Change management

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Change management

  1. 1. CHANGEMANAGEMENT Presented By: Neha Thakur Ruhi Beri Sukhman Mann Vidushi Thareja
  2. 2. Topics for DiscussionChangeOrganisational ChangeFactors affecting ChangeResistance to ChangeNeed for ChangeProcess for creating Change
  3. 3. The Only Thing Which Is Permanent In This World……… CHANGE!!!
  4. 4. Organisational change is defined as change thathas an impact on the way that work is performed andhas significant effects on staff. This could includechanges:- In the structure of an organisation- To organisational operation and size of a workforce- To working hours or practices- In the way roles are carried out- To the scope of a role that results in a change tothe working situation, structure, terms andconditions or environment.
  5. 5. Major Types ofOrganizational Change
  6. 6. Organization-wide Versus Subsystem ChangeOrganizations undertake organization-wide change toevolve to a different level in their life cycle. E.g.Major restructuring, collaboration or rightsizing. Subsystem change might include addition or removalof a product or service, reorganization of a certaindepartment, or implementation of a new process todeliver products or services.
  7. 7. Transformational Versus Incremental ChangeTransformational change or quantum change mightbe changing an organizations structure and culturefrom the traditional top-down, hierarchical structureto a large amount of self-directing teams.Incremental change might include continuousimprovement as a quality management process orimplementation of new computer system to increaseefficiencies.
  8. 8. Remedial Versus Developmental ChangeChange can be intended to remedy currentsituations. E.g. To improve the poor performance of aproduct, reduce burnout in the workplace or addresslarge budget deficits.Change can also be developmental to make asuccessful situation even more successful. E.g. Expandthe amount of customers served, or duplicatesuccessful products or services.
  9. 9. Unplanned Versus Planned ChangeUnplanned change usually occurs because of a major,sudden surprise to the organization, which causes itsmembers to respond in a highly reactive anddisorganized fashion.Planned change occurs when leaders in theorganization recognize the need for a major changeand proactively organize a plan to accomplish thechange.
  10. 10. Factors affecting Organisational ChangeExternal factors Internal factorsGlobalization Managerial andIncreased Competition administrative processesGovernment Policies Individual and groupEconomic Factors expectationsPolitical Factors Deficiency in existingChanging Customer organizationneeds and preferences Developing inertiaTechnological Changes Nature of workforce
  11. 11. Resistance to Change INDIVIDUAL ORGANISATIONAL BARRIERS BARRIERSEconomic Fears Structural inertiaFear of the unknown Work group normsFear of social Threat to existingdisruptions balance of powerEffort History of changeFear of loss of power efforts gone wrongand autonomy Boards of directorsCommitment to the oldposition.
  12. 12. Minimizing Resistance to ChangeCommunicationLearningEmployee InvolvementStress ManagementNegotiationCoercion
  13. 13. Need for ChangeChange is used as a survival tactic in today’s business environment. If the organisation does not keep a pace with changingtechnology, consumer demands and effective business processes, they will lose their competitive edge.
  14. 14. KOTTER’S EIGHT-STAGEPROCESS FOR CREATING CHANGE
  15. 15. 1.Establishing a Sense of UrgencyExamining the market and competitiverealities (SWOT matrix)Help others see the need for change andthe importance of acting immediately
  16. 16. 2.Creating the Guiding Coalition Building teams and forming influential guidingcoalitions , one with leadership skills, bias for action,credibility, communication skills, authority andanalytical skills for motivating change.
  17. 17. 3.Developing a Vision and Strategy
  18. 18. 4.Communicating the Change VisionMake sure as many others as possibleunderstand and accept the vision and thestrategy
  19. 19. 5.Empowering Broad-Based ActionDevelop a shared sense of purposeBreak the change up into smaller projects and allowpeople to add to the processGive small groups specific projects to do that willhelp contribute towards the change.
  20. 20. 6.Generate Short-Term WinsMake sure you make time to acknowledge andcelebrate the wins. Don’t keep looking up the mountain.Provide positive feedback to further builds moraleand motivation.
  21. 21. 7.Consolidating Gains and Producing MoreChange Not letting up after the first success,consolidating improvements and sustain themomentum for changeHiring, promoting and developing people who canimplement the change vision
  22. 22. 8.Anchoring New Approaches in the CultureArticulating the connections between newbehaviours and organisational success and holding onto the new ways until they become a part of the veryculture of the groupEndeavour to: Create better performanceEncourage better leadershipInculcate effective management

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