October 09, 2011
Human and Organizational Behavior
Topics : MANAGING CHANGE
Submitted To :
MD. ABU BAKAR SIDDIQUE
Department of Business Administration
Submitted By :
ID : 10206038
ID : 10206006
ID : 10206031
ID : 10106033
ID : 10106023
ID : 08206040
THE UNIVERSITY OF ASIA PACIFIC
Date: October 09, 2011
Md. Abu Bakar Siddique
Department of Business Administration,
Course of Human and Organizational Behavior
The University of Asia Pacific.
From: The MBA student of the fall 2011, Mahfuza Akter Mili ; Olibunnahar ; H.M.Hafizur
Rahman ; Miron Hossain ; Devabrota Moytra ; Hamidu zzaman . (Students of MBA 31 batch )
Subject : Prayer for accepting our Assigment .
As you said in the class, we have formed a group consisting of six members and we have
prepared our assignment as your given topic .The group names of members are stated below:
ID : 10206038
ID : 10206006
ID : 10206031
ID : 10106033
ID : 10106023
ID : 08206040
Therefore, we will by highly obliged if you accept our this Assignment..
Table of Contents
Organizational Change 01
Organizational Level Change 02
Six Key Factors In Organizational Change Management 02
Forces For Change 03
Concept Map 04
Work And Organizations 04
Reaction Of Change At Work 05
Sources Of Resistance To Change 06
Why Do Employees Resist To Change? 06
Resistance To Change 07
Overcoming Resistance To Change 08
Managing Change 08
Detail Of Steps For Managing Change 09
Change Management Process 10
Summary Of Steps For Managing Changei 10
Implementing Change Successfully 11
Organizational Development 11
Understanding Organizational Development 12
What Do Organization Development Consultants Do? 12
Components Of An Effective Organization Development 13
Process Of Organizational Development 13
Limitations To Managing Change 14
Almost all people are nervous about change. Many will resist it - consciously or subconsciously.
Sometimes those fears are well founded - the change really will have a negative impact for them.
In many cases, however, the target population for the change will come to realize that the change
was for the better.
―We cannot become what we want to be by remaining what we are.‖
– Max Dupree
―To improve is to change; to be perfect is to change often.‖
– Winston Churchill
―Anytime there is change, there is opportunity.‖
–Jack Welch – CEO, GE. USA
―Do not fear going forward slowly; fear only to stand still.‖
– Chinese Proverb
―Decide today to be a master of change rather than a victim of change.‖
– Brian Tracy
―Things don’t change. You change your way of looking, that’s all.‖
– Author Unknown
!―Whether you are a success or failure in life has little to do with your circumstances; it has
much more to do with your choices!‖ – Nido Qubein
The organized, systematic application of knowledge, tools, and resources of change that provide
organizations with a key process to achieve their business strategy
Provide the structure & guidance necessary to effectively prepare organizations for the
successful acceptance of cultural change
The following are the basic elements of a formula based organizational change strategy.
1 Determining the need to change
2 Development of a vision.
3 Consensus building
4 Identify barriers to implementation
5 Walk the talk
6 Creating an overall change strategy.
7 Implementation and Evaluation
Page 1 of 14
ORGANIZATIONAL LEVEL CHANGE
The organizational change involves major programmes which affect both the individuals and the
groups. Decisions regarding such changes are made by the senior management. These changes
occur over long periods of time and require considerable planning for implementation. A few
different types of organization level changes are:
Strategic change. Strategic change is the change in the very basic objectives or mission of
the organization. A simple objective may have to be changed to multiple objectives..
Structural change. Organizational structure is the pattern of relationships among various
positions and among various position holders. Structural change involves changing the
internal structure of the organization. This change may be in the whole set of relationships,
work assignments and authority structure
Process oriented change. These changes relate to the recent technological developments,
information processing and automation. This will involve replacing or retraining personnel,
heavy capital equipment investment and operational changes.
