QUALITY MANAGEMENT

Why do we need to get involved in

change management?

ByWalid Khalid Abdulkader

Definition

The coordination of structured period of transition from situation A to situation B in order to achieve lasting change within an organization

More to organization and individual level

Managing change

Managing change is the most important aspect to improve organizational performance.

We view change management as a deliberate process that starts with an understanding of the need for dealing with change, as well as the motivation for causing positive change.

Change

Change is a fact of every day life; it is the norm.

Change Context•problems and opportunities (creating a ‘positive crisis’)•establishing the need for change•strategic perspective, creating a vision and clear objectives

Why change?

Change is necessary in life to keep us…• Moving• Growing• Interested

Imagine life without change. It would be

static...boring...dull.”

Individual

Why we need to involve individual management

Successful organizational change only results when individuals are successful at change

Human being respond to the change fairy predictably even though we are all different

If you don’t have individual change management 1. We do the activities, but do not have the appropriate focus on the individuals undergoing change

Effective Change

Management

ACTIVITIES

TeamGroup of people organized to work together interdependently and cooperatively to meet the needs of their customers by accomplishing a purpose and goals.

•The team should include people with experience of the areas of the organization that are to be changed

e.g: The chief executive and board chair.

Each team member has the responsibility towards their decision making in order to change the management

Why we need to get involved:-

1. Establish clear guidelines for membership

2. Has authority to make strategic decisions

Consequences of not forming a change management team

i. Partial implementation ii. Project failure

Leading

Leadership without effective change management skills is becoming ineffective as a core skill.

Leader is responsible for re-vitalizing an organization, define the change, creating new visions and mobilizing commitment to these visions

The leader must explain clearly the vision and the challenge faced to motivate others.

With the good leadership, employees expect positive, present of hope, which the organization will becoming completely functioning.

The role of leadershipin

change management

Aware that there are 3 times zones where leadership is important:

1.Preparing for the journey2.Slogging through the swamp3.After arrival

Preparing For The Journey

As a leader you need to establish credibility and a track record of effective decision making.

Slogging Through The Swamp•During this period, effective leaders need to focus on two things.

i. The feelings and confusion of employees.

ii. The leader must work with employees to begin creating a new vision of the altered workplace, and helping employees to understand the direction of the future.

After Arrival

It is the time to complete the process as people understand their

roles in the organization.

Organization• Understand what tools we have to help individual

changes successfully

• Eg: Supervisor and manager play a role in making organizational changes successful- they must ensure that they have tools like training to help the individual change successful

• It is very difficult to introduce change to an organization

• Employee difficult to accept or implement the organizational improvement

• Eg: A company change or transfer the people in the organization. Each people have their own goal or system, so the employee difficult to accept because they must learn or train from the basic.

Why we need to get involve with change management for organization?

Employee or individual Successful organization can occur when each individual or employee impacted by the changes

Communication planEnsure that what we want to tell someone, they receive and understand what we talking about

EducationGive some training and coaching after changing

the organization Build training program for the individual in organization based on skills, knowledge and behaviors

Gain new skillsChange can be good for an employee or

individual since it will bring them the opportunity to try something new and gain new skills.

Company’s profitChange allows companies to better compete with

their rivals and develop new skills or products that will bring in a higher profit.

The Risks• Misunderstanding

• Communication problem• Difficult to understand because different

background

• Lack of information• Give general explanation and not fully

explanation

• Disagreement of the change

• Difficult to gain a new skill and impact or effect to their performance

• Do not have the proper plan

• The strategy of change management could fail in any time without proper plan

• Not listed the single step of change

• Self interest

• Individuals are more concerned about their implication when do the change compared to the organization or company

Managing Change Key

Participation

What is to be changed?• Strategies, positions, policies, programmes, ploys,

patterns• Performances: competitiveness, added values,

responsiveness, productivities, results, innovations• Alliances, sustainabilities, movement• Structures and groupings• Processes, work arrangements• Resource allocations, savings

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What is to be changed?• People – individual and groups

• Behaviours: performances, conformities, creativities

• Competencies: mastery in performance• Attitudes, Values, Beliefs

• Distributions of opportunity• Orientations to externalities

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Seven Steps to Change

• General managers at business unit and plant levels could use a number of steps to create real change.

• These steps produce a self-reinforcing circle of commitment, coordination, and employee.

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Steps 1

Mobilize Energy and Commitment through Joint Identification of Business Problems and Their Solutions.

-You can not order energy and commitment the way you would a monthly report,

-But you can generate energy and commitment if you involve people in the process

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Steps 2

Develop a Shared Vision of How to Organize and Manage for Competitiveness

-The last thing you want are several competing visions of what should be done.

-And once you have the vision, be sure that people see it as in their personal best interest.

