Change Management

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Change Management

  1. 1. Aizell A. Bernal BSBA 4 HRM 4 Mrs. Maria Fe Decastro
  2. 2.  is the process of helping individuals and organization transition from the current state to the desired state.
  3. 3. Understand the present 1.  Take the time to ask questions to understand where the culture of change presently stands. Examples of questions great managers of change are consistently asking to ensure the success of change are the following: ◦ Do employees understand the difference they make at work everyday? ◦ Are there strong relationships between employees and management? ◦ Is there an environment of openness and trust? ◦ Is there an understanding of mission, purpose, beliefs, and business goals? ◦ Do we have an environment of learning, growth, and empowerment?
  4. 4. 2. Recognize That Change Management Culture Starts at the Top  As a leader, you set the tone for change management. If you express or show a negative attitude towards the change, the culture for change will have negative results. If your attitude towards change is positive, then the culture for change will have positive results. Constantly communicate the positive overall results from the change and how the employee will benefit from this change.
  5. 5. 3. Give Your Employees the Tools for Successful Change Management  Make sure your employees have the tools to successfully implement the organizational changes. This could include training, technology, and additional management help to remove barriers to successfully implementing the changes. Be mindful that with the changes there are new relationships being developed. As the change leader, monitor what work relationships are working and what relationships are not working; and take the appropriate actions to remove any relational barriers to your employees’ successful completion of the plan.
  6. 6. 4. Successful Change Management  show active and visible support, both privately and professionally  ensure that the change remains a priority  demonstrate their commitment as a role model of change  provide compelling justification for why the change is happening  communicate a clear understanding of the goals and objectives of the change  provide sufficient resources for the team and project to be successful
  7. 7. 5. Build a Change Management Community  Build a sense that we are all in this together and that if one person on our team has a challenge adapting to change, we all have a challenge adapting to the change. Build this sense of a change team so that a positive environment for change and innovation is developed. It makes the road to change so much easier.
  8. 8. John P. Kotter is a Harvard Business School professor and leading thinker and author on organizational change management. Kotter's highly regarded books 'Leading Change' (1995) and the follow-up 'The Heart Of Change' (2002) describe a helpful model for understanding and managing change. Each stage acknowledges a key principle identified by Kotter relating to people's response and approach to change, in which people see, feel and then change.
  9. 9. Increase urgency Build the guiding team Get the vision right Create shortterm wins Empower actions Communicate for buy-in Don’t let up Make change stick
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