Change management


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Change management

  1. 1. CHANGE MANAGEMENT Presented By Mehwish Sana
  2. 2. Change Management <ul><li>Change management is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. </li></ul>Definition: -
  3. 3. Change Management Process <ul><li>Two parts of changes management process </li></ul><ul><li>Organizational Change Management </li></ul><ul><li>Individual Change management </li></ul>
  4. 4. <ul><li>It is imperative for organization to manage changes going on at two levels: one at external environmental level and second is at internal managerial level. </li></ul>Organizational Change Management
  5. 5. Individual Change management <ul><li>From individual's perspective – learning means change in knowledge, skills and attitude. Similarly individual has to manage changes taking place not only on the job but also socially. </li></ul>
  6. 6. Nature of changes <ul><li>Human process interventions at the individual, group, and total system levels. </li></ul><ul><li>Interventions that modify an organization's structure and technology. </li></ul><ul><li>Human resource interventions that seek to improve member performance and wellness. </li></ul><ul><li>Strategic interventions that involve managing the organization's relationship to its external. </li></ul>
  7. 7. Types of the changes <ul><li>System versus subsystem change </li></ul><ul><li>Transformational Versus Incremental Change </li></ul><ul><li>Remedial Versus Developmental Change </li></ul><ul><li>Unplanned Versus Planned Change </li></ul>
  8. 8. KURT LEWIN MODEL <ul><ul><li>Unfreeze stage </li></ul></ul><ul><ul><li>Change Movement </li></ul></ul><ul><ul><li>Refreeze </li></ul></ul>
  9. 9. Unfreeze stage <ul><li>we have to create tension amongst the recipient of change. </li></ul><ul><li>The reason is to break the personal defences and group norms psychologically. </li></ul><ul><li>The undermining and destruction of all social support. </li></ul><ul><li>Demeaning and humiliating experience to help individual. </li></ul><ul><li>The consistent linking of reward with willingness to change. </li></ul>
  10. 10. Change Movement <ul><li>This means a movement from existing to the desired form. </li></ul><ul><li>Stage in transition is known as “crazy period. </li></ul><ul><li>Important thing is to follow the desired objectives or system in a consistently. </li></ul>
  11. 11. Refreeze <ul><li>Once the new objective or desired state of affairs has been achieved the problem with this phase is to institutionalize the new system so that people might not revert back to the older ways of doing things. The purpose in this phase is to stabilize new learning. This can be done through behavioral reinforcement. </li></ul><ul><li>There is an explicit recognition to the fact that change will be resisted. </li></ul><ul><li>This resistance can be overcome thru management and good leadership. </li></ul>
  12. 12. General model of change management <ul><li>Anticipate the need of change </li></ul><ul><li>Entering and contracting </li></ul><ul><li>Diagnosis </li></ul><ul><li>Implementation the change </li></ul><ul><li>Evaluation and institutionalization </li></ul>
  13. 13. Anticipate the need of change <ul><li>Before a program of change can be implemented, the organization must anticipate the need for change. </li></ul><ul><li>The first step is the manager's perception that the organization is somehow in a state of disequilibrium or </li></ul><ul><li>needs improvement. The state of disequilibrium may result from growth or decline or from competitive, </li></ul><ul><li>technological, legal, or social changes in the external environment. There must be a felt need, because only </li></ul><ul><li>felt needs convince individuals to adopt new ways. </li></ul>
  14. 14. Entering and contracting <ul><li>The first set of activities in planned change concerns entering and contracting. </li></ul><ul><li>Entering an organization involves gathering initial data to understand the problems facing the organization or the positive opportunities for inquiry. </li></ul><ul><li>Organizations do not get beyond this early stage of planned change because of disagreements. </li></ul><ul><li>About the need for change surface, resource constraints are encountered. </li></ul>
  15. 15. Diagnosis <ul><li>In this stage of planned change, the client system is carefully studied. </li></ul><ul><li>Diagnoses can .focus on understanding organizational problems, including their causes and consequences, or on identifying the organization's positive attribute. </li></ul><ul><li>Diagnostic models for analyzing problems explore three levels of activities. </li></ul><ul><li>Organization issues represent the most complex level of analysis. </li></ul><ul><li>Individual-level issues involve the way jobs are designed. </li></ul><ul><li>Describes how data can be gathered through interviews, observations, survey instruments. </li></ul>
  16. 16. Implementation of the change <ul><li>In this stage, organization members and practitioners jointly plan and implement change program . </li></ul><ul><li>They design interventions to achieve the organization's vision or goals and make action plans to implement them. </li></ul><ul><li>There are several criteria for designing interventions, including the organization's readiness for change, its current change capability, its culture and power distributions, and the change agent's skills and abilities. </li></ul><ul><li>It includes motivating change, creating a desired future vision of the organization, developing political support, managing the transition toward the vision, and sustaining the change. </li></ul>
  17. 17. Evaluating and Institutionalizing Change <ul><li>The final stage in planned change involves evaluating the effects of the intervention and managing the institutionalization of successful change programs. </li></ul><ul><li>Feedback to organization members about the intervention's results provides information about whether the changes should be continued, modified, or suspended. </li></ul><ul><li>Institutionalizing successful changes involves reinforcing them through feedback, rewards, and training. </li></ul>
  18. 18. Tactics of change <ul><ul><li>Timing of change </li></ul></ul><ul><ul><li>Dismissals, Job Losses and Delayering </li></ul></ul><ul><ul><li>Visible Short Term Wins </li></ul></ul><ul><ul><li>Promoting Winners </li></ul></ul><ul><ul><li>Empathy and support </li></ul></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><li>Participation and involvement </li></ul></ul>
  19. 19. <ul><li>I would like to thank for all the respected faculty members for joining me in presentation. </li></ul>A Word Of Thanks