Change Management
Contents of the Report <ul><li>Change & Change Management Defined </li></ul><ul><li>Why Study Change? </li></ul><ul><li>Dr...
Definition of Change <ul><ul><li>to make different in some particular  </li></ul></ul><ul><ul><li>to make radically differ...
Change Management <ul><li>From the meaning of the two root words, </li></ul><ul><li>change management can be explained as ...
Why Study Change?
Why study Change?
Sigmoid Curve <ul><li>A Sigmoid curve is an </li></ul><ul><li>S-shaped graph that </li></ul><ul><li>represents any event i...
3 Phases of the Sigmoid Curve <ul><li>Beginning </li></ul><ul><li>Development </li></ul><ul><li>Transformation </li></ul>
Drivers of Change Status Quo External Pressures Poor Performance Internal Dissatisfaction
External Pressures <ul><ul><li>Changes introduced by competitors  </li></ul></ul><ul><ul><li>Change brought about by polit...
Poor Performance <ul><li>Not producing enough financial surplus or failing to control costs within budget sets </li></ul><...
Internal Dissatisfaction <ul><li>Development of pay conditions </li></ul><ul><li>Operational processes </li></ul><ul><li>O...
Barriers to Change <ul><li>Organizational Barriers </li></ul><ul><li>Individual Barriers </li></ul>
Drivers of Change Status Quo Ingrained Culture Inappropriate  Structures Poor Communications Unclear Objectives People Per...
Organizational Barriers <ul><li>Unclear Objectives </li></ul><ul><li>Inappropriate Structures </li></ul><ul><li>Poor Commu...
Individual / People Barriers <ul><li>Individual Perceptions </li></ul><ul><ul><li>Fear of the Unknown </li></ul></ul><ul><...
Analyzing your Organization
Organizational Culture <ul><li>National or regional  </li></ul><ul><li>Corporate or organizational </li></ul><ul><li>Profe...
Where to look when Investigating your company’s Culture <ul><li>Historical perspectives </li></ul><ul><li>Control characte...
Implementing Change
Skills Needed to Implement Change Successfully  <ul><li>Political Skills  </li></ul><ul><li>Analytical Skills </li></ul><u...
Change Management Strategies People oppose disruption but they adapt readily to new circumstances. Change is based on buil...
Factors in Selecting a  Change Strategy <ul><li>Degree of Resistance </li></ul><ul><li>Target Population </li></ul><ul><li...
Miscellaneous Tips  on Handling Change <ul><li>Jump in </li></ul><ul><li>A clear sense of mission or purpose is essential....
-The End-
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Change Management

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A discussion on how change should be handled in any organization

