Change management
Transcript of Change management
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CHANGE MANAGEMENTBy: Aman Harshvardhan (01)
Apoorva (03)Gyan Ujjwal (05)
Jitendra Pathak (07)Md. Shad Anwar (10)Symphony Satpathy (24)
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What is Change Management?
Change management is a systematic approach to dealing with change, both from the perspective of an organization and on the individual level. A somewhat ambiguous term, change management has at least three different aspects, including: adapting to change, controlling change, and effecting change. A proactive approach to dealing with change is at the core of all three aspects. For an organization, change management means defining and implementing procedures and/or technologies to deal with changes in the business environment and to profit from changing opportunities.
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Types of Change
• Structural Change - Treat the Organization as a set of functional parts-the “machine”model
• Cost Cutting - Focus on the elimination of nonessential activities.
• Process Change - Focus on altering how things get done.
• Cultural Change - Focus on the “human" side
of the organization.
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Theories of Change
There are two different approaches to change:
• Theory E: An Economic Approach Change aims for a dramatic and rapid increase in shareholder value .It
relies on cost cutting, downsizing, and asset sales to meet its objectives.
• Theory O: An Organizational Capabilities Approach
Characterized by high levels of employee participation and attempts to built bonds between the enterprise and its employees.
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Are You Change Ready?
• It means that the people and structure of the organization are prepared for and capable of change.
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An organization is change ready when three conditions are present:
• Leaders are respected and effective.
• People feel personally motivated to change.
• The organization is non-hierarchical and people are accustomed to collaborate work.
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BECOMING CHANGE-READY
To make an organization change ready following steps should be taken:
• Do a unit-by-unit Change-readinessassessment.
• Develop more participative approaches to how everyday business is handled.
• Give people a voice.
• Drive out fear.
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Seven steps to change
Mobilize energy and commitment through joint identification of
business problems and their solutions.
Develop a shared vision of how to organize and
manage for competitiveness.
Identify the leadership.
Focus on results and not on activities.
Start change at the periphery, then let it spread to other units
without pushing it from the top.
Institutionalise success through formal policies, systems and structures.
Monitor and adjust strategies in response
to problems in the change process
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Roles For Leaders, Managers & Hr Played During This Process
LEADERS : leaders create an appealing vision of the future and then develop a logical strategy for making in a reality.
MANAGERS : Managers on other hand, have job of making complex tasks run smoothly
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Role of HR
Helping management with hiring and assignment of consultants.
Reassigning or outplacing personnel displayed by change.
Arranging for employee training
Facilitating meetings and offsite
conferences.
Helping institutionalize successful change through employee
development, rewards and organizational
design.
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Short-term results are possible, especially through cost cutting or mergers and acquisitions. But real
transformation programs have trouble getting started and major,
long-term change is rarely achieved.
Transformation efforts can be successful for a while but often fails
after short-term. Results become erratic.
All highly successful transformation efforts combine good leadership
with good management.
Transformation efforts go nowhere.
Relationship of Leadership and
Management
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Mistakes to Avoid
Imposing a canned solution.
Driving change from the top.
Putting HR in charge.
Banking on a technical solution.
Trying to change everything at once
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Steps to implement the change
Enlist the support and involvement of
key people
Craft an implementation
plan
Support the plan with Consistent Behaviours and
messages
Develop Enabling Structures
Celebrate Milestones
Communicate Relentlessly
Using Consultants
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Social and Human FactorsReactions to Change
The Rank and File.
Change Resisters.
Change Agents.
Change is complicated by the fact that organizations are social systems
whose participants have identities, relationships, communities, routines,
emotions and differentiated powers.
Thus managers must be alert to how a change will conflict with existing
social systems and individual routines
The three identity categories that employees fall into are:
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The Rank & FileDiscovery Learning, Inc. of Greensboro, North Carolina, has developed a
helpful methodology for measuring an individual's disposition to change,
indicating where that person is likely to fall on a preferred style continuum.
In this model there are three types of people:
Conservers
• People who prefer current circumstances over the unknown—people who are more comfortable with gradual change than with anything radical
Originators
• People who prefer more rapid and radical change. Originators are representative of the reengineering approach to change.
Pragmatists
• People who support change when it clearly addresses current challenges. They are less wedded to the existing structure than to the structures that are likely to be successful.
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The Resisters•Resistors actively attempt to undermine efforts.
•The first thing is to identify potential resistors by
determining where and how change will create pain or
loss in the organization.
•Once the potential resistors are identified the next step
is to neutralize their resistance and make them active
participants in adapting change.
•This include explaining the urgent need to
change, describing how change will produce
benefits for them and finding new ways in which
they can contribute.
•People who do not respond to such efforts should be
outplace or removed from the unit
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Change AgentsChange agents are the figures with one foot in the old world and the
other in new---Creators of a bridge across which others can travel.
They help other to see what the problems are and convince them to
grapple with them. They play a critical role, as they:
Articulate the need for change.
Are accepted by others as trustworthy and competent.
See and diagnose problems from the perspective of their audience.
Motivate people to change.
Work through others in translating intent into action.
Stabilize the adoption of innovation.
Foster self-renewing behavior in others so that they can “go out of the business” as change agents.
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Helping people adapt
• Reactions to change: A sense of loss and anxiety
• The Conventional Advice
• What Individuals Can Do for Themselves
Overcome Powerlessness
Inventory the Gains and Losses
Re-anchor
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Stages in reaction to change
Shock Defensive retreat
AcknowledgementAcceptance and
adaption
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CONTINOUS INCREMENTAL CHANGE
• If change programmes are eventually followed by periods of organizational complacency and stasis –the alternative situation is one in which the organization and its people continually sense and respond to external environment .
• Change is ongoing and takes place through many small steps that is through continuous incremental
change
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ADVANTAGES OF CONTINUOUS INCREMENTAL CHANGE
• Small changes are easier to manage
• Small changes enjoy greater probability of success than big ones
• Disruption is short-term and confined to small units at any given time.
• The org and its people are kept in a constant state of competitiveness and change readiness.
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IMPLEMENTING CONTINUOUS CHANGE
• Make your organization change ready
• Conduct continuous external monitoring
• Conduct continuous internal monitoring
• Provide meaningful anchors
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Addressing behaviors
• Identify training needs & communicate upwards.
• Create goals to work toward: a vision of success.
• Help people create specific, concrete behavior-change plans as needed.
• Communicate in multiple forms.