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Change management

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Change management is a systematic approach to dealing with change at both the organizational and individual level. It involves adapting to change, controlling change, and effecting change. There are different types of change like structural, cost cutting, process, and cultural change. There are also two main theories of change - Theory E which focuses on rapid shareholder value and cost cutting, and Theory O which emphasizes employee participation and building bonds between the enterprise and employees. For change to be successful, an organization needs to be change-ready by having respected leaders, personally motivated employees, and a non-hierarchical collaborative culture. Key steps to managing change include assessing change-readiness, developing participative approaches, giving employees a voice, and driving out fear.

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CHANGE MANAGEMENT By: Aman Harshvardhan (01) Apoorva (03) Gyan Ujjwal (05) Jitendra Pathak (07) Md. Shad Anwar (10) Symphony Satpathy (24)
What is Change Management? Change management is a systematic approach to dealing with change, both from the perspective of an organization and on the individual level. A somewhat ambiguous term, change management has at least three different aspects, including: adapting to change, controlling change, and effecting change. A proactive approach to dealing with change is at the core of all three aspects. For an organization, change management means defining and implementing procedures and/or technologies to deal with changes in the business environment and to profit from changing opportunities.
Types of Change Structural Change - Treat the Organization as a set of functional parts-the machinemodel Cost Cutting - Focus on the elimination of nonessential activities. Process Change - Focus on altering how things get done. Cultural Change - Focus on the human" side of the organization.
Theories of Change There are two different approaches to change: Theory E: An Economic Approach Change aims for a dramatic and rapid increase in shareholder value .It relies on cost cutting, downsizing, and asset sales to meet its objectives. Theory O: An Organizational Capabilities Approach Characterized by high levels of employee participation and attempts to built bonds between the enterprise and its employees.
Are You Change Ready? It means that the people and structure of the organization are prepared for and capable of change.
An organization is change ready when three conditions are present: Leaders are respected and effective. People feel personally motivated to change. The organization is non-hierarchical and people are accustomed to collaborate work.
BECOMING CHANGE-READY To make an organization change ready following steps should be taken: Do a unit-by-unit Change-readiness assessment. Develop more participative approaches to how everyday business is handled. Give people a voice. Drive out fear.
Seven steps to change Mobilize energy and commitment through joint identification of business problems and their solutions. Develop a shared vision of how to organize and manage for competitiveness. Identify the leadership. Focus on results and not on activities. Start change at the periphery, then let it spread to other units without pushing it from the top. Institutionalise success through formal policies, systems and structures. Monitor and adjust strategies in response to problems in the change process
Roles For Leaders, Managers & Hr Played During This Process LEADERS : leaders create an appealing vision of the future and then develop a logical strategy for making in a reality. MANAGERS : Managers on other hand, have job of making complex tasks run smoothly
Role of HR Helping management with hiring and assignment of consultants. Reassigning or outplacing personnel displayed by change. Arranging for employee training Facilitating meetings and offsite conferences. Helping institutionalize successful change through employee development, rewards and organizational design.
Relationship of Leadership and Management Short-term results are possible, especially through cost cutting or mergers and acquisitions. But real transformation programs have trouble getting started and major, long-term change is rarely achieved. Transformation efforts can be successful for a while but often fails after short-term. Results become erratic. All highly successful transformation efforts combine good leadership with good management. Transformation efforts go nowhere.
Mistakes to Avoid Imposing a canned solution. Driving change from the top. Putting HR in charge. Banking on a technical solution. Trying to change everything at once
Steps to implement the change Enlist the support and involvement of key people Craft an implementation plan Support the plan with Consistent Behaviours and messages Develop Enabling Structures Celebrate Milestones Communicate Relentlessly Using Consultants
Social and Human Factors Reactions to Change Change is complicated by the fact that organizations are social systems whose participants have identities, relationships, communities, routines, emotions and differentiated powers. Thus managers must be alert to how a change will conflict with existing social systems and individual routines The three identity categories that employees fall into are: The Rank and File. Change Resisters. Change Agents.
