Changemanagement 100825224754-phpapp01


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Changemanagement 100825224754-phpapp01

  1. 1. CHANGE MANAGEMENT Prepared by :- Mehul Rasadiya (K.K.Parekh Institute of Management Studies) (Amreli) Mehul Rasadiya
  2. 2. CHANGE MANAGEMENTDefinition: -Change management is a structured approach totransitioning individuals, teams, and organizations froma current state to a desired future state. Mehul Rasadiya
  3. 3. CHANGE MANAGEMENT PROCESSTwo parts of changes management process• Organizational Change Management• Individual Change management Mehul Rasadiya
  4. 4. ORGANIZATIONAL CHANGE MANAGEMENT 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. Mehul Rasadiya
  5. 5. INDIVIDUAL CHANGE MANAGEMENTFrom individuals perspective – learning means changein knowledge, skills and attitude. Similarly individualhas to manage changes taking place not only on the jobbut also socially. Mehul Rasadiya
  6. 6. Nature of changes1. Human process interventions at the individual, group, and total system levels.2. Interventions that modify an organizations structure and technology.3. Human resource interventions that seek to improve member performance and wellness.4. Strategic interventions that involve managing the organizations relationship to its external. Mehul Rasadiya
  7. 7. TYPES OF THE CHANGES1. System versus subsystem change2. Transformational Versus Incremental Change3. Remedial Versus Developmental Change4. Unplanned Versus Planned Change Mehul Rasadiya
  8. 8. KURT LEWIN MODEL1. Unfreeze stage2. Change Movement3. Refreeze Mehul Rasadiya
  9. 9. UNFREEZE STAGE1. we have to create tension amongst the recipient of change.2. The reason is to break the personal defences and group norms psychologically.3. The undermining and destruction of all social support.4. Demeaning and humiliating experience to help individual.5. The consistent linking of reward with willingness to change. Mehul Rasadiya
  10. 10. CHANGE MOVEMENT1. This means a movement from existing to the desired form.2. Stage in transition is known as “crazy period.3. Important thing is to follow the desired objectives or system in a consistently. Mehul Rasadiya
  11. 11. REFREEZE1. 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.2. There is an explicit recognition to the fact that change will be resisted.3. This resistance can be overcome thru management and good leadership. Mehul Rasadiya
  12. 12. GENERAL MODEL OF CHANGE MANAGEMENT1. Anticipate the need of change2. Entering and contracting3. Diagnosis4. Implementation the change5. Evaluation and institutionalization Mehul Rasadiya
  13. 13. ANTICIPATE THE NEED OF CHANGE1. Before a program of change can be implemented, the organization must anticipate the need for change.2. The first step is the managers perception that the organization is somehow in a state of disequilibrium or3. needs improvement. The state of disequilibrium may result from growth or decline or from competitive,4. technological, legal, or social changes in the external environment. There must be a felt need, because only5. felt needs convince individuals to adopt new ways. Mehul Rasadiya
  14. 14. ENTERING AND CONTRACTING1. The first set of activities in planned change concerns entering and contracting.2. Entering an organization involves gathering initial data to understand the problems facing the organization or the positive opportunities for inquiry.3. Organizations do not get beyond this early stage of planned change because of disagreements.4. About the need for change surface, resource constraints are encountered. Mehul Rasadiya
  15. 15. DIAGNOSIS1. In this stage of planned change, the client system is carefully studied.2. Diagnoses can .focus on understanding organizational problems, including their causes and consequences, or on identifying the organizations positive attribute.3. Diagnostic models for analyzing problems explore three levels of activities.4. Organization issues represent the most complex level of analysis.5. Individual-level issues involve the way jobs are designed.6. Describes how data can be gathered through interviews, observations, survey instruments. Mehul Rasadiya
  16. 16. IMPLEMENTATION OF THE CHANGE1. In this stage, organization members and practitioners jointly plan and implement change program .2. They design interventions to achieve the organizations vision or goals and make action plans to implement them.3. There are several criteria for designing interventions, including the organizations readiness for change, its current change capability, its culture and power distributions, and the change agents skills and abilities.4. 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. Mehul Rasadiya
  17. 17. EVALUATING AND INSTITUTIONALIZING CHANGE1. The final stage in planned change involves evaluating the effects of the intervention and managing the institutionalization of successful change programs.2. Feedback to organization members about the interventions results provides information about whether the changes should be continued, modified, or suspended.3. Institutionalizing successful changes involves reinforcing them through feedback, rewards, and training. Mehul Rasadiya
  18. 18. TACTICS OF CHANGE1. Timing of change2. Dismissals, Job Losses and Delayering3. Visible Short Term Wins4. Promoting Winners5. Empathy and support6. Communication7. Participation and involvement Mehul Rasadiya
  19. 19. A WORD OF THANKSI would like to thank for all the respected faculty membersfor joining me in presentation. Mehul Rasadiya
  20. 20. Mehul Rasadiya