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Tqm change mgmt


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Tqm change mgmt

  1. 1. Definition‘The coordination of a structured period of transition from situation A to situation B in order to achievelasting change within an organization. Change management is an aspect of management focusing on and ensuring that the firm responds tothe environment in which it operates Change management is the process, tools and techniques to manage the people-side of businesschange to achieve the required business outcome, and to realize that business change effectively withinthe social infrastructure of the workplacePrinciples of Change ManagementAt all times involve and agree support from people within system (system = environment, processes,culture, relationships, behaviours, etc., whether personal or organisational).Understand where you/the organisation is at the moment.Understand where you want to be, when, why, and what the measures will be for having got there.Plan development towards above No.3 in appropriate achievable measurable stages.Communicate, involve, enable and facilitate involvement from people, as early and openly and as fullyas is possible.Key Features of Change ManagementChange is the result of dissatisfaction with the present strategiesIt is essential to develop a vision for a better alternativeIt is necessary to develop strategies to implement changeResistance to the proposals at some stageWhy you need a change management strategyA "one-size-fits-all" approach is not effective for change management.Think about these changes: • Acquiring a company of near equal size • Getting suppliers to use a new web-based form and process • Relocating office spaces within an existing building • Implementing an Enterprise Resource Planning solution • Reorienting around processes instead of functions • Releasing a new product These are all distinctly different changes, but each requires change management to be successful.Each impacts people and how they do their job. Each can suffer from slower adoption and lowerutilization. Each has risks associated with people not becoming engaged or resisting the change.Change affects all aspect of people management • Organizational structure • Personnel of teams • Process • Location • Work load • Work role • Work practices • Supervision • Work teamsChange management implementation • Environmental analysis. • Set out the strengths and weaknesses of the organization • Current provisions
  2. 2. • Resources • Identify the change required • Determine the major issues • Identify and assess the key stakeholders • Win the support of key individuals • Identify the obstacles • Determine the degree of risk and the cost of change • Understand why change is resisted • Recognize the need for change, identify current position • devise a suitable method Forces for change in business • Internal forces • To increase profitability • To increase efficiency • Conflict between departments • To change organizational culture • External forces • Customer demand • Competition • Cost of inputs • Tax changes • New technology • Political • Technological obsolescenceImplementing the change • Check on and record progress • Make sure that change is permanent • Evaluate the change • Improve on any weak areas • Overcome resistance • Involve all personnel affected • Keep everyone informed • Devise an appropriate reward system • Be willing to compromise on detail • Ensure that strategies are adaptable • Select people to champion change • Provide support and training • Monitor and review • Types of changeStep change • Dramatic or radical change in one shot • Radical alternation in the organization • Gets it over with quickly • May require some coercionIncremental change • Ongoing piecemeal change which takes place as part of an organization’s evolution and development • Tends to be more inclusive
  3. 3. Elements of a Change Management Strategy • Situational awareness - understand the change and who is impacted • Supporting structures - team and sponsor structures • Strategy analysis - risks, resistance and special tacticsSituational awareness • Change characteristics - Begin by understanding the change that is being introduced. Changes can be formalized projects, strategic initiatives or even small adjustments to how the organization operates. Understanding the characteristics of the change requires you to answer questions like: What is the scope of the change? How many people will be impacted? Who is being impacted? Are people being impacted the same or are they experiencing the change differently? What is being changed - processes, systems, job roles, etc? What is the timeframe for the change? • Organizational attributes - Next, work to understand the people and groups being impacted by the change. The organizational attributes are related to the history and culture in the organization and describe the backdrop against which this particular change is being introduced. What is the perceived need for this change among employees and managers? How have past changes been managed? Is there a shared vision for the organization? How much change is going on right now? • Impacted groups - The final step in building the situational awareness is developing a map of who in the organization is being impacted by the change and how they are being impacted. A single change - say the deployment of a web-based expense reporting program - will impact different groups very differently. Employees that do not have expenses to report will not be impacted at all. Staff who travel once a quarter will be only slightly impacted. Associates who are on the road all the time will be more impacted, although filing expenses is only a portion of their day-to-day work. And for those in accounting who manage expense reporting, their jobs will be completely altered. Outlining the impacted groups and showing how they will be impacted enables specific and customized plans later in the change management process.Supporting structure • Team structure - The change management team structure identifies who will be doing the change management work. It outlines the relationship between the project team and the change management team. The most frequent team structures include 1) change management being a responsibility assigned to one of the project team members or 2) an external change management team supporting a project team. The key in developing the strategy is to be specific and make an informed decision when assigning the change management responsibility and resources. • Sponsor coalition - The sponsor coalition describes the leaders and managers that need to be on-board for the change to be successful. Starting with the primary sponsor (the person who authorized and funded the change), the sponsor model documents theleaders of the groups that are being impacted by the change. The change characteristics will determine who must be part of the coalition. Each member of the sponsor coalition has the responsibility to build support and communicate the change with their respective audiences.Strategy analysis • Risk assessment - The risk of not managing the people side of change on a particular change is related to the dimensions described in the situational awareness section. Changes that are more dramatic and father reaching in the organization have a higher change management risk. Likewise, organizations and groups with histories and cultures that resist change face higher change management risk. In developing the strategy, overall risk and specific risk factors are documented.
  4. 4. • Anticipated resistance - Many times, after a project is introduced and meets resistance, members of the team reflect that "they saw that reaction coming." In creating the change management strategy, identify where resistance can be expected. Are particular regions or divisions impacted differently than others? Were certain groups advocating a different solution to the same problem? Are some groups heavily invested with how things are done today? Note particular anticipated resistance points depending on how each group is related to the change. • Special tactics - The final step of the change management strategy is the identification of any special tactics that will be required for this particular change initiative. The special tactics formalize many of the learnings from the strategy development related to the change and how it impacts different audiences in the organization. Throughout the change implementation, special tactics may need to be revisited and updatedKotters eight step change model can be summarised as: • Increase urgency - inspire people to move, make objectives real and relevant. • Build the guiding team - get the right people in place with the right emotional commitment, and the right mix of skills and levels. • Get the vision right - get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency. • Communicate for buy-in - Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to peoples needs. De-clutter communications - make technology work for you rather than against. • Empower action - Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognise progress and achievements. • Create short-term wins - Set aims that are easy to achieve - in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones. • Dont let up - Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones. • Make change stick - Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture.