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Change management btz

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Human resource management refers to the policies and practices involved in carrying out the “people” or human resource aspects of a management position including recruiting, screening, organizational change management, training, and development, rewarding and appraising.

Human resource management refers to the policies and practices involved in carrying out the “people” or human resource aspects of a management position including recruiting, screening, organizational change management, training, and development, rewarding and appraising.

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Change management btz

  1. 1. CHANGE MANAGEMENT Beenish Tariq Zuberi 1
  2. 2. Human resource management refers to the policies and practices involved in carrying out the “people” or human resource aspects of a management position including recruiting, screening, organizational change management , training and development, rewarding and appraising. Gary Dessler 2Beenish Tariq Zuberi
  3. 3. ACQUISITION TRAINING & DEVELOPMENT APPRAISAL COMPENSATIONLABOR RELATIONS CHANGE MANAGEMENT ORGANIZATIONAL DEVELOPMENT HUMAN RESOURCE MANAGEMENT HRM PROCESS 3Beenish Tariq Zuberi
  4. 4. 4Beenish Tariq Zuberi
  5. 5. MEANING OF CHANGE • Make or become different. Give up or get rid of (something) in exchange for something else. Oxford dictionary • To exchange one thing for another thing, especially of a similar type. To make or become different. Cambridge dictionary 5Beenish Tariq Zuberi
  6. 6. DEFINITION OF CHANGE • Change is an act or process through which something becomes different. • Change is a common and /or natural even inevitable. • There is a constant in the universe and that is change. 6Beenish Tariq Zuberi
  7. 7. TYPES OF CHANGES • Planned Change is change resulting from a deliberate decision to alter the organization. It is an intentional, goal – oriented activity. • Unplanned Change is imposed on the organization and is often unforeseen. 7Beenish Tariq Zuberi
  8. 8. DEFINITION Change Management is a systematic activity to prepare an organization for implementing ongoing organizational changes in a business operation. Change Management is about innovative strategies and speedy activities to deal with variable and sudden changes. 8Beenish Tariq Zuberi
  9. 9. • Change Management is a continuous process which can address the large part of business operation from planning to controlling, i.e., organization governance structure, product development, customer satisfaction. • The purpose of change management is to implement strategies for effecting change, controlling change, helping people to adopt change. 9Beenish Tariq Zuberi
  10. 10. ORGANIZATIONAL CHANGE MANAGEMENT • Organizational change is both the process in which an organization changes its structure, strategies, operational methods, technologies, or organizational culture to affect change within the organization and the effects of these changes on the organization. Organizational change can be continuous or occur for distinct periods of time. 10Beenish Tariq Zuberi
  11. 11. 11Beenish Tariq Zuberi
  12. 12. ORGANIZATIONAL DEVELOPMENT Organizational Development (OD) is a planned approach to improve employee and organizational effectiveness by conscious interventions in those processes and structures that have an immediate bearing on the human aspect of the organization. 12Beenish Tariq Zuberi
  13. 13. OD CRITERIA Beenish Tariq Zuberi 13
  14. 14. FEATURES OF OD • OD is an educational strategy that attempts to bring about a planned change. • OD related to real organizational problems instead of hypothetical cases. • OD related uses sensitivity training methods and lay emphasis on the experiment of based training. • Its change agents are almost external consultants outside of the organization. • The external change agents and internal organizations executives establish a collaborative relationship that involves mutual trust, influence and jointly determined goals. 14Beenish Tariq Zuberi
  15. 15. 15Beenish Tariq Zuberi
  16. 16. TRENDS SHAPING CHANGE MANAGEMENT GLOBALIZATION AND COMPETITION TRENDS TECHNOLOGICAL TRENDS CULTURE AND SOCIETY TRENDS IN THE NATURE OF WORK WORKFORCE AND DEMOGRAPHIC TRENDS ECONOMIC CHALLENGES AND TRENDS TRENDS IN CHANGE MANAGEMENT 16 Beenish Tariq Zuberi
  17. 17. External Forces Internal Forces Forces of Change 17Beenish Tariq Zuberi
  18. 18. THEORIES OF PLANNED CHANGE 18 Beenish Tariq Zuberi
  19. 19. PROCESS OF CHANGE MANAGEMENT Beenish Tariq Zuberi 19
  20. 20. CHANGE AGENT • Change agents may be either external or internal. • Change agent is anyone who has the skill and power to stimulate, facilitate, and coordinate the change effort. • Strategic Adviser • Systems Design and Developer • Organization Change Agent • Instructional Designer • Individual Development and Career Counselor • Coach / Performance Consultant • Researcher 20Beenish Tariq Zuberi
