The document discusses various frameworks for managing organizational change effectively. It describes the 5-P model of change which involves identifying the purpose, priorities, people, processes, and proof involved in change initiatives. It also outlines the seven levels of change management which progress from effectiveness to doing impossible things. Critical success factors are discussed as measurable parameters for judging the success of change management efforts. The importance of introducing a total quality management culture is also mentioned.

1. INTRODUCTION
“Change is all around us and the capacity to manage change effectively is the
crucial attribute of a successful manager in today’s organization” (Carnall, 1993)
The aim of change management is to create a work environment which
minimizes the amount of time waste looking for supplies and maximizes the
amount of productive work. Change management is all about amendments for
the betterment of the organization, to create an atmosphere of leadership among
the managers as “leaders make sure people not only see the vision, they live
and breathe it” (Welch, 2005) it means to re-engineer the whole organization and
make it more firm in terms of better training classes among the employees and
creating a virtual sense of ownership. Inventing or changing the mission and
vision statement of the company which speaks volumes to excite the people
working there. Today people are well traveled and well read so they are very well
educated about the changes taking place in and around the globe. Change is the
need of the time to keep pace with the changing taste buds of people or to
sustain in this cut throat competition, where technology is changing every
second(Wright, 1999).
The aim of this research is to suggest change the organization and sanitize the
useless practices which were weakening the operations as some traditional
barriers of suggestion form top to lower and vice versa, so create a chain or open
door policy to ensure free flow of communication and to eradicate those
conventional hurdles. (Peters, 2005)

2. HOW TO INITIATE CHANGE
“Re-engineering means breaking down the silos and re-organizing around the
process to gain real advantage from the investment in technology.”(Hammer and
Champy, 1993) It means cost reduction and reframing the whole organization to
diagnosis and to find an unmatched solution for it. This doesn’t mean that to
change the product or service standards instead to start from the beginning or to
re-align the whole structure or remake the existing structure. By following this
change strategy products and services are benefited. The introduction of change
management in today’s tough market condition is a vital necessity as the
companies need to be updated with changes taking place all around the globe to
keep them at pace. (Belasco, 1992)
Change is something which happens internally so proper training sessions
should be provided in the organizations. Because of these sessions there can be
an atmosphere of lead to change taking place be the managers in the company.
How to lead change is a workshop followed by numerous firms and are
successful today in there respective arenas. This workshop is for executives and
managers to CEO’s who can attend and gain how to lead there teams and
achieve higher level of accuracy in work and increased accountability. This
session helps managers to view problems occurring in there job from different
focal points of the prism and do something different. There are three stages for
change to take place in an effective manner. PREPARING FOR CHANGE
means making people understand that providing with simple ideas they can
change, GAINING CHANGE SKILLS imply on aiding people to achieve specific
change which they can imply and benefit the organization and the last one is
ACHIEVING A CHANGE states assisting employees to work together as a team
to achieve organizational change effectively and faster. There are many points to
be focused upon like Anticipating change, taking new actions now, moving
beyond fear, imagining real success. All these points help us forecast change in
a better way to know what will happen in the coming future. For this we can make
new plans in order to overcome the hurdles to get the desired outcomes. By this
exercise we will not fear as we know very well our job. (Johnson, 1980)
It’s an ongoing process that approves and restructures the change about to
happen to ensure accuracy and minimize the level hassles. Change happens so
employees need to be updated with latest technology changes taking place and
following this practice there are some steps which follows are to anticipate
change and monitor the changes like wise to keep on researching the changes
taking place to survive, adapt to change quickly before its too late and get wiped
out and lastly enjoy the change and not to take it as a burden. (Saka, 2003)