People oriented change. People oriented changes are directed towards performance
improvement, group cohesion, dedication, and loyalty to the organizations as well as
developing a sense of self-actualization among members.
To conclude, we can say that changes at any level affect the other levels. The strength of the
effect will depend on the level or source of change.
SIX KEY FACTORS IN ORGANIZATIONAL CHANGE MANAGEMENT
There is a science and an art to achieving real, meaningful change. The art lies in knowing how
to design the organizational change management process – and how to facilitate it so that real
change occurs. This tool lays out the six key factors for success and details the specific
questions and issues under each factor.
1. Clarity of Roles
Who should be at the table, planning the change?
Are the right people at the table?
Who ultimately decides?
Who are other key stakeholders?
What is the decision-making process?
2. Clarity of Vision
What does success look like?
Why is the status quo not acceptable?
What is the vision? How will people or society benefit if the change is achieved?
How does the vision translate into specific benefits or costs?
3. Strong Champions
Are the leaders of the organization involved?
Do those leaders champion the change even when the going gets tough?
Are other people with broad influence also championing the change?
4. Sufficient Resources
Is there sufficient time for people to meet and resolve the issues that need to be resolved?
Is there enough money to hire consultants to guide and facilitate the process?
Once the plan is approved, are there resources with which to implement it?
Page 2 of 14
Are staff and others who will implement the change engaged in examining options and
Are key outside groups and stakeholders also engaged?
Throughout the process, are people informed about what is going on?
Does everyone have a clear idea of the steps in the process and people’s decision-making
Is the communication proactive – not reactive?
FORCES FOR CHANGE
Organizations encounter forces from outside and inside the organization, creating a need for
Change. Awareness of these forces can help in determining when organizational change needs
be implemented. Change initiatives can be placed in the following categories
• External forces. Forces outside the organization may have global effects, causing the
To question the value of the business it is in and the products and services it produces. There are
Four major external forces for change:
–Demographic Characteristics: The workforce may be becoming more diverse. The business
Must manage that diversity effectively if it wants to receive maximum contribution and
Commitment from employees.
–Technological Advancements: Organizations are increasingly using technological
to improve their competitiveness and productivity. Many organizations have automated
operations with robotics and computer-aided design. Offices have been automated with
Computer technologies used to obtain, store, analyze, retrieve, and communicate information.
Use of the Internet has dramatically changed communications and marketing.
–Market Changes: The global economy has forced many companies to change the way they do
–Social and Political Pressures: Social and political events may force organizations to change.
Managerial style may need to be adjusted because of changing employee values. Organizations
May hire lobbyists and consultants to help in detecting and responding to social and political
• Internal Forces. Internal forces come from within the organization. These forces may be low
morale, low productivity, or conflict. The forces come from both human resources problems
and managerial decisions/behaviors.
–Human Resource Problems: These problems may stem from employees’ perceptions of the
way they are treated at work and whether the organization’s and the employees’ needs and
Page 3 of 14
–Managerial Decisions/Behavior :Change may be indicated by excessive interpersonal conflict
between managers and employees, inappropriate leader behaviors, or inequitable rewardsystems.
WORK AND ORGANIZATIONS
The myth of the long hours culture in the irish it sector
Age policies in modernized organization
Go for a senior?
Gender in management and organization texts
Expectations and perceived value of public and private banks' customers in Greece
Equal opportunity policy of Hungarian companies
The role of practical experience within organizations for professional development
Higher education systems and industrial innovation : the relevant dimensions for the
Page 4 of 14
The role of employees' participation in retaining the social responsibility of privatized public
Doubt is the key of knowledge: problems in mapping and measuring a 'knowledge-driven'
economy and work
Working title: industry specific employment models
Public sector and privatization
and institutionalization of technology: reconstructing the duality and dualism of technology
Work organization and professional identity in new media between innovation and path-
dependency: evi-dence from Germany
Compromises between work and family
Gender role schemas, self-efficacy and conflict management in organizations
Flexible forms of work and employment under the new economy in Portugal
Managing gender and diversity - an approach to (re-)design non-discriminative organizations
Temps et ambivalence de la relation salariale: du temps de Taylor a l'automatisme social?
