This document discusses various models and approaches for change management. It describes Lewin's model which highlights the stages of change as unfreezing, changing, and refreezing. Kotter's model focuses on establishing a sense of urgency and a guiding coalition. The ADKAR model identifies the key steps for individual change as awareness, desire, knowledge, ability and reinforcement. Guidelines are provided for facilitating change, including understanding employee psychology, defining strategies and measuring progress. Total quality management (TQM) aims to achieve continuous quality improvement through an integrated organizational effort. Business process reengineering involves fundamentally rethinking and redesigning business processes for dramatic performance improvements.

1. Change
Management

2. Models of Change Management
Guidelines for facilitating change
Total quality management
Business process Reengineering

3. CHANGE MANAGEMENTIS AN
APPROACH TO
TRANSITIONING INDIVIDUALS,
TEAMS & ORGANISATIONS TO
A DESIRED STATE.
Managers make change real for their people.
Change demands a solid plan with clear direction.

4. WILLIAM BRIDGES
MODEL
KOTTER’S MODEL
LEWIN’S MODEL
ADKAR MODEL
MCKINSEY’S MODEL
Models of Change
Management

5. A = Awareness of the need for change
D = Desire to participate and support the change
K = knowledge on how to change
A = ability to implement required skills & behaviours
R = reinforcement to sustain the change
Developed in 1998

6. Benefits of ADKAR model
Exception:- this model ignores the need for leadership to address the emotional
dimensions.
1. It encapsulates the business/process dimension of change and the individual dimension of change
2. Provides a clear management checklist to manage change Limitations
3. Goal-oriented change management
4. Focus their activities on specific business results.
EXAMPLE:- Communications and training

9. 1. It highlights the difference between change & transition
2. It explains how people feel psychologically as organisation change.
Benefits of William bridges model
Exception:-

12. 1. It can be used successfully to obtain buy-in from key employees.
2. It fits well on top of traditional organisation structures.
Exception:-
Benefits of Kotter’s model

14. UNFREEZE
REFREEZE
CHANGE

15. Benefits of models
Exception:-
1. It identified that the majority of people prefer to function within zones of comfort.
2. It is easy to use & a lot of companies prefer it to enact major changes.

18. Guidelines for
facilitating
change
EXTERNAL INTERNAL
 Competition
 Market share
 Range of product
offering
 Customer
experience
 Economical crises
 Poor performance
 Attrition rate
 Working Environment
change
 Employee morale
 Change of management

19. Measure change progress
Communicate with team
Identify short term steps
and people’s roles
Understand
employee’s
psychology for
change
Define change
strategies
Create a change baseline

20. The banker will answer” service”
The healthcare worker will answer “quality health care”
The hotel employee will answer “customer satisfaction”
The manufacturer will simply answer “quality product”
TOTAL QUALITY MANAGEMENT
TQM is the integration of all functions and processes within an organization in order to
achieve continuous improvement of the quality of goods and services.
Integrated organizational effort designed to improve quality of processes at
every business level.

21. • Meeting the customers requirements is the primary objective and the key to
organizational survival and growth.
• The second objective of TQM is continuous improvement of quality. The
management should stimulate the employees in becoming increasingly
competent and creative.
• Third, TQM aims at developing the relationship of openness and trust among the
employees at all levels in the organisation.
Objectives of TQM

22. Benefits of TQM
Greater customer loyalty
Market share improvement
Higher stock prices
Reduced service calls
Higher prices
Greater productivity
“Actions are direct reflection of one’s intentions”

23. Cost of Quality
Prevention costs – cost of
preparing and implementing
a quality plan
Appraisal costs – cost of testing,
evaluating and inspecting quality
Internal failure costs – cost of
scrap, rework, and material
losses
External failure costs – cost of
failure at customer site, including
returns, repairs and recalls

24. Business process Reengineering{BPR}
BPR is the fundamental rethinking and
redesign of business processes to achieve
dramatic improvements in critical,
contemporary measures of performance,
such as cost, quality, service and speed.
(Hammer & Champy, 1993)
An organizational make-over.

25. Requirement of BPR
• Change
• Competition
• customer

27. Pooja Singh
Roll No:-26