Change management ppt @ bec doms bagalkot mba

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Change management ppt @ bec doms bagalkot mba

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Change management ppt @ bec doms bagalkot mba

  1. 1. ChangeM anage e mnt Presented By: BABASAB PATIL LOGO
  2. 2. What is Change Management?  It consists of:  The task of managing change (from a reactive or a proactive stance)  An area of professional practice (with considerable variation of knowledge and skills between practitioners)  A body of knowledge (consisting of models, methods, techniques and other tools)
  3. 3. Change management Software systems are subject to continual change requests:  From users;  From developers;  From market forces. Change management is concerned with keeping track of these changes and ensuring that they are implemented in the most cost-effective way.
  4. 4. Leading Change “The rate of change is not going to slow Down anytime soon. If anything, competition In most industries will probably speed up Even more in the next few decades.” LOGO
  5. 5. Leading the Change Process Generate Apply Science of solution Learning & Human options and Performance metrics Conduct effectiveness Translate job & cost requirements into analysis competencies (K, S, A, T) Performance Consultants Make recommend- ations
  6. 6. Creating Major ChangeThe 8 Stage Process of Creating Major Change 1. Establishing a Sense of Urgency 2. Creating a Guiding Coalition 3. Developing a Vision & Strategy 4. Communicating the Change Vision 5. Empowering Broad-Based Action 6. Generating Short-Term Wins 7. Consolidating Gains & Producing More Change 8. Anchoring New Approaches in the Culture
  7. 7. Establishing a Sense of Urgency (Importance)• Examining the market & competitive realities• Identifying & discussing crisis, potential crisis, major opportunities Creating a Guiding Coalition (Combination)• Putting together a group with enough power to lead the change• Getting the group to work together like a team Developing a Vision & Strategy • Creating a vision to help direct the change effort • Developing strategies for achieving that vision
  8. 8. Communicating the Change Vision• Using every vehicle possible to constantly communicate the new vision & strategies• Having the guiding coalition role model the behavior expected of employees Empowering Broad-Based Action • Getting rid of obstacles • Changing systems or structures that undermine the change vision • Encouraging risk taking & non-traditional ideas, activities & actions Generating Short-Term Wins • Planning for visible improvements in performance, or “wins” • Creating those wins • Visibly recognizing & rewarding people who made the win possible
  9. 9. Consolidating Gains & Producing More Change• Using increased credibility to change all systems, structures & policies that don’t fit together and don’t fit the transformation strategy• Hiring, promoting, & developing people who can implement the change vision• Reinvigorating the process with new projects, themes & change agents Anchoring New Approaches in the Culture• Creating better performance through customer- & productivity oriented behavior, more and better leadership, & more effective management• Articulating the connections between new behavior & organizational success• Developing means to ensure leadership development & succession
  10. 10. The 3-phase process gives structure to the stepsproject teams should take
  11. 11. Facilitating Change Encouraging others to seek and act upon opportunities for different and innovative approaches to addressing problems and opportunities; critically analyzing evolving and fluid situations; facilitating the implementation and acceptance of change within the workplace; actively engaging with resistance to change
  12. 12. Skills and BehaviorsValues sound approaches: Consistently remains open to ideas offered by others. Values diverse opinions and approaches. Recognizes supports and uses good ideas to solve problems or address issues.Rewards change: Recognizes and rewards others who make useful changes.
  13. 13. Conti…,Addresses change resistance: Seeks to understand underlying causes that lead to change resistance. Helps individuals overcome resistance to change. Facilitates change within CARE by targeting the appropriate audience and ensuring access to relevant information. Shows empathy with people who feel loss as a result of change.
  14. 14. Conti..,Manages complexity and contradictions: Tries to minimize complexities, contradictions, and paradoxes or reduce their impact. Clarifies direction and smoothes the process of change.
  15. 15.  Resistance and Barriers To ChangeResistance to change A degree of resistance is normal since change is: Disruptive (Troublesome) Stressful (Demanding, worrying) Moreover a degree of scepticism can be healthy especially where there are weaknesses in the proposed changes. However resistance will also impede (hinder) the achievement of organizational objectives.
  16. 16. Four basic reasons why change is resistedParochial self interest (Narrow-Minded)MisunderstandingLow tolerance of change4. Disagreement over the need for change
  17. 17. Organisational barriers to change Structural inertia Existing power structures Resistance from work groups Failure of previous change initiatives
  18. 18. Individual barriers to change Tradition and set ways: Loyalty to existing relationships Failure to accept the need for change Insecurity Different person ambitions Fear of:  Loss of power , income, skills.  The unknown
  19. 19. Conti.., Preference for the existing arrangements Break up of work groups Redundancy Inability to perform as well in the new situation
  20. 20. Inappropriate change management Change is often resisted because of failures in the way it is introduced Failure to explain the need for change Failure to provide information Failure to consult, negotiate and offer support and training Lack of involvement in the process Failure to build trust and sense of security Poor employee relations
  21. 21. Why change should be welcomed Change can produce positive benefits for the individual: Opportunities for personal change and development Provides a new challenge Reduces the boredom of work Opportunity to participate and shape the outcome
  22. 22. Change managementrequires both an individualand an organizationalperspective
  23. 23. Individual change management Organizational change managementUnderstanding how one person makes a change Understanding what tools we have to help successfully individuals make changes successfullyOrganizations dont change, individuals do. No While change happens one person at a time, therematter how large of a project you are taking on, the are processes and tools that can be used to facilitatesuccess of that project ultimately lies with each this change. Tools like communication and trainingemployee doing their work differently, multiplied are often the only activities when no structuredacross all of the employees impacted by the change. approach is applied. When there is an organizationalEffective change management requires an change management perspective, a process emergesunderstanding for and appreciation of how one for how toscale change management activities andperson makes a change successfully. Without an how to use the complete set of tools available forindividual perspective, we are left with activities but project leaders and business managers.no idea of the goal or outcome that we are trying toachieve.
  24. 24. Thank you

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