Regional collaboration as organisational reform and institutional adjustment. Experiences
and consequences among social security offices in norway
The role of training in organizational development
New forms of work and the equalisation of women
New trends in the greek banking sector. Mergers, acquisitions, privatizations and their
influence on labor relations
REACTION OF CHANGE AT WORK
All of us are different. Some are extroverts, others introverts. Some are quick starts, others fact-
finders. Some are liberals, others conservatives. All of us, says Winters, have natural ways in
which we respond to conflict—natural ways in which we each respond to change. Understanding
the natural way of how people handle change can therefore be important for top leaders in
managing change sensitively. Winter’s formulation of the six ―types‖ of employee reactions to
the changing workplace is a useful tool to enable this understanding.
1. The Foggies: Oblivious to the changes all around them.
2. The Fakers: Tell themselves and others that they are on board with change but make no
personal changes to their behaviour
3. The Faultless: They see the changes around them, do not like them, and constantly
complain. They see themselves as hopeless victims of an unfair system.
4. The Fearful: Fear is a natural response to uncertainty. Fearful people engage in self-
protectionist, non-team-oriented behaviour. There is low trust and oftentimes paranoia sets
5. The Fighters: There are two types of fighters. One who rejects change and ardently
promotes a status quo position. The second type of fighter wants change and feels frustrated
by the lack of progress. They are vanguards, often seen as troublemakers by those who fear
Page 5 of 14
6. The Futurists: These are individuals accustomed to change, and/or highly self-differentiated,
or workers new to the culture. They are adaptable, flexible, and global in their
thinking. They know that they are in control of their destiny. They are career-resilient
Winter’s formulation of the six responses is meant to facilitate employees to discover for
themselves, their ability to find peace in the workplace. However, I believe, there is yet another
important role the formulation can play.
RESISTANCE to change is the action taken by individuals and groups when they perceive that
a change that is occurring as a threat to them. Key words here are 'perceive' and 'threat'. The
threat need not be real or large for resistance to occur. In its usual description it refers to change
within organizations, although it also is found elsewhere in other forms. Resistance is the
equivalent of objections in sales and disagreement in general discussions.
Resistance may take many forms, including active or passive, overt or covert, individual or
organized, aggressive or timid.
SOURCES OF RESISTANCE TO CHANGE
• Ignorance: a failure to understand the situation or the problem
• Mistrust: motives for change are considered suspicious
• Disbelief: a feeling that the way forward will not work
• “Power-Cut”: a fear that sources of influence and control will be eroded
• Loss: change has unacceptable personal costs
• Inadequacy: the benefits from the change are not seen as sufficient
• Anxiety: fear of being unable to cope with the new situation
• Comparison: the way forward is disliked because an alternative is preferred
• Demolition: change threatens the destruction of existing social networks
WHY DO EMPLOYEES RESIST TO CHANGE?
•Surprise–Unannounced significant changes threaten employees’ sense of balance in the
•Inertia –Employees have a desire to maintain a safe, secure, and predictable status quo.
•Misunderstanding and lack of skills –Without introductory or remedial training, change may
be perceived negatively.
•Poor Timing –Other events can conspire to create resentment about a particular change
•Emotional Side Effects–Forced acceptance of change can create a sense of powerlessness,
anger, and passive resistance to change.
•Lack of Trust –Promises of improvement mean nothing if employees do not trust management.
