Organizational change can be caused by internal or external forces. It affects structures, procedures, and social structures, causing resistance from people accustomed to the status quo. Change management is defined as continuously aligning an organization with the marketplace more responsively than competitors. There are three types of change - adaptive, innovative, and radically innovative. The change process involves recognition of problems, invention of solutions, experimentation, and reinforcement. Key roles in change include change agents, corporate management, consultants, implementation teams, and task forces. Culture and internal/external factors also influence change management practices.

1. Concept of
Managing Change

2. What does “change” mean?
Change may be defined as a
variation in the established way of
life to which people are
accustommed to in the
organization.
People are normally resistant to
change as it affects structures
and procedures, job security and
terms and conditions and social
structures.
Organizations are open to external
and internal environment so it gets
affected and very prone to change.
Change can be natural or forced.
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3. Change management concept!
According to Lisa Kudray and Brain Kleuiet, change
management can be defined as the continuous
process aligning an organization with its market place
…and doing it more responsively and effectively than
its competitors.
Change management could be organizational or
individual.
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4. Forces of change
1. External forces
a. Social
b. Political
c. Legal
d. Economic
e. Technological
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2. Internal forces
a. Employees
b. Managerial decisions
c. Change
d. HR problems
e. Atmosphere

5. Types of Change
+ Carson (1998) has mentioned three kinds of
change:
1. Adaptive change
2. Innovative change
3. Radically Innovative change
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6. Process of organizational change
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Internal pressure
Intervention and
Reorientation
Diagnosis and
Recognition of problem
Invention of new
solutions
Experimentation and
search for results
Reinforcement
and acceptance

7. “
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Key roles in organizational change
Role of
change
agent
Corporate
management
Consultant Internal
resource
person
Implementation
team
Chief
implementor
Task
forces

8. Culture and change
+ Organizational culture is the pattern of values, norms beliefs, attitude and
assumptions that may not have been but shapes the way in which people behave
and things get done.
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Innovation and
risk taking
Attention to
detail
Result
orientation
People
orientation
Team
orientation
Aggressiveness Stability

9. BIG CONCEPT
Internal and External factors affecting management
practices
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10. Internal factors
1. The actions of top
management
2. Human resource
practices
3. Socialization
Points to keep in mind
External factors
1. Context of community
2. Government rules and
regulations
3. Natural culture
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11. Benefits of effective change management
+ Return on
investment
+ Quality of the
outcome achieved
+ Efficiency of the
resources
+ Lower or negligible
staff
dissatisfaction
+ Successful
implementation of
change with less
probability to
rollback
+ May lead to
increased
productivity
+ May help in getting
technological
leadership
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12. Model for changing process
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13. Resistance to change
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• The individual's
predisposition towards
change.
• Fear of the unknown
• Uncertainty
• Self-interest
• Satisfaction with the
status quo
• Peer-pressure
• Difficult timing of change
• Disruption of cultural
traditions or group
relations
• Lack of understanding
and trust
• Speed with which
change occurs
• Insensitive manner of
change introduction.
• Fear of failure

14. Kotter and Schlesinger’s 6 step approaches to
deal with resistance
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Education and
Communication
Participation
and Involvement
Facilitation and
Support
Manipulation
and Co-option
Negotiation and
Agreement
Explicit and
Implicit
Coercion

15. Steps to implement change
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Management support for
change
Case for change
Employee involvement
Communicating the
change
Implementation
Follow up
Removing
barriers
Celebrate