Personnel change management


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Personnel change management

  1. 1. PROFESSIOnAlchange management<br /> By:<br />ImranHaroonBme/612<br />Fayaz Ahmed Bme/803<br />AhsanSethiBm/880<br />RabiyaRiyazBm/985<br />MubashirSattarBme/806<br />Humaira Ali Bme/752<br />
  2. 2. Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we seek.  - Barack Obama<br />Professional Change Management<br />
  3. 3. Introduction to Professional Change Management<br />By:<br />Imran Haroon<br />
  4. 4. <ul><li>Change Management is a systematic approach to dealing with change, both from perspective of an organization and on the individual level.</li></ul>Change management is the process, tools and techniques to manage the people-side of business change to achieve the required business outcome, and to realize that business change effectively within the social infrastructure of the workplace.<br /> CHANGE MANAGEMENT<br />
  6. 6.  Requirements for Change Management<br /> Awareness<br />Desire`<br />Knowledge<br />Ability<br />Reinforcement<br />
  7. 7. By:<br />Ahsan Sethi<br />History of Professional Change Management<br />
  8. 8. The convergence of two fields of thought<br />
  9. 9. Theories Of Professional Change Management<br /> by: by:<br />Fayaz Ahmed<br />
  10. 10. Managers have to look at change management models and judge when change is needed and also adapt to changes of their organization. Therefore, change management is an essential skill for the modern manager.<br />However, one change management theory is that real and lasting change <br /> cannot be achieved without a radical change in the management itself.<br />THEORIES<br />
  11. 11. change management plays an important role in an organization. This allows the organization to give a reactive or a proactive response to the changes that happen internally or externally. Knowing the change management and its process would help an organization and it s processes to be stable.<br />Theory by Robert Heller<br />
  12. 12. <ul><li>As John Kotter theory of transformational change notes, buying into change must include forward thinking. Change is an integral part of business operations to sustain profitability. If the momentum of the Kotter management model stalls at any stage, a sense of urgency can jump-start the process again. Kotter change management teaches that credible and competent leadership is able to convince the staff that change is valuable, practical and necessary.</li></ul>Theory by JOHN KOTTER<br />
  13. 13. By:<br />Mubashir Sattar<br />Change Management Perspectives and Strategies<br />
  14. 14. <ul><li>Individual Change Management
  15. 15. Understanding how one person makes a change successfully</li></ul>Individual change management is the management of change from the perspective of the employees. They are the ones who ultimately must implement the change. The focus here is around the tools and techniques to help an employee transition through the change process<br />Change Management Perspectives<br />
  16. 16. <ul><li>Organizational Change Management
  17. 17. Understanding what tools we have to help individuals make changes successfully
  18. 18. Tools like communication and training are often the only activities when no structured approach is applied. When there is an organizational change management perspective, a process emerges for how to scale change management activities and how to use the complete set of tools available for project leaders and business managers.</li></ul>Change Management Perspective<br />
  19. 19. Change Management Strategy elements<br />Situational awareness - understand the change and who is impacted <br />Supporting structures - team and sponsor structures <br />Strategy analysis - risks, resistance and special tactics <br />Professional Change management Strategies<br />
  20. 20. Change management plans<br />Situational awareness <br />Supporting structure <br />Strategy analysis >drives><br />Communication plan <br />Sponsorship roadmap <br />Coaching plan <br />Training plan <br />Resistance management plan <br />Reinforcement planning <br />Change management strategy<br />
  21. 21. Change Management Plan<br />Change Management <br />Strategy<br />Situational awareness <br />Supporting structure <br />Strategy analysis <br />>drives>>><br />Communication plan <br />Sponsorship roadmap <br />Coaching plan <br />Training plan <br />Resistance management plan <br />Reinforcement planning <br />
  22. 22. Example of Professional Change Management<br />by:<br /> Rabiya Riyaz<br />
  23. 23. From Personnel Management to Human Resource Management<br />When the flexible concept of HRM emerged in the 1980s, in the times of Thatcherism and Reaganomics, it “could not help but look more desirable than personnel management” (Hope-Hailey).<br />
  24. 24. <ul><li>HRM-type themes, including 'human capital theory' and 'human asset accounting' can be found in literature dating as far back as the 1970s. But the modern view of human resource management first gained prominence in 1981 with its introduction on the prestigious MBA course at Harvard Business School. The Harvard MBA provided a blueprint for many other courses throughout North America and the rest of the world, making its interpretation of HRM particularly influential
  25. 25. These ideas spread to other countries in the 1980s and 1990s, particularly Australia, New Zealand, parts of northern Europe - especially the UK, Ireland and Scandinavia - and also South and South-East Asia and South Africa. Today, the HRM approach is influential in many parts of the world. </li></ul>Occurence of Change<br />
  26. 26. <ul><li>the difference can be described as philosophical. Personnel management is more administrative in nature, dealing with payroll, complying with employment law, and handling related tasks. Human resources, on the other hand, is responsible for managing a workforce as one of the primary resources that contributes to the success of an organization.
  27. 27. human resources is described as much broader in scope than personnel management. Human resources is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization. A primary goal of human resources is to enable employees to work to a maximum level of efficiency. </li></ul>Difference between PM and HRM<br />
  28. 28. Difference Between PM and HRM<br />Personnel Management<br />Human Resource Management<br /><ul><li>responsible for managing a workforce as one of the primary resources that contributes to the success of an organization.
  29. 29. involves ongoing strategies to manage and develop
  30. 30. Human resource management holds that improved performance leads to employee satisfaction.
  31. 31. With human resources, work groups, effective strategies for meeting challenges, and job creativity are seen as the primary motivators.
  32. 32. more administrative in nature, dealing with payroll, complying with employment law, and handling related tasks
  33. 33. include administrative tasks that are both traditional and routine
  34. 34. employee satisfaction provides the motivation necessary to improve job performance</li></li></ul><li>By:<br />Humaira Ali<br />CONCLUSION<br />The biggest room in the world is the room for improvement. <br />
  35. 35. <ul><li>Professional change management is a required competency in business today. The shift in the core values of employees to empowerment, ownership, and accountability has created a work force that will embrace change as long as they are part of the process. With the introduction of today’s new business values, employee resistance should be expected. In the absence of change management, this resistance can cripple a business change. </li></ul>CONCLUSION<br />