This is management concept that which learn about the strategic changes and related other points of views

1. Management Of
Strategic Change
( submit to : Mrs. Poonam Arya) submit By : Khushdeep Kaur
( Assistant professor ) (BBA sem-1) 1230861480018
(Department of business administration ) (GCG) LUDHIANA
Government college for girls ,
Ludhiana

2. Content
◆ Meaning
◆ Characteristics of strategic change
◆ Forces /causes of strategic change
◆ Types of strategic change
◆ Nature of strategic change
◆ Management of strategic change
◆ Features of process planned change
◆ Human reaction to change
◆ Causes of resistance change
◆ Reduce resistance to change
◆ Conclusion

3. Meaning
⮚Strategic change management is the process of
managing change in the structured , thoughtful way in
order to meet organizational goals , objectives and
missions .
⮚Change is necessary for organization to continue to
thrive and meet and exceed the competition of
industry competitors .

4. Characteristics of Strategic
change
❖ Changes is the reaction to various factors .
❖ Change may be planned .
❖ Effects whole organization .
❖ Degree of change may vary.
❖ May be reactive or proactive .
❖ Aims to achieve objectives.

5. Forces/Causes for Strategic
Change
External Forces
⮚Technology
⮚Marketing conditions
⮚Social changes
⮚Political Forces
Internal Forces
⮚ Nature of the work force
⮚ Change in managerial
personnel
⮚ Deficiencies in existing
management structure
⮚ To avoid developing inertia

6. Types of Strategic change
? Individual Level Change
? Group Level Change
? Organization Level Change
Strategic Change Process Oriented Change
Structural Change People Oriented Change

7. Nature of Strategic Change
❖ Change , a natural process
❖ Man Resists Change
❖ Change is a continues process
❖ Change is necessary for development
❖ Element of uncertainty
❖ Change requires change agent
❖ Internal and External factors cause

8. Management of strategic Change
Theprocessofplannedchange
A planned change is the change planned by the
organization , it does not happen by itself . It is a
effected by the organization to achieve some
objectives . A proper process should be followed for
implementing a change . The resistance to change
can be avoid if it is implemented in proper way .

9. Features of process of planned
change
❑ Identifying need for change
❑ determining the elements to be changed
❑ Analysing the forces of change
❑ Planning of change
❑ Communication of change
❑ Convincing about rational of change
❑ Implementation of change
❑ Follow up action

10. Human Reactions To Change
Human reactions to a change does not always
depend upon logic . Generally , It depended upon how a
change will effect ones needs and satisfaction in the
organization . We can say that attitudes are very important
in determining the resistence to change because an employee
perception of the likely impact of change will depend upon
his attitude .Therefore there is a very close relationship
between change and human attitude .

11. Human Reaction To Change
⮚Acceptance
⮚Resistence
⮚Indifference
⮚Forced acceptance

12. Causes Of Resistance To Change
▪ Individual Resistence
▪ Group Resistence
▪ Organizational Resistence

13. Individual resistance
❖ Threat power
❖ Group Inertia
❖ Organisational structure
❖ Threat to specialization
❖ Resources constraints
❖ Sunk costs
❖ Overt defensive behavior such as civil disobedience ,strikes,
slowdown of work or aggressive unionism.

14. Group Resistance
most organizational changes have impact
on informal groups in the organization . Breaking up
a of close knit work group or changing social
relationship can provoke a great deal of resistance .
The main reason of why the groups resist change is
that they fear their cohesiveness or existence is
threatened by it .

15. Organizational
Resistance
• Economic Factors
• Habits
• Insecurity
• Lack Of Communication
• Extent of change
• Psychological Factors
• Social Factors

16. Reduce resistance to
change

17. Conclusion
Change management is critical to the success of any organisation.
Having a plan helps to make sure changes happen in a co-ordinated
way that helps an organization achieve it's goals without too many
disruptions. This can help to get employees mor involved in the
process.
Both management and employees must give each other the
tools and
motivation necessary to followed up a model than to change and
complete the transition process