3. THE 5-P Model of Change
An effective change management to take place effectively there has to be a strict
practice to be followed. For this healthy practice to be successful the 5-P model
of change must be installed in firmly. The 5 P’s are Purpose, Priorities, People,
Process and Proof. These assist managers in concise and precise approach to
facilitate change in there respective departments and make it successful in it.
The first P is PURPOSE in the model. “Most scholars and writers agree that
change is something that should be done only with a purpose.”(Kanter, Stein,
and Jick, 1992) managers should identify the purpose and then act accordingly
as a goal or vision. Change is disruptive in nature so the change desired should
not be done keeping in mind an intended output from the change to take place.
The second P is PRIORITIES where it involves identifying the targets to be
changed and making a plan to entertain each change. Here it involves prioritizing
the changes as per there importance and then to work upon. So as to work on
the change this needs more attention according to the demand of the time. (Hall,
Hord, 1987)
The third P is PEOPLE as change involves people, as after Purpose and
Priorities the People for whom the change must be identified. People act as a
bridge between purpose and priorities. It helps in teaching the people who are
affected by the change process taking place. As without knowing the motives,
skills, personalities of the individuals involved in the change taking place then it
will be impossible to identify the best process for implementing the change.
The fourth P is PROCESS after all the identifying the change then priorities the
changes and then selecting the process or strategy to be involved to get the
desired the change. There are numerous changes and so there must different
process to be taken place to match the desired change to get the most out of it.
The fifth P is PROOF which means that a parameter to judge the success of the
change which was on the pipeline of the management, to test if the desired
outcomes have been yielded. In this changing era there need to be a measure on
continuous change taking place internally and externally as well to keep the
pace. (Davidoff, Donald, 2008)
The 5-P model of change is a pyramid structure of change management to take
place successfully with a ladder like structure where the whole system is broken
into 5 P’s which need to be worked upon one-by-one to achieve the desired
results. Organizations in the same competitive environment react in different
ways to changing conditions. The 5-P Model of change defends that this model
change has derived answers to the matters that crops up. They answer these
questions by using what they call it the 5-P Model of change. (Huff, Huff, Barr,
2000)

4. The seven levels of change management
The seven level of change management is a continuous ongoing process where
each level is progressively more complex than the existing level. It discusses the
people’s visual perception of an organizational change and the ways by which
Human Resource can execute as an effective tool. Here are seven levels of
management change. (Smith, 2004)
Level 1 deals with Effectiveness-Doing the right things deals with to learn the
basics by which to learn what are the right things to be done and right time.
Level 2 Efficiency –Doing things right means understanding the various aspects
of the new job or business in order to make out those points which have the
largest contribution and impact on the business or the given job to be done.
Level 3 Improving-Doing things better deals with improving the existing
strategies, a sort of grease up process, like ways to speed things up, decrease
the delivery time taken, getting more efficient, effective, productive in nature.
(Mazzucato,2001)
Level 4 Cutting-Doing away with things involves analysis of the core functions
like cost cutting to bring increase the yield value per product to increase revenue.
Level 5 Copying-Doing things other people are doing by which bridges between
incremental to fundamental change a sort of reverse re-engineering process.
Level 6 Different-Doing things no one else is doing are about doing things
different or doing differently or an out-of-box idea to be generated.
Level 7 Impossible-Doing things that can’t be done means that anything which is
impossible today but if it would have been possible change fundamentally
change the way we do business or work. (Smith, 2007)
Critical Success Factors (CSF’s)
The change management’s Critical Success Factors (CSF’s) is practiced by
many in the corporate sector as a success mantra for change in an organization.
Today the change in corporate sector is taking at a rapid pace so the
responsibility of the internal change lies on the training department. This change
can be overwhelming without proper means or techniques that can be put into
practice to ease the change management process. The crucial point for a
successful change management to take place involves using of critical success
factors that helps in implementation of change. (Rebecca, Squires, 2001)
“CSF’s are the data or markers by which a change management will be judged
as a success or a failure. The emphasis is placed on the words CRITICAL and
SUCCESS.”(Roberts, 2001) CSF’s in order to be effective must in form of
tangible entities which are easily measurable and quantifiable. They act
parameter to measure the success or achievements that can be judged on time
and set a benchmark.

