STRATEGIC INTERVENTIONS Change Management. Managing a change process is as vital as the change itself. In recent years, management scholars have explored.

STRATEGIC INTERVENTIONS

Change Management

Managing a change process is as vital as the change itself.

In recent years, management scholars have explored the possibilities of employing the techniques of Organization Development (OD) to effect desired organizational changes. Properly diagnosing the change environment allows for the application of such strategic intervention techniques as role playing, team development, survey feedback, process consultation, among others

Strategic Interventions

1.Technostructural interventionsThese focus on improving the organizational

effectiveness and human development by focusing on technology and structure

Technostructural interventions the following: organizational structure, organization systems, business process redesign, space and physical settings, socio-technical systems, change management, job design / enrichment, competency-based management, knowledge management and organizational learning

2.Management and Leadership Development Interventions

These types of OD interventions aim to improve organizational performance by increasing effectiveness of formal and informal leaders

Their use is wide spread, and almost all organizations have programs in place to identify, measure, and improve the quality of their leaders. Kormanik (2005) includes the following examples: executive and professional development, mentoring, coaching, action learning, action science, MBO, succession planning, 360 degree feedback, participative management, technical / skills training

3.Team Development and Group Processes Interventions

Aim at improving different aspects of a group performance, such as goal setting, development of interpersonal relations among team members, role clarification and analysis, decision making, problem solving, and communities of practice, among other

4. Individual / Interpersonal ProcessAim at improving organizational performance

by developing specific skills of individuals.The most common examples of this type of

interventions are learning strategies, life transitions, mentoring, and interpersonal communications, among other.

NEED FOR CHANGE

There are several factors that indicate the need for change in an organisation.

Changes in the Market

Changes in customers taste , requirements, competition and others indicate the need for an organisation to change its approach or products/services

Economic Down Down

Changes in GDP growth reduces the purchasing power of consumers. Other factors like inflation, Changes in interest rates in an economy also triggers change in an organisation.

Other factors

CompetitionBudget constraints /pressureChanges in regulation / legislationChanges in TechnologyChanges in organisation size itselfMergers and acquisitionRestructuring operations

Resources implication

As a result of changes in an organisation, the following may a rise.

Restructuring of organisation.Interviewing and hiring new staff/ consultantsTraining of the staff.New physical assets i.e. equipments ,

buildings or machines and hence attracting additional costs to the organisation.

LEADING STAKEHOLDERS IN DEVELOPING A STRATEGY FOR CHANGE

Change of any type affect different types of stakeholders.

The effect will depend on the interest and the power of the stakeholder.

Stakeholder analysis

It is the process of identifying the individuals or groups that are likely to affect or be affected by a proposed action, and sorting them according to their impact on the action and the impact the action will have on them

This information is used to assess how the interests of those stakeholders should be addressed in a project plan, policy, program, or other action

Benefits of doing stakeholder analysis

Stakeholder analysis helps with the identification of the following:

Stakeholders' interestsPotential risksKey people to be informed about the project

during the execution phaseNegative stakeholders as well as their

adverse effects on the project

Groups of stakeholders

Primary stakeholders : are those ultimately affected, either positively or negatively by an organization's actions.

Secondary stakeholders : are the ‘intermediaries’, that is, persons or organizations who are indirectly affected by an organization's actions.

Key stakeholders : (who can also belong to the first two groups) have significant influence upon or importance within an organization

Methods of Stakeholder Mapping

Based on power to influenceStakeholder expectations based on value

hierarchiesAccording to potential for threat and

potential for cooperation

STAKEHOLDER CIRCLE

The Stakeholder Circle ® is designed to enhance the management of a business unit, organizational activity, or project's stakeholder community to the benefit of the stakeholders and the activity. It is a proven methodology supported by robust, easy to use tools.

STEPS IN STAKEHOLDER CIRCLE

1. Identify the stakeholders who are likely to be affected by the change

2. Prioritise the stakeholders according to the need of the change

3.Map the stakeholder in terms of power and interest

4. Develop engagement strategy with the stakeholders

5.Optimise the support of the stakeholders

6.Monitor the changes

METHOD OF INVOLVING STAKEHOLDERS

1. Having communications with individual stakeholder/ consultations

2.Group meetings3. Team building4.Coaching5. Delegation of responsibilities.

