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1. QUALITY MANAGEMENT
Why do we need to
get involved in
change management?
By
Walid Khalid Abdulkader

2. Definition
The coordination of structured period of
transition from situation A to situation B in
order to achieve lasting change within an
organization
More to organization and individual level

3. Managing change
Managing change is the most important
aspect to improve organizational
performance.
We view change management as a
deliberate process that starts with an
understanding of the need for dealing
with change, as well as the motivation
for causing positive change.

4. Change
Change is a fact of every day life; it is the norm.
Change Context
•problems and opportunities (creating a ‘positive
crisis’)
•establishing the need for change
•strategic perspective, creating a vision and clear
objectives

5. Why change?
Change is necessary in life to
keep us…
• Moving
• Growing
• Interested
Imagine life without change.
It would be
static...boring...dull.”

7. Individua
l
Why we need to involve individual management
Successful organizational change only results
when individuals are successful at change
Human being respond to the change fairy
predictably even though we are all different

8. If you don’t have individual change management
1. We do the activities, but do not have the
appropriate focus on the individuals undergoing
change
Effective
Change
Management
ACTI
VI
TI
ES

9. Team
Group of people organized to
work together interdependently
and cooperatively to meet the
needs of their customers by
accomplishing a purpose and
goals.

10. •The team should include people with
experience of the areas of the
organization that are to be changed
e.g: The chief executive and board chair.
Each team member has the responsibility
towards their decision making in order to
change the management

11. Why we need to get involved:-
1. Establish clear guidelines for membership
2. Has authority to make strategic decisions
Consequences of not forming a
change management team
i. Partial implementation
ii. Project failure

12. Leading
Leader is responsible for re-vitalizing an
organization, define the change, creating
new visions and mobilizing commitment to
these visions
Leadership without effective
change management skills is
becoming ineffective as a core
skill.

13. The leader must explain clearly the
vision and the challenge faced to
motivate others.
With the good leadership, employees
expect positive, present of hope,
which the organization will becoming
completely functioning.

14. The role of leadership
in
change management
Aware that there are 3 times zones where
leadership is important:
1.Preparing for the journey
2.Slogging through the swamp
3.After arrival

15. Preparing For The Journey
As a leader you need to establish
credibility and a track record of
effective decision making.

16. Slogging Through The Swamp
•During this period, effective leaders need
to focus on two things.
i. The feelings and confusion of employees.
ii. The leader must work with employees to
begin creating a new vision of the altered
workplace, and helping employees to
understand the direction of the future.

17. After Arrival
It is the time to complete the process as
people understand their roles in the
organization.

18. Organization
• Understand what tools we have to help individual
changes successfully
• Eg: Supervisor and manager play a role in making
organizational changes successful
- they must ensure that they have tools like
training to help the individual change
successful

19. • It is very difficult to introduce change to an
organization
• Employee difficult to accept or implement the
organizational improvement
• Eg: A company change or transfer the people
in the organization. Each people have their
own goal or system, so the employee difficult
to accept because they must learn or train
from the basic.

20. Why we need to get involve with change
management for organization?
Employee or individual
Successful organization can occur when each
individual or employee impacted by the changes
Communication plan
Ensure that what we want to tell someone, they
receive and understand what we talking about

21. Education
Give some training and coaching after changing
the organization Build training program for the
individual in organization based on skills,
knowledge and behaviors
Gain new skills
Change can be good for an employee or
individual since it will bring them the opportunity
to try something new and gain new skills.
Company’s profit
Change allows companies to better compete with
their rivals and develop new skills or products
that will bring in a higher profit.

22. The Risks
• Misunderstanding
• Communication problem
• Difficult to understand because different
background
• Lack of information
• Give general explanation and not fully
explanation

23. • Disagreement of the change
• Difficult to gain a new skill and impact or
effect to their performance
• Do not have the proper plan
• The strategy of change management could
fail in any time without proper plan
• Not listed the single step of change

24. • Self interest
• Individuals are more concerned about their
implication when do the change compared
to the organization or company

25. Managing Change
Key
Participation

26. What is to be changed?
• Strategies, positions, policies, programmes, ploys,
patterns
• Performances: competitiveness, added values,
responsiveness, productivities, results, innovations
• Alliances, sustainabilities, movement
• Structures and groupings
• Processes, work arrangements
• Resource allocations, savings
26

27. What is to be changed?
• People – individual and groups
• Behaviours: performances, conformities,
creativities
• Competencies: mastery in performance
• Attitudes, Values, Beliefs
• Distributions of opportunity
• Orientations to externalities
27

28. Seven Steps to Change
• General managers at business unit
and plant levels could use a number of
steps to create real change.
• These steps produce a self-reinforcing
circle of commitment, coordination,
and employee.
28

29. Steps 1
Mobilize Energy and Commitment through
Joint Identification of Business Problems
and Their Solutions.
-You can not order energy and
commitment the way you would a monthly
report,
-But you can generate energy and
commitment if you involve people in the
process 29

30. Steps 2
Develop a Shared Vision of How to
Organize and Manage for Competitiveness
-The last thing you want are several
competing visions of what should be done.
-And once you have the vision, be sure
that people see it as in their personal best
interest.
30

