Change management is important aspect in corporate world.

1. CHANGE
MANAGEMENT

2. Contents
• Meaning of Change Management
• Change Management
• Change starts with a vision
• Characteristics of an effective vision
• Principles of change
• Forces for change
• 3 states of change management
• Change management models
• Process of planned change
• Responses to change
• Types of planned change
• Constituents of change management
• Resistance to change
• Common obstacles to change
• Conclusion

3. What is change management?
Change management is a systematic approach to dealing with
the transition or transformation of an organization’s goals, processes
and technologies.

4. Change Management
 As a systematic process
Change management is the formal process for organizational change,
including a systematic approach and application of knowledge.
 As a means of transitioning people
Change management is a critical part of any project that leads,
manages, and enables people to accept new processes, technologies,
systems, structures, and values.
 As a competitive tactic
Change management is the continuous process of aligning an
organization with its marketplace—and doing so more responsively and
effectively than competitors.

5. Changes starts with a vision
A change effort or initiative must start with a vision. Whether
change is prompted by external or internal factors creating a vision will
clarify the direction for the change.

6. Characteristics of an effective vision
 Imaginable
-conveys a picture of what the future will look like
 Desirable
-appeals to the long-term interests of employees, customers,
stakeholders etc.
 Feasible
-comprises realistic, obtainable goals
 Focused
-clear enough to provide guidance in decision making

7.  Flexible
-General enough to allow initiative and alternative responses
 Communicable
-can be fully explained in 5 minutes

8. Principles of change
 Change is process that can be enabled ,not managed.
 The change process must be linked to business and performance
goals.
 Building capacity to change is a strategic imperative.
 Building capacity for change is an evolutionary process.

9. Forces for change
Internal ExternalForces
for
change

10.  3 states of change management
3
states
• Current state
• Future state
• Transition state

11. Change management model
• Unfreezing
• Changing
• Refreezing

12. Process of planned change
Identify the need for change
Diagnose the problem
Plan the change
Implement the change
Follow up feedback

13. Responses change management
 Doubt
 Resistance
 Anger
 Uncertainty

14. Types of planned changes
 Structural change
structural change is a changed aimed at increasing organizational
effectiveness through modification in the existing organizational structure.
 Redesigning task
Here change efforts focus on increasing the scope or diversity and
depth of the job.

15.  Changing technology
A technology change is concerned with organisation’s
production process, how the organisation does its work.
 Culture /people change
People change emphasises increasing organisational
effectiveness by changing attitudes, skills, perceptions, expectations
and values of organisation members.

16. Constituents of change management
 Planning
 Anticipating risk
 Developing an approach or strategy
 Developing procedure for implementation of plan to change
 Leadership
 Involvement

17. Resistance to change
 Awareness & communication
 Training & development
 Participation
 Facilitation & support
 Negotiation

18. Common obstacle to change
 Obstacles experienced during major organizational changes

19. Conclusion
The nature of change has changed significantly ;it is no longer
linear and incremental as it is used to be in the past .in the present
context ,it has become fierce and abrupt ,with much deeper and
broader implications .