Change management

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Change management

  1. 1. CHANGE MANAGEMENT MANAGEMENT PRESENTATION
  2. 2. OUR GROUP TALHA MAHMOOD MAHWISH KASHIF MUHAMMAD YUSUF
  3. 3. Contents:  What Is Change Management?  Why Organizations Change?  Objective Of Change.  Some normal reactions to change.  Success Rate  Internal and External Aspects.  Change Impact  Models Of Change (Kurt Lewin , Mckinsey , Kotter)  Kurt Lewin’s Change Model.  Why people resist change?  Why Change Management Fails?  Quotes.  Conclusion
  4. 4. What is Change Management? Change management is an approach to shifting/ transitioning individuals, teams, and - in general – organizations from a current state to a desired future state.
  5. 5. Why Organizations Change? Simple Answer World is faster than organizations Globalization Technology Information
  6. 6. Objectives • Maximize the collective benefits for all people involved in the change. • Minimize the risk of failure of implementing the change . • The discipline of Change Management deals with Human Aspect of Change (Psychological)
  7. 7. Normal Reactions To Change “ This is a waste of time” “Why Change if it was working just fine before” “If it isn’t broke , don’t fix it!” “Our current system isn’t great , but what’s so wonderful about the new one ? How will that will be any better?” “How soon will this happen?” “How will this impact me?” “Will I receive new training?” “What’s in it for me?” “I doubt they are really serious about this”
  8. 8. Changes aren’t difficult , transitions are.. Change: • Change is situational New Polices , New Boss , Team Roles) •External Transitions: •Psychological Process people got through to come to terms with new situation. •Internal
  9. 9. 9% Very Successful 27% Not very Successful 27% Too soon to tell 4% Moderate Successful 33% Unsure Rate of success in making change
  10. 10. Acceptance •Commitment •Focused •High Productivity Exploration •Chaos •Lack of Direction •Test new Possibilities Denial •Avoidance •Not here,Not me •Living in Past Resistance • Isolation •Make it Worse •Low productivity External Aspects of Change Negative Side of Change Positive Side of Change Internal Aspects of Change
  11. 11. Change Impact Organizational Impact First Individual Impact Changes starts with an individual and causes a rippling effect in an organization.
  12. 12. Models Of Change Management 1) Kurt Lewin’s Change Model. 2) Mckinsey 7-S Model. 3) Kotter’s 8 step Change Model.
  13. 13. The Three models of change • • • • • • • • Increase the urgency for change. Build a team dedicated to change Create the vision for change. Communicate the need for change. Empower staff with the ability to change. Create short term goals. Stay persistent. Make the change permanent. Kotter • • • • • • Structure System Style Staff Skills Strategy Mckinsey • Unfreeze • Change • Refreeze Kurt Lewin
  14. 14. Understanding Change If you have large cubes of ice but realize that what you want is a sculpture of ice, what will you do? Kurt Lewin’s change model
  15. 15. Stage 1: Unfreeze Prepare the organization to accept that change is necessary Involves breaking down the existing quo before building up a new way of operating (creates uncertainty)
  16. 16. STAGE 2 : CHANGE Resolving Uncertainty Looking for new ways to do things People start to believe and act in ways that support the new direction (Time and Communication are the two keys.)
  17. 17. STAGE 3 : REFREEZE When the changes are taking shape and people have embraced the new ways of thinking , the organization is ready to REFREEZE. With a new sense of stability , employees feel confident and comfortable with the new ways of working. (Celebrate Success)
  18. 18. Why people resist change? • Feel they will suffer. • Organization does not communicate clearly. • Perceive more work with few opportunities. • Change has poor introduction. • Loss of job security • The concept that “Change means more work”.
  19. 19. Pre Planning of change Some pre planning that should be made before change are: How to implement change The following steps shows that how to implement the change in an organization: 1. Introduce change gradually. 1. Create a vision for change 2. Clarify goals , policies , strategies. 2. Communicate the vision for change. 3. Whenever possible , keep the team intact and keep the same job titles. 3. Remove fears from the minds of those who will get affected by the change. 4. Develop trust and confidence.
  20. 20. Conclusion • In conclusion it can be said that “change” is highly needed to break the routine continuing for a long period of time. • Pakistani business houses must give special importance to this issue. • It makes the organization better equipped to face the future challenges.

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