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Steps 3

Identify the Leadership

-You need the best people involved , and you need them at all levels.

-Look to the managers of change-targeted units for that leadership.

-Do not put leadership in the hands of staff personnel. 31

Steps 4

Focus on Results, Not on Activities

-Don’t get wrapped up in “sound good, look good, feel good” activities.

-Concentrate on things that will contribute directly and tangibly to bottom-line improvement.

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Steps 5

Start Change at the Periphery, Then Let It Spread to Other Units without Pushing It from the Top.

-You are much more likely to change the entire organization by encouraging change in peripheral units, and letting that change spread.

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Steps 6

Institutionalize Success through Formal Policies, Systems, and Structures.

-Don’t forget to implement ways to measure the change

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Steps 7

Monitor and Adjust Strategies in Response to Problems in Change Process.

-Remember that some people will quit, Some elements of your change agenda will fail and competitors may change their tactics.

-Be flexible.

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Implementation1. Enlist the support and involvement of key people:

-This means assembling a team with the right blend of skills, authority, resources , and leadership

2. Crafting a Good Implementation Plan:

-Remember to keep it simple, flexible, divided into achievable chunks, and with clearly defined roles and responsibilities.

3. Supporting the plan with consistent behaviour:

-Make sure that management “walks the talks”.36

Implementation4. Developing “enabling structures”

-This means training, pilot programs, and alignment of the rewards system with your change goals.

5. Celebrating Milestones;

-identify important milestones in the project and celebrate them when they are reached.

6. Communicating relentlessly:

-Tell them why, -tell them how, -and tell them often 37

Implementation7. Using Consultants(I)With respect to change initiatives, it’s useful to think of two

types of consultants:

Expert Consultants: -They help to shape the context of change. -Which strategy needs to change? -Which structure? -Which system?

Process Consultants:-They recommend processes for making change happen, and help

implement them.-They coach the leadership and the change team

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Implementation(II)The Model of a Consultancy:• Diagnosis• Capabilities Assessment• Strategy Development• Implementation

(III)How Consultants should participate• is generally a function of the type of change you are aiming

for:• If the change is restructuring, with the purchase, sale, and/or

consolidation of units, consultants will play a large role. • If the change involves how people work together, company

personnel should be prepared to carry the burden of leadership

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Types of ChangeChanges in an organization can often be identified as one of four

types, with the definite possibility of overlap among them:

I . Strategic changes occur in the strategic business direction, e.g., moving from an inpatient to an outpatient focus.

These values are created from your beliefs and provide the cornerstone for your business or organizational culture.

For instance, if your shipping department does not believe that customer orders can be processed quickly and efficiently, chances are that your on-time shipping promise to your customers is not happening

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Types of change (strategic change)

Beliefs and values should address human concerns that employees feel, whether communicated directly or expressed through poor performance.

Minor shifts in culture can produce major changes. Be empathetic to the buttons that are pushed today because they could be the explosions you hear tomorrow.

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Types of change

II . Operational changes affect the way the ongoing operations of the business are conducted, such as the automation of a particular area.

Four principles underlie operational change: standardization, integration, centralization, and optimization. Implementation of these management principals doesn't occur overnight or in some random order. Rather, like the construction of a pyramid, they are built up, layer upon layer

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Layer 1 – Standardization: Standardization may seem an obvious operational necessity, but many large companies are just beginning to focus on this principle as a means of reducing operating costs and providing a consistent customer experience.

Layer 2 – Integration: Integration is typically associated with technology, but it's equally important on the business process side of things. Integration can be categorized into two types: internal and external.

Layer 3 – Centralization: Obvious candidates for centralization are back-office in nature: advertising, accounting, purchasing, human resources, information technology, and legal.

Layer 4 – Optimization: The key is to find the right balance among quality, cost, and speed to market. 43

Types of change

III . Political changes in staffing occur primarily for political reasons of various types, such as those that occur at top patronage job levels in government agencies.

VI . Cultural changes affect the basic organizational philosophies by which the business is conducted, e.g., implementing a continuous quality improvement (CQI) system.

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Managing change &

Change management

• CHANGE MANAGEMENT IS “SITUATIONAL”“Organizational”

• MANAGING CHANGE IS “Psychology”“Performance” 46

MODEL OF MANAGING CHANGE

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Conclusion

• Managing change important to develop internal and external support to achieve vision, manage the transition, and sustain the momentum.

• Managing change is more about individual solution (performance solution)

• Proper flow of 7 steps in managing change lead to better organization performance.

• It is important to study and recognize types of change in order to perform better managing change 48

Summary

• Effective change management involves alterations on an individual or personal level.

• Besides that, the team will provide the idea and the guideline or improvement for better result.

• Other important influences on the success of change management include leadership style, communication, and a unified positive attitude to the change among the workforce or an organization. 49