•Fear of Failure –Employees are intimidated by change and doubt their abilities to meet new
•Personality Conflicts –Managers who are disliked by their managers are poor conduits for
Page 6 of 14
•Threat to Job Status/Security – Employees worry that any change may threaten their job or
•Breakup of Work Group –Changes can tear apart established on-the-job social
•Competing Commitments –Change can disrupt employees in their pursuit of other goals
RESISTANCE TO CHANGE
1. One of the most well-documented findings is that organizations and their members resist
It provides a degree of stability and predictability to behavior.
There is a definite downside to resistance to change. It hinders adaptation and progress.
2. Resistance to change does not necessarily surface in standardized ways.
Resistance can be overt, implicit, immediate, or deferred.
It is easiest for management to deal with resistance when it is overt and immediate.
3. Implicit resistance efforts are more subtle—loss of loyalty to the organization, loss of
motivation to work, increased errors or mistakes, increased absenteeism due to ―sickness‖—
and hence more difficult to recognize.
4. . Similarly, deferred actions cloud the link between the source of the resistance and the
reaction to it.
A change may produce what appears to be only a minimal reaction at the time it is
initiated, but then resistance surfaces weeks, months, or even years later.
a. Reactions to change can build up and then explode seemingly totally out of proportion.
b. The resistance was deferred and stockpiled, and what surfaces is a cumulative response.
A. Individual Resistance
Five reasons why individuals may resist change are (See Exhibit 19-2):
1. Habit: Life is complex, to cope with having to make hundreds of decisions every day, we all
rely on habits or programmed responses.
2. Security: People with a high need for security are likely to resist change because it threatens
their feelings of safety.
3. Economic factors: Another source of individual resistance is concern that changes will lower
4. Fear of the unknown: Changes substitute ambiguity and uncertainty for the known.
5. Selective information processing: Individuals shape their world through their perceptions.
Once they have created this world, it resists change.
B. Organizational Resistance
Organizations, by their very nature, are conservative. They actively resist change. There are six
major sources of organizational resistance: (See Exhibit 19-4.)
1. Structural inertia: Organizations have built-in mechanisms to produce stability; this
structural inertia acts as a counterbalance to sustain stability.
Page 7 of 14
2. Limited focus of change: Organizations are made up of a number of interdependent
subsystems. Changing one affects the others.
3. Group inertia: Group norms may act as a constraint.
4. Threat to expertise: Changes in organizational patterns may threaten the expertise of
5. Threat to established power relationships: Redistribution of decision-making authority can
threaten long-established power relationships.
6. Threat to established resource allocations: Groups in the organization that control sizable
resources often see change as a threat. They tend to be content with the way things are.
OVERCOMING RESISTANCE TO CHANGE
The efforts can be made in two ways for overcoming organizational Resistance to change:
1. Effort of Individuals
2. Effort in Group
a. Effort of Individuals
1. Increased participation & involvement of the management and the staffs.
2. Effective interpersonal and interpersonal communication.
3. Increased facilitation & the support system for the employees.
4. Building strong leadership at the employee level.
5. Negotiation & the agreement between different parties.
6. Manipulation and co-operation.
7. Coercion is a process when people are forced to follow a particular pattern either through
positive or negative orientation.
8. Timing of change must be dependent on the severity of change. If the changes is more
severe & duration is long, whereas a change is minor than time span should be short.
b. Effort in Group
1. Increased Cohesiveness among different groups of employees with the help of co-
cohesiveness the belongingness will also develop among the employees at the group
2. Increasing the attractiveness of the group to the members, when these attractiveness
effects psychologically, it helps members to overcome resistance to change.
3. Degree of Prestige to the group. If the group is prestigious the effect of resistance is less
whereas in case of less prestigious group there are chances of more resistance.
