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Change Management

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Change Management

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Change Management

  1. 2. Nature of change <ul><li>Vital if a company were to avoid stagnation </li></ul><ul><li>A process and not an event </li></ul><ul><li>Normal and constant </li></ul><ul><li>Fast and is likely to increase further in the present competitive business </li></ul><ul><li>Directive or participative </li></ul><ul><li>Natural or adaptive </li></ul><ul><li>Incremental, interdependent on organizational culture </li></ul>
  2. 3. Historical and Political Evolution Management and Organization <ul><li>Change </li></ul>People Corporate Culture Components
  3. 4. <ul><li>Historical and Political Evolution - Tradition,values owners, past experience of change, new power distribution, ’winers’ and losers of the change </li></ul><ul><li>Management and Organization – role shift of line from autocrat to facilitator, boundaries between jobs, divisions, departments become blurred, job broadening, project and group work, increased harnessing of technology, “customer facing “ of employees. </li></ul><ul><li>People – expectations from change like pay, promotion, or other form of recognition, change agent </li></ul>
  4. 5. Change targets Purpose-mission and objectives Technology-equipments, facilities and workflow Structure-Update organizational design and coordination mechanisms Tasks-Update job designs for individuals and groups People-Update recruiting and selection practices; improve training and development Culture-Clarify or create core belief and values Strategy-Clarify or create strategic and operational plans Objectives-set or modify specific performance targets Organisational change targets
  5. 6. Forces for change in Organizations <ul><li>External Causes- Globalization, Workforce Diversity, Technological change, Managing ethical behavior, Government policies, Competition & Scarcity of resources </li></ul><ul><li>Internal causes- Organizational silence, Falling effectiveness, Crisis, Changing employee expectations, change in the work & Climate </li></ul>
  6. 7. Stability v/s Change <ul><li>Stability induces certainty, change induces uncertainty </li></ul><ul><li>Change can be small or big </li></ul><ul><li>Change involves change in state, but in stability it is constant </li></ul><ul><li>Stability will bring in strengths and weaknesses, while change will bring opportunities and threats </li></ul><ul><li>Stability will make people passive and lethargic, while change will make people active </li></ul><ul><li>Stability is usually triggered by individuals, but change is triggered by people and other environmental factors. </li></ul>
  7. 8. Stability v/s Change <ul><li>Stability is not permanent, while change is relatively permanent. </li></ul><ul><li>Constructive change can bring in stability, but stability cant bring change. </li></ul><ul><li>Stability fosters cohesiveness, while change fosters political behavior </li></ul><ul><li>Stability has less scope for learning </li></ul>
  8. 9. WHY RESISTANCE TO CHANGE <ul><li>Insecurity </li></ul><ul><li> Sense of loss and Confusion </li></ul><ul><li> Mistrust and the “ME” focus </li></ul><ul><li> Fear of letting-go-off the experience which led to success in the past </li></ul><ul><li> People hold onto and value the past </li></ul><ul><li> High uncertainty, Low stability, high emotional stress </li></ul><ul><li> Perceived high levels of inconsistency </li></ul><ul><li> High energy – often undirected </li></ul><ul><li> Conflict increases – especially between groups </li></ul>
  9. 10. <ul><li>Proactive change involves actively attempting to make alterations to the work place and its practices. Companies that take a proactive approach to change are often trying to avoid a potential future threat or to capitalize on a potential future opportunity. Reactive change occurs when an organization makes changes in its practices after some threat or opportunity has already occurred. As an example of the difference, assume that a hotel executive learns about the increase in the number of Americans who want to travel with their pets. The hotel executive creates a plan to reserve certain rooms in many hotel locations for travelers with pets and to advertise this new amenity, even before travelers begin asking about such accommodations. This would be a proactive response to change because it was made in anticipation of customer demand. However, a reactive approach to change would occur if hotel executives had waited to enact such a change until many hotel managers had received repeated requests from guests to accommodate their pets and were denied rooms. </li></ul>PROACTIVE AND REACTIVE RESPONSES TO CHANGE
  10. 11. ‘ At the Heart of Managing Change lies the perception of change itself’ <ul><li>Is Change an Opportunity or a Problem ? </li></ul>
  11. 12. EMOTIONAL RESPONSE TO ORGANIZATIONAL CHANGE <ul><li>D E N I A L </li></ul>A N G E R B A R G A I N I N G D E P R E S S I O N ACCEPTANCE
  12. 13. CHANGE MANAGEMENT EFFECTIVE CHANGE EQUALS : ALTERING MINDSET HARNESSING MOTIVATION SHAPING BEHAVIOUR
  13. 14. CHANGES IN CAREER <ul><li>CAREER AND LIFE </li></ul><ul><li>STAGES </li></ul>Changes as a “ HOW”  How do I get Promoted  How do I improve Productivity  How do I improve my value Changes as a “ WHAT” Changes as a “ WHY”  What changes are necessary for my success  What am I trying to Accomplish  Why do I need to Progress  Why do I need to change myself

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