This document discusses change management in organizations. It defines change management as an alteration in an organization's design, strategy, or processes to influence members to behave differently. The document outlines the scope of change management, including understanding changes in individuals and organizations. It describes different types of changes organizations face, both planned and unplanned, as well as internal and external forces driving change. The document also discusses stakeholders' perspectives in change processes, critical elements of change management, and reasons why changes may fail within organizations.

1. Change
Management

2. Scope
 Understanding and Managing Change
 Changes in an Individual
 Change Management in an Organization
 Implementation of Changes
 Types of Changes
 Strategies to help reduce Stress during
Change
 Culture and Climate
 Goal setting

3. CHANGE MANAGEMENT
DEFINITION
An alteration in organization
design, strategy or processes, or
some other attempt to influence an
organization’s members to behave
differently
Jay W. Lorsch

4. It is the effective management of a business
change such that executive leaders, managers
and front line employees work in concert to
successfully implement the needed process,
technology and organizational change
Or
An alteration in organization design, strategy or
processes, or some other attempt to influence an
organization’s members to behave differently
or
Change Management..

5. EXTERNAL / INTERNAL
CHANGE
 External Forces of
Change:
 Technological
changes
 Market Changes
 Economic Changes
 Competition
 Work Force Changes
 Social impact

6. EXTERNAL / INTERNAL
CHANGE
 Internal Forces of Change:
 Reinvention - a redesign of the
organization as a whole
 Reengineering - a redesign of a
processes within an organization
 Continuous Improvement

7. PLANNED AND UNPLANNED
ORGANIZATIONAL CHANGES
Planned Changes
• Changes in products and
services
• Changes in administrative
systems
• Changes in organizational
size or structure
• Introduction of new
technologies
• Advances in information
processing and
communication
Unplanned Changes
• Performance gaps
• Governmental regulations
• Economic competition in the
global arena
Organizational
Change

8. TYPES OF CHANGE
 Reactive change
Change that occurs when the forces
driving change provide so much
pressure that the organization
must change.
 Proactive change
Organizational change that occurs when
managers conclude that change is
desirable (as opposed to necessary).

9. Stake Holders of Change
1. Implementers (Top-down
Managers’ Perspective)
 Project managers
 Consultants
 Members of the project team
2. Recipients (Bottom-up
Employees’ Perspective)

10. Primary Concerns
Let us get it done, Wait,
Not get it done
 When can change be implemented?
 How much change will be realized?
 How will change impact our financial
performance?
 What is the required investment?
 How will the change impact our
customers?

11. Roles in the Change Process
 Change Sponsors:
 envision the needed change
 Create a vision statement
 Inspire others with the vision
 Change Targets
 Must change their skills, knowledge, or
behaviors because of the planned
changes
 Change Agents
 Responsible for the day-to-day efforts that make
the planned change happen

12. If the Change is not Managed Properly?
 More resistance
 Important personal leave the
organization
 Customers feel impact indirectly and
upset employees
 Productivity declines

13. As Change Managers
Understand:
 Why is change important?
 How is change used?
 How to prevent and manage resistance to
change?
 How to minimize productivity loss?
 How to avoid unwarranted turnover?

14. What Can Change Agents Change?
Physical
Setting
Structure
People
Technology

15. Critical Elements for Organizational
Change management
 Change management team structures
 Change management roles
 Critical barriers to implementing change
 Change management planning and strategy
 Managing employee resistance
 Organizational change management
methodologies
 Building executive sponsorship
 Creating communication plan
 Creating training and education programs
 Incentive

16.  Managers unwilling to assign needed
resources
 Managers not allowing their
representatives adequate time to
participate
 Distraction of employees due to change
and lose interest in what they were doing
thus impacting production
 Employees leaving organization
 Disinterest and sickness
 Unforeseen obstructions from no where
 Lack of funding
Why do changes fail?

17. Resistance to Change
Selective
Information
Processing
Fear of
the Unknown
Force of
Habit
Need for
Security
Economic
Factors
Individual

19. Thanks