Managing change means co-ordinating a number of activities and inter-relationships so that the
organization can survive, and benefit from, the process of change. A major challenge is to
achieve the right balance between the short-term pressure for change and longer-term corporate
Page 8 of 14
Change is inherent in contemporary organizational experience, and its management is not only
critical to organizational success and survival but is also at the crux of the field of organization
Knowledge of the fundamental aspects of change is defined in terms of a person's understanding
of individual responses to change and the general nature of change. Knowledge of the change
process is determined by a person's understanding of three key processes: planning change,
managing change (both the "people" side and the "organization" side) and evaluating change. It
should be noted that each dimension builds on those below it; in other words, knowledge of the
fundamental aspects of change is critical to the process of planning, managing and evaluating
―it is not the strongest species that survive, nor the most intelligent, but the ones who are most
―To cope with a changing world, an entity must develop the capacity of shifting and changing –
of developing new skills and attitudes; in short, the capability of learning‖
A De Gues, The Living Company
Detail of Steps for Managing Change
1. Identify/Accept the Need for Change:
List the issues, indicators or symptoms
Ask stakeholders to confirm the issues, indicators or symptoms
Decide whether change is necessary
Set up change team(s)/support mechanisms (implementation, transition,
Clarify Roles (Sponsor, Implementer, Agent, Advocate)
2. Assess and Define the Change Required:
Identify the preferred future state
Assess the current state
Identify the gap or difference
Clearly define what must be changed
Establish measures of success
3. Analyze the Impact of Alternatives and Select the Best:
List reasonable alternatives (including making no change)
Assess the cost/benefits, pros/cons, outcomes/risks and potential side effects
Choose the best alternative
Identify restraining and supporting forces (i.e. people, events, rules and policie
4. Develop the Plan and Strategies:
Explain the change and rationale
Describe the current situation vs. the desired future
Explain the options considered and decision
Describe objectives, action plans, and measures of success
Operational (Physical/Plant Legal, Financial, and Service Issues)
Training and Learning
Human Resource (HR/LR, Staff Transfer, Selection)
Page 9 of 14
5. Implement the Plan and Strategies:
Determine readiness for change
Prepare and educate those implementing the change
Follow the timetable and sequence of events for communication, training, team
6. Manage the Transition:
Monitor transition issues and people’s response to the change
Implement strategies to help people with the transition
1. Evaluate the Change:
Monitor progress and debrief
Design and conduct evaluation based on the measure of success
Document and report on the outcome
Adjust or alter based on evaluation
CHANGE MANAGEMENT PROCESS
The change management process is the sequence of steps or activities that a change management
team or project leader would follow to apply change management to a project or change. Based
on Prosci's research of the most effective and commonly applied change, most change
management processes contain the following three phases:
Phase 1 - Preparing for change (Preparation, assessment and strategy development)
Phase 2 - Managing change (Detailed planning and change management implementation)
Phase 3 - Reinforcing change (Data gathering, corrective action and recognition)
SUMMARY OF STEPS FOR MANAGING CHANGEii
Use the steps for managing change as a check list to guide you in change initiatives. This model
for managing change is based on the ―Steps for Managing Change Process‖ developed by Linda
Ackerman and the Managing Transitions model developed by William Bridge
Page 10 of 14
IMPLEMENTING CHANGE SUCCESSFULLY
To properly implement change, management must take a number of steps: involving key people,
developing a plan, supporting the plan, and communicating often.
1.The first step in implementing change is involving the key people; this typically means upper-
level management and other executives whose processes and employees will be affected by the
change. For instance, if a new computer system is to be installed in all areas of a company, key
people would be not only top managers, but also lower-level managers who supervise the
employees' use of the new technology. A different set of key people would be involved in a cost-
cutting change. If the company is reducing its operating budget in a specific division, the
managers of that division and also human resources personnel should be involved. In any
circumstance in which there is a change to personnel policies or in which demotions, transfers, or
layoffs occur, the human resources department should be involved to manage this change.
2.After key personnel have been identified and properly involved, the second step in
implementing change is to develop a plan for effective transformation. The plan should help to
define the responsibilities of the key people involved while also laying out short-term and long-
term objectives for the changes. Because change can be unpredictable, the plan should also be
flexible enough to accommodate new occurrences.
