ChangeMgt_Lecture Slides 1

7/30/2019 ChangeMgt_Lecture Slides 1

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CHANGE MANAGEMENT

Presented by:

Dr. Ali Muhammad (PhD UK)


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Change Defined

Change is an alteration of a companys

strategy, organization or culture as a result of

changes in its environment, structure,

technology or people.

Change means moving from one way of doing

things to anther way.

Not every change needs to be managed and

studied. However

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What is change Management

the process of continually renewing an

organizations direction, structure, andcapabilities to serve the ever-changing

needs of external and internal customers

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Change Mgt is needed when

Change Management becomes important and

beneficial when:

The org. is merging or being acquired

Significant changes in the way people do jobs

Significant changes in the peoples positions

The org. changes its focus, mission, vision andvalues.

When org. is re-branding itself.

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Change in Modern Organisation

Change is an ever-present element that affectsall organisations.

Pace of change has never been greater as that

of todays ever evolving business environment. However, the management of organisational

change currently tends to be reactive,

discontinuous and ad hoc with a reportedfailure rate of around 70 per cent of all changeprograms initiated

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Organisations that forced Changed

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Reasons for Change

External forces

Market situation or market place

Technology

Government laws and regulations

EconomicsGlobalisation

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Reasons for Change

Internal Factors

Corporate strategy

Workforce Technology and equipment

Employee attitudes

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Where is change taking Place

change is an ever-present feature of

organisational life, both at an operational and

strategic level.

Decision making phases

Strategy or Design

Planning Operation

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Importance of Change

Significance of change has increased due to:

increasing globalisation,

deregulation,

the rapid pace of technological innovation,

a growing knowledge workforce, and shifting social and demographic trends,

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Importance of Change

Managers now believe that managing change is unavoidable.

Firstly, it is agreed that the pace of change has never beengreater than in the current business environment .

Secondly, there is a consensus that change, being

triggered by internal or external factors, comes in allshapes, forms and sizes and, therefore, affects allorganisations in all industries.

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Gap between theory and practice

While there is an ever-growing generic

literature emphasizing the importance of

change and suggesting ways to approach it,

very little empirical evidence has been

provided in support of the different theories

and approaches suggested

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Change characterised by rate of

occurrence

Discontinuous change which is marked by rapidshifts in either strategy, structure or culture, or inall three. This sort of rapid change can be

triggered by major internal problems or byconsiderable external shock.

discontinuous change is one time events thattake place through large, widely separated

initiatives, which are followed up by long periodsof consolidation and stillness and describes it assingle, abrupt shift from the past

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Change characterised by rate of

occurrence

Incremental Change is a change as when

individual parts of an organisation deal

increasingly and separately with one problem

and one objective at a time. Advocates of this

view argue that change is best implemented

through successive, limited, and negotiated

shifts.

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Change Characterised By How It

Comes About

Planned Change The planned approach to change was initiated in 1946 by

Lewin

change and new behaviour can be adopted successfully,the previous behaviour has to be discarded.

According to Lewin a successful change project must,

therefore, involve the three steps of unfreezing the presentlevel, moving to the new level and refreezing this new level.

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Comes About

Planned Change

This model of change recognises the need to discard old behaviour,

structures, processes and culture before successfully adopting new

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Comes About

Emergent Approach

The approach suggests change to be so rapid

that it is impossible for senior managers

effectively to identify, plan and implement the

necessary organizational responses.

Therefore, the responsibility for organizational

change has to become increasingly devolved.

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Comes About

Emergent Approach

Change should not be perceived as a series of linear

events within a given period of time, but as acontinuous, open-ended process of adaptation tochanging circumstances and conditions.

According to the advocates of the emergent approachto change, it is the uncertainty of both the external andinternal environment that makes this approach morepertinent than the planned approach

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Comes About

As the emergent approach to change is relativelynew compared to the planned approach, it isargued that it still lacks coherence and a diversity

of techniques.

Another criticism of the emergent approach isthat it consists of a rather disparate group of

models and approaches that tend to be moreunited in their skepticism to the plannedapproach to change than to an agreed alternative

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ChangeMgt_Lecture Slides 1

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