The Rank & File Discovery Learning, Inc. of Greensboro, North Carolina, has developed a helpful methodology for measuring an individual's disposition to change, indicating where that person is likely to fall on a preferred style continuum. In this model there are three types of people: Conservers People who prefer current circumstances over the unknown people who are more comfortable with gradual change than with anything radical Originators People who prefer more rapid and radical change. Originators are representative of the reengineering approach to change. Pragmatists People who support change when it clearly addresses current challenges. They are less wedded to the existing structure than to the structures that are likely to be successful.
The Resisters Resistors actively attempt to undermine efforts. The first thing is to identify potential resistors by determining where and how change will create pain or loss in the organization. Once the potential resistors are identified the next step is to neutralize their resistance and make them active participants in adapting change. This include explaining the urgent need to change, describing how change will produce benefits for them and finding new ways in which they can contribute. People who do not respond to such efforts should be outplace or removed from the unit
Change Agents Change agents are the figures with one foot in the old world and the other in new---Creators of a bridge across which others can travel. They help other to see what the problems are and convince them to grapple with them. They play a critical role, as they: Articulate the need for change. Are accepted by others as trustworthy and competent. See and diagnose problems from the perspective of their audience. Motivate people to change. Work through others in translating intent into action. Stabilize the adoption of innovation. Foster self-renewing behavior in others so that they can go out of the business as change agents.
Helping people adapt Reactions to change: A sense of loss and anxiety The Conventional Advice What Individuals Can Do for Themselves Overcome Powerlessness Inventory the Gains and Losses Re-anchor
Stages in reaction to change Shock Defensive retreat Acknowledgement Acceptance and adaption
CONTINOUS INCREMENTAL CHANGE If change programmes are eventually followed by periods of organizational complacency and stasis the alternative situation is one in which the organization and its people continually sense and respond to external environment . Change is ongoing and takes place through many small steps that is through continuous incremental change
ADVANTAGES OF CONTINUOUS INCREMENTAL CHANGE Small changes are easier to manage Small changes enjoy greater probability of success than big ones Disruption is short-term and confined to small units at any given time. The org and its people are kept in a constant state of competitiveness and change readiness.
IMPLEMENTING CONTINUOUS CHANGE Make your organization change ready Conduct continuous external monitoring Conduct continuous internal monitoring Provide meaningful anchors
Addressing behaviors Identify training needs & communicate upwards. Create goals to work toward: a vision of success. Help people create specific, concrete behavior-change plans as needed. Communicate in multiple forms.

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Change management

  • 1. CHANGE MANAGEMENT By: Aman Harshvardhan (01) Apoorva (03) Gyan Ujjwal (05) Jitendra Pathak (07) Md. Shad Anwar (10) Symphony Satpathy (24)
  • 2. What is Change Management? Change management is a systematic approach to dealing with change, both from the perspective of an organization and on the individual level. A somewhat ambiguous term, change management has at least three different aspects, including: adapting to change, controlling change, and effecting change. A proactive approach to dealing with change is at the core of all three aspects. For an organization, change management means defining and implementing procedures and/or technologies to deal with changes in the business environment and to profit from changing opportunities.
  • 3. Types of Change Structural Change - Treat the Organization as a set of functional parts-the machinemodel Cost Cutting - Focus on the elimination of nonessential activities. Process Change - Focus on altering how things get done. Cultural Change - Focus on the human" side of the organization.
  • 4. Theories of Change There are two different approaches to change: Theory E: An Economic Approach Change aims for a dramatic and rapid increase in shareholder value .It relies on cost cutting, downsizing, and asset sales to meet its objectives. Theory O: An Organizational Capabilities Approach Characterized by high levels of employee participation and attempts to built bonds between the enterprise and its employees.
  • 5. Are You Change Ready? It means that the people and structure of the organization are prepared for and capable of change.
  • 6. An organization is change ready when three conditions are present: Leaders are respected and effective. People feel personally motivated to change. The organization is non-hierarchical and people are accustomed to collaborate work.
  • 7. BECOMING CHANGE-READY To make an organization change ready following steps should be taken: Do a unit-by-unit Change-readiness assessment. Develop more participative approaches to how everyday business is handled. Give people a voice. Drive out fear.