3.The third step in implementing change is to support the plan; this means that management
follows through on the plan it created. Key to this step is enabling employees to adapt to the
change. Employees may need training, reward systems may need to be adapted, or hiring may be
required. If the organization does not provide the support necessary for the plan to take effect, it
is unlikely to succeed.
4.The final step in successful change implementation should occur throughout the change
process. Communicating with employees about what is occurring, why the changes are being
made, and how they will develop is critical. Because change can create a lot of fear, increased
communication can be used to calm employees and encourage their continued support. In
addition to downward communication, managers should pay attention to any upward
communication that occurs. They should be available to take suggestions or answer questions
that employees might have. Creating opportunities for employee feedback, such as holding
meetings or having an open-door management policy, may facilitate change more successfully
Organizational development is the process through which an organization develops the internal
capacity to be the most effective it can be in its mission work and to sustain itself over the long
term. This definition highlights the explicit connection between organizational development
work and the achievement of organizational mission. This connection is the rationale for doing
Page 11 of 14
UNDERSTANDING ORGANIZATIONS DEVELOPMENT
Weisbord presents a six-box model for understanding organization:
1. Purposes: The organization members are clear about the organization’s mission and
purpose and goal agreements, whether people support the organization’ purpose.
2. Structure: How is the organization’s work divided up? The question is whether there is an
adequate fit between the purpose and the internal structure
3. Relationship: Between individuals, between units or departments that perform different
tasks, and between the people and requirements of their jobs.
4. Rewards: The consultant should diagnose the similarities between what the organization
formally rewarded or punished members for.
5. Leadership: Is to watch for blips among the other boxes and maintain balance among them.
6. Helpful mechanism: Is a helpful organization that must attend to in order to survive which
as planning, control, budgeting, and other information systems that help organization
WHAT DO ORGANIZATION DEVELOPMENT CONSULTANTS DO?
OD consultants custom tailor established social science theory and methods to organizations
seeking to improve profitability, productivity, morale and/or quality of work life. Examples
of activities which are facilitated by OD consultants are:
Creative Problem solving
Human Resources Management
Managing Workforce Diversity
High Involvement Work Teams
Sociotechnical Systems Design
Total Quality Management
Often described as "change agents," OD consultants come from varied backgrounds with
experience and training in organization development, organization behavior, psychology,
education, management and/or human resources. Many have advanced degrees and most have
experience in a variety of organizational settings.
Page 12 of 14
COMPONENTS OF AN EFFECTIVE ORGANIZATION DEVELOPMENT
The core components of effective organizations include the following:
Vision, Values and Mission
Strategic Thinking and Planning
Program Development and Implementation
Evaluation, Learning and Accountability
Human Resource Management
Management Systems and Structures
Legal Compliance, Fiscal Management and Public Accountability
PROCESS OF ORGANIZATIONAL DEVELOPMENT
The process of Organizational Development comprises of follows steps and they are:-
1. Initial Diagnosis: The initial diagnosis refers to finding the inadequacies within the
organization that can be corrected by OD activities then it is necessary to find out the
professionally competent persons within organization to plan and execute OD activities. The
outside consultants can be also employed to help in diagnosing the problems and diagnosing OD
activities. The consultants adopt various methods and that primarily includes interviews,
questionnaires, direct observation, analysis of documents and reports for diagnosing the problem
2. Data Collection: The survey method is employed to collect the data for determining
organizational climate. It also helps in identifying the behavioral problems that are rising in the
3. Data Feedback: The collected data are analyzed and reviewed by various work groups that
are formed for this purpose. It is done in order to intervene in the areas of disagreement or
confrontation of ideas or opinions.
4. Selection of Interventions: The interventions can be described as the planned activities that
are introduced into the system to achieve desired changes and improvements. The suitable
interventions are to be selected and designed at this stage.