31. Steps 3
Identify the Leadership
-You need the best people involved , and
you need them at all levels.
-Look to the managers of change-targeted
units for that leadership.
-Do not put leadership in the hands of staff
personnel. 31

32. Steps 4
Focus on Results, Not on Activities
-Don’t get wrapped up in “sound good, look
good, feel good” activities.
-Concentrate on things that will contribute
directly and tangibly to bottom-line
improvement.
32

33. Steps 5
Start Change at the Periphery, Then Let It
Spread to Other Units without Pushing It
from the Top.
-You are much more likely to change the
entire organization by encouraging change in
peripheral units, and letting that change
spread.
33

34. Steps 6
Institutionalize Success through Formal
Policies, Systems, and Structures.
-Don’t forget to implement ways to
measure the change
34

35. Steps 7
Monitor and Adjust Strategies in Response
to Problems in Change Process.
-Remember that some people will quit,
Some elements of your change agenda will fail
and competitors may change their tactics.
-Be flexible.
35

36. Implementation
1. Enlist the support and involvement of key people:
-This means assembling a team with the right blend of skills,
authority, resources , and leadership
2. Crafting a Good Implementation Plan:
-Remember to keep it simple, flexible, divided into achievable
chunks, and with clearly defined roles and responsibilities.
3. Supporting the plan with consistent behaviour:
-Make sure that management “walks the talks”.
36

37. Implementation
4. Developing “enabling structures”
-This means training, pilot programs, and alignment of the
rewards system with your change goals.
5. Celebrating Milestones;
-identify important milestones in the project and celebrate them
when they are reached.
6. Communicating relentlessly:
-Tell them why, -tell them how, -and tell them often 37

38. Implementation
7. Using Consultants
(I)With respect to change initiatives, it’s useful to think of two
types of consultants:
Expert Consultants:
-They help to shape the context of change.
-Which strategy needs to change?
-Which structure?
-Which system?
Process Consultants:
-They recommend processes for making change happen, and help
implement them.
-They coach the leadership and the change team
38

39. Implementation
(II)The Model of a Consultancy:
• Diagnosis
• Capabilities Assessment
• Strategy Development
• Implementation
(III)How Consultants should participate
• is generally a function of the type of change you are aiming
for:
• If the change is restructuring, with the purchase, sale, and/or
consolidation of units, consultants will play a large role.
• If the change involves how people work together, company
personnel should be prepared to carry the burden of
leadership
39

40. Types of Change
Changes in an organization can often be identified as one of four
types, with the definite possibility of overlap among them:
I . Strategic changes occur in the strategic business direction,
e.g., moving from an inpatient to an outpatient focus.
These values are created from your beliefs and provide the
cornerstone for your business or organizational culture.
For instance, if your shipping department does not believe that
customer orders can be processed quickly and efficiently, chances
are that your on-time shipping promise to your customers is not
happening
40

41. Beliefs and values should address human concerns that
employees feel, whether communicated directly or expressed
through poor performance.
Minor shifts in culture can produce major changes. Be
empathetic to the buttons that are pushed today because
they could be the explosions you hear tomorrow.
Types of change (strategic
change)
41

42. Types of change
II . Operational changes affect the way the ongoing operations
of the business are conducted, such as the automation of a particular
area.
Four principles underlie operational change:
standardization, integration, centralization, and
optimization. Implementation of these management
principals doesn't occur overnight or in some random
order. Rather, like the construction of a pyramid, they
are built up, layer upon layer 42

43. Layer 1 – Standardization: Standardization may seem an obvious
operational necessity, but many large companies are just beginning to
focus on this principle as a means of reducing operating costs and
providing a consistent customer experience.
Layer 2 – Integration: Integration is typically associated with
technology, but it's equally important on the business process side of
things. Integration can be categorized into two types: internal and
external.
Layer 3 – Centralization: Obvious candidates for centralization are
back-office in nature: advertising, accounting, purchasing, human
resources, information technology, and legal.
Layer 4 – Optimization: The key is to find the right balance among
quality, cost, and speed to market. 43

45. Types of change
III . Political changes in staffing occur primarily for
political reasons of various types, such as those that occur at top
patronage job levels in government agencies.
VI . Cultural changes affect the basic organizational
philosophies by which the business is conducted, e.g.,
implementing a continuous quality improvement (CQI) system.
45

46. Managing change
&
Change management
• CHANGE MANAGEMENT IS “SITUATIONAL”
“Organizational”
•MANAGING CHANGE IS “Psychology”
“Performance” 46

47. MODEL OF MANAGING
CHANGE
47

48. Conclusion
• Managing change important to develop internal
and external support to achieve vision, manage
the transition, and sustain the momentum.
• Managing change is more about individual
solution (performance solution)
• Proper flow of 7 steps in managing change lead
to better organization performance.
• It is important to study and recognize types of
change in order to perform better managing
change 48

49. Summary
• Effective change management involves alterations
on an individual or personal level.
• Besides that, the team will provide the idea and the
guideline or improvement for better result.
• Other important influences on the success of change
management include leadership style,
communication, and a unified positive attitude to
the change among the workforce or an organization. 49