  • 8. Seven steps to change Mobilize energy and commitment through joint identification of business problems and their solutions. Develop a shared vision of how to organize and manage for competitiveness. Identify the leadership. Focus on results and not on activities. Start change at the periphery, then let it spread to other units without pushing it from the top. Institutionalise success through formal policies, systems and structures. Monitor and adjust strategies in response to problems in the change process
  • 9. Roles For Leaders, Managers & Hr Played During This Process LEADERS : leaders create an appealing vision of the future and then develop a logical strategy for making in a reality. MANAGERS : Managers on other hand, have job of making complex tasks run smoothly
  • 10. Role of HR Helping management with hiring and assignment of consultants. Reassigning or outplacing personnel displayed by change. Arranging for employee training Facilitating meetings and offsite conferences. Helping institutionalize successful change through employee development, rewards and organizational design.
  • 11. Relationship of Leadership and Management Short-term results are possible, especially through cost cutting or mergers and acquisitions. But real transformation programs have trouble getting started and major, long-term change is rarely achieved. Transformation efforts can be successful for a while but often fails after short-term. Results become erratic. All highly successful transformation efforts combine good leadership with good management. Transformation efforts go nowhere.
  • 12. Mistakes to Avoid Imposing a canned solution. Driving change from the top. Putting HR in charge. Banking on a technical solution. Trying to change everything at once
  • 13. Steps to implement the change Enlist the support and involvement of key people Craft an implementation plan Support the plan with Consistent Behaviours and messages Develop Enabling Structures Celebrate Milestones Communicate Relentlessly Using Consultants
  • 14. Social and Human Factors Reactions to Change Change is complicated by the fact that organizations are social systems whose participants have identities, relationships, communities, routines, emotions and differentiated powers. Thus managers must be alert to how a change will conflict with existing social systems and individual routines The three identity categories that employees fall into are: The Rank and File. Change Resisters. Change Agents.
  • 15. The Rank & File Discovery Learning, Inc. of Greensboro, North Carolina, has developed a helpful methodology for measuring an individual's disposition to change, indicating where that person is likely to fall on a preferred style continuum. In this model there are three types of people: Conservers People who prefer current circumstances over the unknown people who are more comfortable with gradual change than with anything radical Originators People who prefer more rapid and radical change. Originators are representative of the reengineering approach to change. Pragmatists People who support change when it clearly addresses current challenges. They are less wedded to the existing structure than to the structures that are likely to be successful.
  • 16. The Resisters Resistors actively attempt to undermine efforts. The first thing is to identify potential resistors by determining where and how change will create pain or loss in the organization. Once the potential resistors are identified the next step is to neutralize their resistance and make them active participants in adapting change. This include explaining the urgent need to change, describing how change will produce benefits for them and finding new ways in which they can contribute. People who do not respond to such efforts should be outplace or removed from the unit
  • 17. Change Agents Change agents are the figures with one foot in the old world and the other in new---Creators of a bridge across which others can travel. They help other to see what the problems are and convince them to grapple with them. They play a critical role, as they: Articulate the need for change. Are accepted by others as trustworthy and competent. See and diagnose problems from the perspective of their audience. Motivate people to change. Work through others in translating intent into action. Stabilize the adoption of innovation. Foster self-renewing behavior in others so that they can go out of the business as change agents.
  • 18. Helping people adapt Reactions to change: A sense of loss and anxiety The Conventional Advice What Individuals Can Do for Themselves Overcome Powerlessness Inventory the Gains and Losses Re-anchor
  • 19. Stages in reaction to change Shock Defensive retreat Acknowledgement Acceptance and adaption
  • 20. CONTINOUS INCREMENTAL CHANGE If change programmes are eventually followed by periods of organizational complacency and stasis the alternative situation is one in which the organization and its people continually sense and respond to external environment . Change is ongoing and takes place through many small steps that is through continuous incremental change
  • 21. ADVANTAGES OF CONTINUOUS INCREMENTAL CHANGE Small changes are easier to manage Small changes enjoy greater probability of success than big ones Disruption is short-term and confined to small units at any given time. The org and its people are kept in a constant state of competitiveness and change readiness.
  • 22. IMPLEMENTING CONTINUOUS CHANGE Make your organization change ready Conduct continuous external monitoring Conduct continuous internal monitoring Provide meaningful anchors
  • 23. Addressing behaviors Identify training needs & communicate upwards. Create goals to work toward: a vision of success. Help people create specific, concrete behavior-change plans as needed. Communicate in multiple forms.