Change Management

Nature of changeVital if a company were to avoid

stagnationA process and not an eventNormal and constantFast and is likely to increase further in the

present competitive businessDirective or participativeNatural or adaptiveIncremental, interdependent on

organizational culture

Historical and Political Evolution

Management and Organization

•Change

People

Corporate Culture

Components

Historical and Political Evolution - Tradition,values owners, past experience of change, new power distribution, ’winers’ and losers of the change

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.

People – expectations from change like pay, promotion, or other form of recognition, change agent

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

Forces for change in OrganizationsExternal Causes- Globalization, Workforce

Diversity, Technological change, Managing ethical behavior, Government policies, Competition & Scarcity of resources

Internal causes- Organizational silence, Falling effectiveness, Crisis, Changing employee expectations, change in the work & Climate

Stability v/s ChangeStability induces certainty, change induces uncertainty

Change can be small or bigChange involves change in state, but in stability it is

constantStability will bring in strengths and weaknesses,

while change will bring opportunities and threatsStability will make people passive and lethargic,

while change will make people activeStability is usually triggered by individuals, but

change is triggered by people and other environmental factors.

Stability v/s ChangeStability is not permanent, while change is

relatively permanent.Constructive change can bring in stability,

but stability cant bring change.Stability fosters cohesiveness, while change

fosters political behaviorStability has less scope for learning

WHYRESISTANCE TO CHANGE

Insecurity Sense of loss and Confusion Mistrust and the “ME” focus Fear of letting-go-off the experience which

led to success in the past People hold onto and value the past High uncertainty, Low stability, high

emotional stress Perceived high levels of inconsistency High energy – often undirected Conflict increases – especially between

groups

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.

PROACTIVE AND REACTIVE RESPONSES TO CHANGE

‘At the Heart of Managing Change lies the perception of change itself’

Is Change an Opportunity or a Problem ?

EMOTIONAL RESPONSETO

ORGANIZATIONAL CHANGE

D E N I A L

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

CHANGE MANAGEMENT

EFFECTIVE CHANGE EQUALS :

ALTERINGMINDSET

HARNESSINGMOTIVATION

SHAPING BEHAVIOUR

CHANGES IN CAREER

CAREER AND LIFESTAGES

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