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Concept on managing change

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Concept of managing change

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Concept of
Managing Change
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.
2
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.
3
Forces of change
1. External forces
a. Social
b. Political
c. Legal
d. Economic
e. Technological
4
2. Internal forces
a. Employees
b. Managerial decisions
c. Change
d. HR problems
e. Atmosphere
Types of Change
+ Carson (1998) has mentioned three kinds of
change:
1. Adaptive change
2. Innovative change
3. Radically Innovative change
5
Process of organizational change
6
Internal pressure
Intervention and
Reorientation
Diagnosis and
Recognition of problem
Invention of new
solutions
Experimentation and
search for results
Reinforcement
and acceptance

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Concept on 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. 2
  • 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. 3
  • 4. Forces of change 1. External forces a. Social b. Political c. Legal d. Economic e. Technological 4 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 5
  • 6. Process of organizational change 6 Internal pressure Intervention and Reorientation Diagnosis and Recognition of problem Invention of new solutions Experimentation and search for results Reinforcement and acceptance
  • 7. “ 7 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. 8 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 9
  • 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 10
  • 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 11
  • 12. Model for changing process 12
  • 13. Resistance to change 13 • 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 14 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 15 Management support for change Case for change Employee involvement Communicating the change Implementation Follow up Removing barriers Celebrate