  21. 21. REDUCE LEARNING ANXIETY AND CREATE “PSYCHOLOGICAL SAFETY” • Involve the “change targets” in all the steps of the learning process. • Provide a vision of a path. • Provide a safe environment for learning (practice field). • Provide the time and resources necessary for learning. • Provide first steps and a direction. • Work in groups. • Provide coaching and help. • Reward small steps in the right direction. • Work in a supportive climate (norms that support error embracing). 21Beenish Tariq Zuberi
  22. 22. THE TRANSFORMATION POINT • Low stability: High chaos • High emotional stress • Control becomes a major issue • High undirected energy • Glorifying the past • Conflict increases • Resistance starts to build 22Beenish Tariq Zuberi
  23. 23. “POSITIVE” RESPONSE TO CHANGE 23Beenish Tariq Zuberi
  24. 24. POSITIVE RESPONSE TO CHANGE S. No Stage Response Action Outcome Effects 1 Uniformed Optimism Certainty Focused on doing rather than thinking about difficulty Blissful ignorance Excited 2 Informed Pessimism Doubt Frustrated by facing challenges and anxious Informed anguish Checking Private-Lose interest Public- Not handle criticism 3 Hopeful Realism Hope Realistic Support Able to solve problems Understand transformation 4 Informed optimism confidence Coming in terms Effective course of action Accepting & Expecting change 5 Completion Satisfaction Agreeable Reach your goal To cherish a desire with anticipation 24Beenish Tariq Zuberi
  25. 25. “NEGATIVE” RESPONSE TO CHANGE 25Beenish Tariq Zuberi
  26. 26. NEGATIVE RESPONSE TO CHANGE S. No Stage Response Action Outcome Effects 1 Stability Active Dependability on issue/ cannot run away Involved Flexible 2 Im-mobization Passive Initial paralysis at hearing the bad news Choas Anxiety 3 Denial Resistance Try to avoid the change Uniform Pressure 4 Anger Negative Outpouring of bottled-up emotions Major road blocks High undirected energy 5 Bargaining Negotiation Seeking for a way out Included Committed 6 Depression Un-notice Realization for envitable Informed Stress 7 Testing Paradigm Shift Seeking realistic solution Aware Establishing 8 Acceptance Agreeable Finding the way forward Consulted Exploration 26Beenish Tariq Zuberi
  27. 27. WHY CHANGE FAILS TOP BARRIERS IN MAJOR CHANGE PROGRAMS 1. Competing resources 48% 2. Functional boundaries 44% 3. Lack of change skills 42% 4. Middle management 38% 5. Long IT lead times 35% 6. Communication 34% 7. Employee opposition ( resistance) 33% 8. Initiative fatigue 32% 9. Unrealistic timetables 31% 27Beenish Tariq Zuberi
  28. 28. MAKING CHANGE SUCCEED Factors that helped successful companies achieve their goals. 1. Good communication 100% 2. Strong mandate by senior management 95% 3. Setting intermediate goals and deadlines 95% 4. Having an adaptive plan 91% 5. Having access to adequate resources 86% 6. Demonstrating urgency of change 86% 7. Setting performance measures 81% 8. Delivering early , tangible results 76% 9. Involving customers and suppliers early 62% 10. Benchmarking V’s competitors 62% 28Beenish Tariq Zuberi
  29. 29. WHAT TO EXPECT FROM CHANGE 1. No matter how positive , promising or proactive the change is, expect a sense of loss 2. No matter how competent and committed stakeholders are , expect a sense of confusion 3. No matter how loyal employees are, expect some initial skepticism and an increase in “me” focus 29Beenish Tariq Zuberi
  30. 30. CHANGE COMMUNICATION • Change Communication is a interactive process with organization or communities to precise behaviour or actions you are wanting to influence or change. • Communication is interchange of thoughts, ideas, opinions, or information by speech, writings or signs. 30Beenish Tariq Zuberi
  31. 31. CHANGE COMMUNICATION • Introduces, educates and informs target audiences about change efforts. • Creates awareness, understanding and dialogue among stakeholders • Establishes the message, channels and on going feedback processes between management, employees, customers and suppliers 31Beenish Tariq Zuberi
  32. 32. CHANGE COMMUNICATION CHANNELS 32Beenish Tariq Zuberi
  33. 33. 5 KEY COMMUNICATION POINTS • Rationale: Why the change is occurring • Vision: What the organization will look like in the future • Plan: How and when the organisation plans to make these changes • WIIFM?: Why they should support the change • Resources: Who is supporting the change, sponsors, change agents 33Beenish Tariq Zuberi
  34. 34. SIZING THE CHANGE • Scope the Change (workgroup, department, division, enterprise) • Determine Number of Individuals Impacted • Define Change Type (policy, process, system, organization, job roles, etc.) • Determine Amount of Change (incremental improvement v. dramatic change) 34Beenish Tariq Zuberi
  35. 35. CONCLUSION Beenish Tariq Zuberi 35
  36. 36. Beenish Tariq Zuberi 36 Thank you

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