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How To Manage Organizational Change
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How To Manage Organizational Change

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For managers who are now feeling the impact of recession. . hehe

For managers who are now feeling the impact of recession. . hehe

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  • sir, i'm on my doctoral program, if you could send me your presentation, it would help me a lot. my email ad, oni.villanueva@yahoo.com, tnx very much..
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  • @AbdulRazakNaidu i sent you out a copy buddy, im really not getting much chance to go online.. for those who wants copy of this sorry if i wasn't able to attend your request back on those days you need the presentation.. my bad..
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  • Hi, I am currently coordinating a change process in my company. could you please send a copy to abdulelite@gmail.com? thank you.
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  • @abigael tamayo plz send me these slides at umarcheema79@gmail.com...thankful to you..:(
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    How To Manage Organizational Change How To Manage Organizational Change Presentation Transcript

    • Schizoprinia_0625@yahoo.com
    • Strategies for change Causes of change What type/kind of changes • Incremental change • Fundamental change Effects of badly handled changes Why change might be resisted People and change The psychological contract Other causes of resistance Reducing resistance Understanding the Change Force field analysis The integrated Organization Johari Windows The EASIER way to Lead Change
    • Strategies for Change It is one of the most critical aspects of effective management. but the nature of Change is may be increasingly complex, and it is more often extensive.
    • Causes of Change  Technological change continues to accelerate, so the speed with which obsolescent occurs is also increasing  Competition is more intensifying, and becoming more global.  Customers are more demanding and no longer accept Poor service/Low Quality.  The demographic profile of the country is changing..  Share holders demands more value
    • What type of change In any change situation the first thing to think are nature of the change and the situation inside the organization. Although there are overlapping of approaches. There are differences between what might be termed. Incremental Change - It is a Progress by Evolution rather than Revolution Fundamental Change - Other words that had been used to describe; include “Strategic”, “Visionary”, and “Transformational”. - This can dramatically affect the future operations of the organization and frequently involve major upheaval. For both Incremental and fundamental change there are two other factors should be considered, which will affect the approach to use to implement change URGENCY – How urgent is the need for change in relation to the extent of the actions that have to be taken?. RESISTANCE – Equally important is the degree of resistance to change.
    • Badly handled Change situations can lead to: • The frustrations of otherwise sound strategies. • The cost of implementation may rise. E.g. Delays, Spoilt work, Emergency action that can be added to cost • Benefits expected from the change may be lost. • Motivation may be reduced within the organization • Resistance to future changes may increase
    • APPROACHES TO INCREMENTAL CHANGE RESISTANCE HIGH LOW HIGH URGENCY CRISIS NOTE: Choice of approach will be affected by: Skills and Abilities of the Employees Motivation of employees to participate Culture of the Organization Confidentiality of the Change Longer-term motivational needs
    • APPROACHES TO FUNDAMENTAL CHANGE RESISTANCE HIGH LOW LOW URGENCY HIGH The word “Visionary” is applied as a prefix to the description in three boxes. This is an important Emphasis and although two of the descriptions have been met before, the size and a scale of Fundamental change mean that reaching a shared vision is more difficult and more important that it is with Incremental change.
    • People and Change. Few people would like to work in organizations where nothing different ever happened, yet at the same time we all know of situations being resisted, and made harder because of resistance. The Psychological Contract - The unwritten and almost subconscious elements of the relationships. Individuals gain from the Job; Able to work on one’s own initiative Opportunity to use certain skills Companionship ( To a group of people, Relationship with customers ) And the things that they are expected to provide in return. Loyalty to the company Put extra time during crisis Making task beyond the confines of the Job description
    • THE PSYCHOLOGICAL CONTRACT
