Modellengids voor Change Management Integral Change Management Society.
Change management
-
Upload
ujjwal-shanu -
Category
Business
-
view
227 -
download
0
description
Transcript of Change management
![Page 1: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/1.jpg)
CHANGE MANAGEMENT
CHANGE MANAGEMENT
![Page 2: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/2.jpg)
Change & Change Management.Change & Change Management.
• Adoption of a new idea or behavior by an organization.– Organizations need to continuously adapt to
new situations if they are to survive and prosper
– Constant change keeps organizations agile– Indicative of “learning” organizations
![Page 3: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/3.jpg)
Forces ForChange
Shifting Demographics
Technology
EconomicShocks
Competition
Globalization
WorldPolitics
![Page 4: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/4.jpg)
TechnologyTechnology
• Introduction of computers, cell phones are now considered as necessitiy
• E.g., music industry facing the challenge of online music sharing
• Deciphering of genetic code offers potential for pharmaceutical companies to produce drugs designed for specific individuals
![Page 5: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/5.jpg)
CompetitionCompetition
• Global economy• Mergers and consolidations• Growth of e-commerce
![Page 6: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/6.jpg)
Social TrendsSocial Trends
• Popularity of internet• Increase in no. of women in workforce• Consumer preferences changing• Brand awareness has increased• Rise in discounts
![Page 7: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/7.jpg)
Nature of workforceNature of workforce
• More cultural diversity• Educational level• New entrants with knowledge and skills
![Page 8: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/8.jpg)
TYPES OF CHANGES
![Page 9: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/9.jpg)
OrganizationalChange
Planned Changes• Changes in products and
services• Changes in administrative
systems• Changes in organizational
size or structure• Introduction of new
technologies• Advances in information
processing and communication
Planned Changes• Changes in products and
services• Changes in administrative
systems• Changes in organizational
size or structure• Introduction of new
technologies• Advances in information
processing and communication
Accidental Changes• Changing employee
demographics• Performance gaps• Governmental regulations• Economic competition in the
global arena
Accidental Changes• Changing employee
demographics• Performance gaps• Governmental regulations• Economic competition in the
global arena
Types of Changes:1) Planned2) Accidental
Types of Changes:1) Planned2) Accidental
![Page 10: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/10.jpg)
Planned changeChange activities that are intentional and
goal oriented
• First order changeLinear and continuous, no major shifts
(small QIPs)• Second order change
Multidimensional, multilevel, discontinuous and radical (e.g., drastic cutting down of cost/ inventory level)
![Page 11: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/11.jpg)
Planned change can also be classified as:
Operational Changebased on efforts to improve basic work and organizational processes
Transformational Changeinvolves redesign and renewal of the total organization
![Page 12: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/12.jpg)
Continuous ChangeContinuous Change
• Minor changes made in strategies, structures, people and processes
• Include refining policies, procedures; improving selection, training and appraisal procedures, introducing new machinery
![Page 13: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/13.jpg)
• Discontinuous changes occur due to critical environmental changes:
e.g.,
- Product life cycle shifts
- Internal company dynamics
Discontinuous changes Discontinuous changes
![Page 14: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/14.jpg)
CHANGE IMPLEMENTATION APPROACHES
CHANGE IMPLEMENTATION APPROACHES
• PARTICIPATIVE APPROACH
• DIRECTIVE APPROACH
![Page 15: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/15.jpg)
PARTICIPATIVE APPROACHPARTICIPATIVE APPROACH
Rationale-• Information, better ideas
• Reduces resistance to change
• Involvement increases stake and hence reduces opposition
![Page 16: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/16.jpg)
DIRECTIVE APPROACHDIRECTIVE APPROACH
Rationale-• Discontinuous change needs to be
implemented swiftly; participation consumes time , may lead to consolidation of resistance
• E.g., downsizing, delayering, re-structuring
![Page 17: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/17.jpg)
• A mix of two approaches essential
• Two issues central to choosing the mix:
1. need for better information and ideas
2. managing resistance to change
![Page 18: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/18.jpg)
• The first step, “unfreeze” involves the process of letting go of certain restricting attitudes
• The second step, "change" involves alteration of self-conceptions and ways of thinking during the experience.
• The third step, "refreeze" involves solidifying or crystallizing the changes into a new, permanent form for the individual
Lewin’s Three-Step Process
![Page 19: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/19.jpg)
Resistance to ChangeResistance to Change
Resistance may be-• Overt• Implicit• Immediate• Deferred
![Page 20: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/20.jpg)
• Resistance may be at Individual level or/and organisational level
![Page 21: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/21.jpg)
Individual resistanceIndividual resistance
• Habit• Security• Economic factors• Fear of the unknown• Selective information processing
![Page 22: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/22.jpg)
Organisational resistanceOrganisational resistance
• Structural Inertia• Limited focus of change• Group inertia• Threat to expertise• Threat to established power relationships• Threat to established resource allocations
![Page 23: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/23.jpg)
Overcoming Resistance to Change
Overcoming Resistance to Change
![Page 24: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/24.jpg)
Tactics for Overcoming Resistance to Change
Tactics for Overcoming Resistance to Change
• Education and Communication• Participation• Facilitation and Support• Negotiation• Manipulation and Cooptation• Coercion
![Page 25: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/25.jpg)
EducationEducation
• Teach people about the need for change and how embracing change is a far more effective life strategy than staying where they are or resisting.
• Teach people the methods of change, about how to be logical and creative in improving processes and organizations.
![Page 26: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/26.jpg)
CoachingCoaching
• When you have individual people who are having difficulty in managing to adapt to change, be a Coach to them.
• Coaching helps explore deeper motivations and beliefs about other people, and find practical ways to change these.
![Page 27: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/27.jpg)
FacilitationFacilitation• Use skilled facilitators (HR) to support
change activities.• Facilitators can be used to guide various
group events, from brainstorming and planning to improvement projects and change activities.
• Facilitators can also act as team coaches, helping people to improve within themselves and work together in better ways.
![Page 28: Change management](https://reader033.fdocuments.net/reader033/viewer/2022061112/54568b3baf79592b438b4c73/html5/thumbnails/28.jpg)
InvolvementInvolvement
• Get them involved in the change.• Invite them to participate in discussions. • Give them things to do.• When people are a part of something, they
bond with it, making it a part of their identity.