5. Introduction of TQM culture (Total Quality Management)
It’s an ongoing process of the management and employees which aims in
improving the products or services standards. It’s a blend of quality management
and limiting losses due to waste practices. This is a management investigation
which covers up all the major departments of an organization like marketing,
finance, design, engineering, production, customer service etc(Leonard & Mc
Adam,2002).” continual improvement is the key to survival in today’s business
climate”(Pande, 2000)
There are 5 key principles to TQM:-
The first key point is Management committee where the main focus is on
planning the changes to be done by participating and later on checking it and
lastly acts on it by revising the planning once again to get it perfect framed.
The second key point is Employee empowerment which deals with training of the
employees like training them with the ways to sell products or services,
measuring there job done by appraisal and giving them recognition for job done.
The third key point is Fact based decision making which involves SPC (statistical
process control) which means reducing the complex data and making the data
more simplified like using flow charts and graphs, pie charts to show progress.
The fourth key point is Continuous improvement which means quality is more
important than quantity. This deals with attain, maintain and keep on improving
the standards to be in business, it’s an ongoing process which is to be practiced.
The fifth key point is Customer focus where the service relationship with the
internal customers is stressed upon, never to compromise on quality and keep on
striving for excellence in work and customer driven standards are laid
importance. (Martin, 1993)
TQM is total customer-first integration, where customer satisfaction is seen as
the companies’ top-most goal. This practice has to be lead from the top
management to its subordinates. It’s a continuous process involving taking
customers feedbacks and working on it to make a high level of customer
satisfaction. The action should be prompt enough to make an ever lasting
impression on the customers and the reactions should be based upon facts
involving employees’ participation. This culture opens doors by understanding
the relationship total quality management (TQM), culture and the three
components of culture in context of customer focus, employee involvement and
continuous improvement. (Gore Jr.1999)

6. RESEARCH and DEVELOPMENT (R&D PRACTICES)
Introduction of some healthy practices like more focus on R&D activities as these
aids us in proper diagnosis of the problem and later on in pursuit of the problem
with an unmatched solution for it. These practices assist in making
management much more advanced, helps in weaving relations that clicks well,
as the managements are well versed in critically and analyzing the hindrances,
getting to know how to align business strategy with the latest technological
advancements, pricing strategies, very importantly learn how to lead and manage
people and lastly to get hold of enormous innovative ideas to run business as
these practice will assist in every decision taken in day-to-day operations of the
castle. For this the management has to redesign the work shift of every staff so
as to contribute 20% of there total monthly work-able time to research and
development practice. Where every employee give 15 minutes in suggesting
some points which can be worked upon for the betterment of the organization
and thereby creating a sense of ownership.(Wharton Business Reviews,2006)
“How do I go to work today and do something that will move the enterprise and
myself another step in the right direction?”(Fortier, 2007)
There are many reasons leading to change management like challenges in our
personal, organizational, economic or technological, where we live with a high
degree of ambiguity. It’s these ups and downs, scarcity, imbalances that compel
us to stretch our mind and do something creative or innovative change as
scarcity leads to inventions. Leaders must be the innovators to monitor there
organizations efficiently. Leaders must have a passion for innovation and this
healthy urge need not to be confined till profit oriented but for other benefits like
easing the work load of employees etc. to analyze the need of specific HRD
activities, to know the people who will be responsible for change, design an
effective HRD regulation and lastly to judge the outcomes. (Carter, Giber,
Goldsmith, 2001)
The origin of change ideas should not be confined only till board rooms but
should be taken out to other people working thereby creating a sense of
ownership among the employees. More stress on R&D practices to be laid upon.
Innovative change needs more listening and proper flow of information and good
communication among everyone and creating relationships and frequent updates
to be followed upon. External and internal customers communication is a must so
as to continuous up gradation of product or service takes place and more detail
attention on ideas coming from outside. To work upon the consumers tastes and
feed backs is a major area where big players loose the extra Brownie point.
(Kouzes and Posners, 2007)

7. CONCLUSION
In today’s scenario businesses where everything is going digital at a rapid pace
hoping to survive in the long term will have to be re-designed to fight back, stay a
float and sustain themselves. These initiatives have been taken by many
management gurus inventing or re-inventing some of the vital strategies of
change management with various by different names with there functionality as
Total Quality Management (TQM), Re-engineering, The 5-p model of change,
Critical success factors (CSF’s), The seven levels of change management,
Research and development (R&D Practices) are few in the arrays with many
models for change management. Every technique’s aim is to deal with the
change taking place is executed professionally with no waste taking place,
thereby assistance organizations to face the changing and challenging market.
(Bunker, Wakefield, Harvard Management Article, 2006)
People fear change as it’s a prolonged process so it is the biggest cause of
change management failing. This needs serious attention of the managers to
brief the employees about the benefits of change management and create an
environment of change taking place for the betterment of the whole organization.
Managers can choose any tool from a list of tools to be used for changing the
mindset of employees but selecting the appropriate tool which clicks well is the
main task. During change a manager must deliver a sense of urgency. They
need to keep a blend of being soft and hard as at times they make tough
decisions concerning the employees. So this tough act must not be down by
overshadowing the losing sight and emotions of the employees as they are an
integral part of the change process taking place.