5. Implementation of Interventions: The selected intervention should be implemented
progressively as the process is not a one shot, quick cure for organizational problems.
Consequently, it achieves real and lasting change in the attitudes and behavior of employees.
6. Action Planning and Problem Solving: To solve the specific and identified problems by
using the collected data, groups prepare recommendations and specific action planning.
7. Team Building: The consultants explain the advantages of the teams in OD process and
encourage the employees throughout the process to form into groups and teams.
Page 13 of 15
8. Inter-group Development: After the formation of groups/teams, the consultants encourage
the inter-group meetings, interaction etc
9. Evaluation and follow up: The organization should evaluate the OD programmers and should
find out their utility, and develop the programmers further for correcting the deviations. The
consultants make great significance to the organization in this respect. The entire steps in the OD
processes should be followed by the organization in order to derive full range of OD benefits.
LIMITATIONS TO MANAGING CHANGE
It only shows 'formal relationships' and tells nothing of the pattern of human (social)
relationships which develop.
It shows nothing about the managerial style adopted (eg autocratic or democratic)
It very quickly becomes out-of-date, especially in large organizations who change their staff
Key executive or other departments did not support the change,
Resources were diverted to other priorities of company,
Different change efforts not coordinated well,
Leader had no follow through,
No one seems to be in charge,
The goal seems vague,
Executives were more concerned with other issues,
Problems were not communicated to the leader,
Executives disagreed over the control of the change effort,
The culture does not support the change.
Organizational Change Management is ―all of the actions required for an organization to
understand, prepare for, implement and take full advantage of significant change‖.
The goals of Change Management are:
The successful design, implementation, measurement and maintenance of an
organization’s change initiative
Enhancement of their on-going capacity for managing change
Enterprise Transformation is driven by an underlying strategy that organizes and
energizes People to understand, embrace and make full use of new Process and
Degree of success of this endeavor is measured by the level and nature of the Business
Page 14 of 15
become more business-like and to focus on changes in the business environment
reposition ourselves rapidly in a dynamic global environment
inform our SWOT analysis
systematise planning, project management and improvement at all levels, using the ADRI
ensure we do not ―leave things to chance‖.
The test of change management is whether the new business solution can be launched
successfully in as efficient and pain-free a manner as possible. The lead up to the transition is
often the most intense period. In many cases it is the first time the affected populations really
become aware of the changes (although, as you saw above, it is not wise to tackle change issues
late in the project). Now they are confronted with changed jobs, new procedures, new skill
requirements, training courses, and maybe even physical re-location. Change is fundamental to
the growth and development of an organization. Achieving the desired levels of organizational
performance depends largely on how well change is managed when it does occur.
Change management presents the challenge of minimizing the inevitable dips in performance
that arise due to issues of resistance and an inability to let go of the "old". The overall success of
any initiative that induces change depends on addressing these people-related issues. An
organization that successfully meets this change management challenge is one that is willing to
accept ownership and responsibility for sustaining long-term change.
Verge Management Services works with clients to effectively manage change within an
organization. Verge will assist you in identifying and avoiding the common difficulties that
naturally occur during periods of transition. Verge works with you to ensure that effective
change management takes place.
1. Benefits management and realization to define measurable stakeholder aims, create a
business case for their achievement (which should be continuously updated), and monitor
assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural
issues affecting the progress of the associated work.
2. Effective Communications that informs various stakeholders of the reasons for the
change (why?), the benefits of successful implementation (what is in it for us, and you) as
well as the details of the change (when? where? who is involved? how much will it cost?
3. Devise an effective education, training and/or skills upgrading scheme for the
4. Counter resistance from the employees of companies and align them to overall strategic
direction of the organization.
5. Provide personal counseling (if required) to alleviate any change related fears.
6. Monitoring of the implementation and fine-tuning as required.
Page 15 of 1