    • Other Causes of Resistance. While the Psychological Contract may help us to explain some of the resistance to change that is not immediately obvious, there are other causes Like: Actual threats Things that are perceived as affecting personal standing or prestige, or as altering the things we value about our jobs, may be real threats although they are intangible and matters of the mind. Imposed Change For most People change at work has been imposed and isn’t what they have chosen to undergo. Lack of faith in those making the Change Resistance increases when people in organization have a little respect for the abilities of those who are causing the change. A belief that something has been overlooked When the people felt that their own insight or area of expertise might believe that important aspect have been overlooked The head and the heart In some cases people appear to agree to a cause of action because the argument for it is so powerful that they think of no reason not to agree
    • Participation This can create ownership of the proposed change, creates a better awareness, and reasons for it. Points to consider when thinking about participation include:  Is participation desirable in the circumstances. Why? Why not?  Are there circumstances that prevent participation?. Can they be removed?  Who should participate: key people; your direct reports; everybody concerned?  What is the scope fro the participation: Decision making; Post-decision implementation?  How should participation be achieved?. .  Communication This can reduce by ensuring that reasons, degree of urgency are understood. Points to be considered when in planning communication include:  Who are the target group to receive the communication?  What should be communicated?  What kind of communication should be used: should this be the same for all groups?  Does the message address the concerns that those affected by the change are likely to feel?
    • Training A training approach designed specifically to help the implementation of change  Can also serve as a means of communication;  And provide a measure of participation Points to consider for both Incremental and Fundamental change are:  How different will the job of each person be after the change, in terms of content and style?  Do their knowledge and abilities match these requirements?  How confident are the people concerned that they know and understand the new requirements, and possesses the required competences?  Would a training initiative provide a mechanism to enable wider participation in the change process?
    • The need. . . Effective management requires attention to detail, and planning comes in at two places:  First, is to think through all aspects of the implications of the change;  the second, is to set out all the actions that need to take place in order to ensure that need to  take place in order to ensure that the change is implemented.
    • Force field ( or Equilibrium ) Analysis  To analyze all the forces for and against a decision  To learn a specialized method of weighing pros and cons when developing a plan  To be able to strengthen the forces supporting a decision, and reduce the impact of opposition to it.
    • THE INTEGRATED ORGANIZATION THE DESIRED CHANGE TASKS PEOPLE STRUCTURE REWARD DECISION SYSTEM PROCESS CULTURE CONTROL SYSTEM INFORMATIO N SYSTEM RESULTS
    • JOHARI WINDOWS Johari Windows A key to understanding is a trustful communication between a manager and subordinates. Known to Unknown Self to Self Feedback known to BLIND ARENA others SPOT Unknown UNKNOWN FACADE to others Exposure
    • Feedback Feedback Exposure BLIND SPOT Exposure FACADE A) Feedback not sought B) Takes feedback, Gives little Feedback Feedback Exposure Exposure ARENA UNKNOWN C) Gives little, seeks little feedback D) Large area of understanding Unhealthy and Healthy communication
    • THE EASIER APPROACH TO CHANGE The EASIER way to Lead change Envisioning Activating Charismatic and behavioral aspects of Leadership Supporting Implementing Ensuring Management and Administrative aspects Recognizing (1) ENVISION (5) (2) RECOGNIZE ACTIVATE (5) (3) ENSURE SUPPORT (4) IMPLEMENT
    • Envisioning -Size, Scope of activities, Economic strengths, Relationship with customers and internal culture. Activating - Task of ensuring that others in the organization understand, support and eventually share the vision. Supporting - Providing the necessary moral and practical support. Implementing - Step about the detailed plans and schedules to turn a vision into reality. Ensuring - Establishing, Monitoring and Controlling processes to ensure that: All actions are taken on time, unless there is a conscious decision to change actions. Where actions are changed, there is a good reason for the change and re-planning for new circumstances. The plans are still appropriate if the situation has changed. Recognizing - Maybe positive or negative; Should be used to reinforce the change and to ensure that obstacles to progress are removed.
    • THE INTEGRATED ORGANIZATION ENVISION THE DESIRED CHANGE TASKS RECOGNIZE ACTIVATE PEOPLE STRUCTURE REWARD DECISION SYSTEM PROCESS CONTROL CULTURE SYSTEM ENSURE SUPPORT INFORMATION SYSTEM RESULTS IMPLEMENT
    • END