strategies.
Organizational structureOrganizational structure
Organizational CulureOrganizational Culure
Environmental TargetEnvironmental Target
It relates to changes in It relates to changes in
Environment Environment ::
May be due to changesMay be due to changes
in products and in products and
services, which mayservices, which may
require new require new
technology or new distributiontechnology or new distribution
system.system.
How to implement Change?How to implement Change?
The following steps are The following steps are
crucial to obtain successful crucial to obtain successful
change outcome:change outcome:
1. 1. Create a Vision of Change.Create a Vision of Change.
2. Communicate the vision of 2. Communicate the vision of
change.change.
3. 3. Remove fears from the minds of Remove fears from the minds of
those who will get affected by those who will get affected by
change.change.
Pre-planning for ChangePre-planning for Change
Introduce change Introduce change graduallygradually
Clarify goals, policies, strategiesClarify goals, policies, strategies
Wherever possible, keep the team intactWherever possible, keep the team intact
and keep the same job titles.and keep the same job titles.
Maximise supervision & dialogue Maximise supervision & dialogue
Develop trust and confidenceDevelop trust and confidence
Communicate the ChangeCommunicate the Change
To all who will be To all who will be
affected by changeaffected by change
Direct communication Direct communication
from the topfrom the top
management to the management to the
employeesemployees
When to Communicate?When to Communicate?
Communicate before the chCommunicate before the change, notange, not
afterwards.afterwards.
Regularly Regularly communicate during changecommunicate during change
Early and Early and frequent communication frequent communication isis
desirable.desirable.
Communicate both Communicate both orally & in writing orally & in writing
THE ART OF PROGRESS THE ART OF PROGRESS
” ” Is to preserve order amid changeIs to preserve order amid change
ANDAND
to preserve change amid orderto preserve change amid order””
At the EndAt the End
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