RESISTANCE TO CHANGE

Most people don't like change because they don't like being changed. When change comes into view, fear and resistance to change follow – often despite its obvious benefits

People fight against change because they:

fear to lose something they value, ordon't understand the change and its

implications, ordon't think that the change makes

sense, orfind it difficult to cope with either the

level or pace of the change.3

Organisational barriers to change

Structural inertiaExisting power structuresResistance from work groupsFailure of previous change initiatives

Individual barriers to change

Tradition and set ways:Loyalty to existing relationshipsFailure to accept the need for changeInsecurityPreference for the existing arrangementsBreak up of work groupsDifferent person ambitions

Fear of: Loss of power

Loss of skills Loss of income The unknown

RedundancyInability to perform as well in the new

situation

STRATEGIES FOR MANAGING RESISTANCE

1. Have open communication or be open.2.Education all stakeholders involved.3.Involve all stakeholders4.Have forums to discuss pertinent issues as

regards to change.5. Have a system of giving feedback to

stakeholders6. Create a sense of ownership from the

stakeholders7. Have change champions

8. Communicate the vision for change.9. Ensure there is support from all

stakeholders.10. Focus on the positive benefits of change11. Ensure there is training programmes

necessary for successful implementation.

CHANGE IMPLEMENTATION

A successful change implementation leads to.

Business Process Re-engineering.Learning OrganisationDelayeringKaizanRight sizingMatrix organisationNetwork organisation

BUSINESS PROCESS RE-ENGINEERING

Business Process Reengineering (BPR) involves the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as cost, quality, service and speed

A reengineered organization is process oriented, where:

Processes are identified and named,2) Everyone is aware of the processes they

are involved in,3) Process measurement, i.e. monitoring and

control, is performed

LEARNING ORGANISATION

A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself.

Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment.

A learning organization has five main features; systems thinking, personal mastery, mental models, shared vision and team learning.

BENEFITS OF LEARNING ORGANISATION

Maintaining levels of innovation and remaining competitive

Being better placed to respond to external pressures

Having the knowledge to better link resources to customer needs

Improving quality of outputs at all levelsImproving corporate image by becoming more

people orientedIncreasing the pace of change within the

organization

KAIZEN

Refers to activities that continually improve all functions, and involves all employees from the CEO to the assembly line workers

It also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain

By improving standardized activities and processes, kaizen aims to eliminate waste

The five main elements of kaizen

TeamworkPersonal disciplineImproved moraleQuality circlesSuggestions for improvement

DELAYERING

Delayering is a term in management and corporate restructuring that refers to a planned reduction in the number of layers of a management hierarchy

The purpose is to give the organization a flatter structure and thereby push decision-making down to lower managerial levels

The assumption is that this will produce quicker decision-making by managers who are closer to their customers and more in touch with their competitive environment

The reasoning behind delayering lies in the belief that as organizations grow they become cumbersome, bureaucratic, and inflexible

Moreover, they can be stultified by rules and procedures, slow decision-making processes, and a lack of creativity

Managing Conflict

Conflict involves incompatible behaviors; one person interfering, disrupting, or in some other way making another’s less effective

A. Understanding Competitive and Cooperative Conflicts

1. Competitive ConflictsCompetitive Conflicts occur when two parties

believe that they are right and the other one is wrong and will not agree in the middle.

A win-lose situationThese conflicts can ruin a relationship and lead

to a dysfunctional, destructive outcome.

2. Cooperative Conflicts Cooperative Conflicts occur when two parties

agree to compromise to end a conflict, each party may need to give up something to get something in return.

A win-win situation These conflicts build trust for the future and

allows parties to accomplish their present goals together

MAESURES TO MONITOR PROGRESS

It is important to monitor the progress that change is achieving. Some of the method to use are:

Goal based EvaluationProcess based evaluationOutcome based evaluationRegular reportsMeetingsQuality circlesProgress reviewsDeadlines

progress