CHANGE MANAGEMENTPresented by :Rubina IsidoreBatch – 3
BE THE CHANGE YOUWANT TO SEE
WHAT IS CHANGE MANAGEMENT ?Change management is an approach to shifting ortransitioning individuals, teams andorganisation...
CHANGE MANAGEMENT REQUIRESAND
AREAS OF CHANGE IN ANORGANISATION Strategic Structural Process-oriented and people-centered
REASONS FOR CHANGE Facing increased competition Smarter and more demanding customers Less brand loyal Improvements in ...
WHY ARE PEOPLE RESISTANT TO CHANGE ? Loss of status or job security in the organization Non-reinforcing reward systems....
PROSCI’S ADKAR MODEL OF CHANGE Awareness of the need for change Desire to participate and support the change Knowledge ...
KURT LEWIN MODEL
CHANGE MANAGEMENT Increase urgency : inspire people to move Build the guiding team : the right people Get the vision ri...
COMPONENTS OF CHANGE MANAGEMENT Change management process (Proscis research) Phase 1 - Preparing for change (Preparation...
COMPONENTS OF CHANGE MANAGEMENT Training and employee training development Sponsor activities and sponsor roadmaps Resi...
Change management
Change management
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Change management

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Change management

  1. 1. CHANGE MANAGEMENTPresented by :Rubina IsidoreBatch – 3
  2. 2. BE THE CHANGE YOUWANT TO SEE
  3. 3. WHAT IS CHANGE MANAGEMENT ?Change management is an approach to shifting ortransitioning individuals, teams andorganisations from a current state to a desiredfuture state. It is an organizational process aimed athelping change stakeholders to accept andembrace changes in their business environment.
  4. 4. CHANGE MANAGEMENT REQUIRESAND
  5. 5. AREAS OF CHANGE IN ANORGANISATION Strategic Structural Process-oriented and people-centered
  6. 6. REASONS FOR CHANGE Facing increased competition Smarter and more demanding customers Less brand loyal Improvements in operations can simultaneouslylower costs and improve customer satisfaction. Improving operations often dependent on advancesin technology
  7. 7. WHY ARE PEOPLE RESISTANT TO CHANGE ? Loss of status or job security in the organization Non-reinforcing reward systems. Surprise and fear of the unknown Peer pressure Organizational politics Fear of failure
  8. 8. PROSCI’S ADKAR MODEL OF CHANGE Awareness of the need for change Desire to participate and support the change Knowledge on how to change Ability to implement required skills and behaviours Reinforcement to sustain the change
  9. 9. KURT LEWIN MODEL
  10. 10. CHANGE MANAGEMENT Increase urgency : inspire people to move Build the guiding team : the right people Get the vision right : simple vision and strategy Empower action : Remove obstacles Create short-term wins : Set aims that are easy toachieve Dont let up : highlight achieved and futuremilestones Make change stick : Weave change into culture
  11. 11. COMPONENTS OF CHANGE MANAGEMENT Change management process (Proscis research) Phase 1 - Preparing for change (Preparation,assessment and strategy development) Phase 2 - Managing change (Detailed planningand change management implementation) Phase 3 - Reinforcing change (Data gathering,corrective action and recognition) Readiness assessments Communication and communication planning Coaching and manager training for changemanagement
  12. 12. COMPONENTS OF CHANGE MANAGEMENT Training and employee training development Sponsor activities and sponsor roadmaps Resistance management Data collection, feedback analysis and correctiveaction Celebrating and recognizing success

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