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Change Management

  1. 1. Change Management
  2. 2. Contents of the Report <ul><li>Change & Change Management Defined </li></ul><ul><li>Why Study Change? </li></ul><ul><li>Drivers of Change </li></ul><ul><li>Barriers to Change </li></ul><ul><li>Analyzing your organization for change readiness </li></ul><ul><li>Change Solutions </li></ul>
  3. 3. Definition of Change <ul><ul><li>to make different in some particular </li></ul></ul><ul><ul><li>to make radically different </li></ul></ul><ul><ul><li>to give a different position, course, or direction to </li></ul></ul><ul><ul><li>to replace with another </li></ul></ul><ul><ul><li>to make a shift from one to another </li></ul></ul><ul><ul><li>to exchange for an equivalent sum or comparable item </li></ul></ul><ul><ul><li>to undergo a modification of </li></ul></ul><ul><ul><li>to undergo transformation, transition or substitution </li></ul></ul>
  4. 4. Change Management <ul><li>From the meaning of the two root words, </li></ul><ul><li>change management can be explained as </li></ul><ul><li>the process of developing a planned </li></ul><ul><li>approach to change in an organization </li></ul>
  5. 5. Why Study Change?
  6. 6. Why study Change?
  7. 7. Sigmoid Curve <ul><li>A Sigmoid curve is an </li></ul><ul><li>S-shaped graph that </li></ul><ul><li>represents any event in </li></ul><ul><li>an organization over a </li></ul><ul><li>period of time, from </li></ul><ul><li>birth to death </li></ul>
  8. 8. 3 Phases of the Sigmoid Curve <ul><li>Beginning </li></ul><ul><li>Development </li></ul><ul><li>Transformation </li></ul>
  9. 9. Drivers of Change Status Quo External Pressures Poor Performance Internal Dissatisfaction
  10. 10. External Pressures <ul><ul><li>Changes introduced by competitors </li></ul></ul><ul><ul><li>Change brought about by political or economic circumstances </li></ul></ul><ul><ul><li>Changes in marketplace perceptions </li></ul></ul><ul><ul><li>Technological change </li></ul></ul>
  11. 11. Poor Performance <ul><li>Not producing enough financial surplus or failing to control costs within budget sets </li></ul><ul><li>Allowing costs to increase out of control </li></ul><ul><li>Failing to achieve sales/income or output targets </li></ul><ul><li>Increasing customer complaints </li></ul>
  12. 12. Internal Dissatisfaction <ul><li>Development of pay conditions </li></ul><ul><li>Operational processes </li></ul><ul><li>Old or new equipment </li></ul><ul><li>Policy changes </li></ul><ul><li>Specific individuals, or groups of employees </li></ul><ul><li>others </li></ul>
  13. 13. Barriers to Change <ul><li>Organizational Barriers </li></ul><ul><li>Individual Barriers </li></ul>
  14. 14. Drivers of Change Status Quo Ingrained Culture Inappropriate Structures Poor Communications Unclear Objectives People Perceptions
  15. 15. Organizational Barriers <ul><li>Unclear Objectives </li></ul><ul><li>Inappropriate Structures </li></ul><ul><li>Poor Communications </li></ul>
  16. 16. Individual / People Barriers <ul><li>Individual Perceptions </li></ul><ul><ul><li>Fear of the Unknown </li></ul></ul><ul><ul><li>Perceived Benefits </li></ul></ul><ul><ul><li>Parochialism </li></ul></ul><ul><ul><li>Trust </li></ul></ul><ul><ul><li>Dealing with people perceptions </li></ul></ul><ul><li>Ingrained Culture </li></ul>
  17. 17. Analyzing your Organization
  18. 18. Organizational Culture <ul><li>National or regional </li></ul><ul><li>Corporate or organizational </li></ul><ul><li>Professional </li></ul>
  19. 19. Where to look when Investigating your company’s Culture <ul><li>Historical perspectives </li></ul><ul><li>Control characteristics </li></ul><ul><li>Communication systems </li></ul><ul><li>Image </li></ul><ul><li>People systems </li></ul>
  20. 20. Implementing Change
  21. 21. Skills Needed to Implement Change Successfully <ul><li>Political Skills </li></ul><ul><li>Analytical Skills </li></ul><ul><li>People Skills </li></ul><ul><li>System / Technical Skills </li></ul><ul><li>Business Skills </li></ul>
  22. 22. Change Management Strategies People oppose disruption but they adapt readily to new circumstances. Change is based on building a new organization and gradually transferring people from the old to the new one Environmental-Adaptive People are basically compliant and will generally do what they are told or can be made to do. Change is based on the exercise of authority. Power- Coercive People are social beings and will adhere to cultural norms and values. Change is based on redefining existing norms and values, and developing commitments to new ones. Normative-Reeducative People are rational and will follow their self-interest. Change is based on the communication of information and the proffering of incentives. Empirical- Rational Description Strategy
  23. 23. Factors in Selecting a Change Strategy <ul><li>Degree of Resistance </li></ul><ul><li>Target Population </li></ul><ul><li>The Stakes </li></ul><ul><li>The Time Frame </li></ul><ul><li>Expertise </li></ul><ul><li>Dependency </li></ul>
  24. 24. Miscellaneous Tips on Handling Change <ul><li>Jump in </li></ul><ul><li>A clear sense of mission or purpose is essential. </li></ul><ul><li>Build a team </li></ul><ul><li>Maintain a flat organizational team structure and rely on minimal and informal reporting requirements. </li></ul><ul><li>Pick people with relevant skills and high energy levels </li></ul><ul><li>Toss out the rulebook </li></ul><ul><li>Shift to an action-feedback model </li></ul><ul><li>Set flexible priorities </li></ul><ul><li>Treat everything as a temporary measure </li></ul><ul><li>Ask for volunteers </li></ul><ul><li>Give the team members whatever they ask for — except authority </li></ul><ul><li>Concentrate dispersed knowledge </li></ul>
  25. 25. -The End-

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