Managing Change & Comm (BSMH5093)_Presentation.ppt (3).pptx
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Transcript of Managing Change & Comm (BSMH5093)_Presentation.ppt (3).pptx
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MANAGING CHANGE
AND COMMUNICATION(BSMH 3093)
CHAPTER 3: WHY ORGANIZATIONS
CHANGE Presented by:
Fazila Hanim 814768
Zuhriati Tahir 814792
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INTRODUCTION
OBJECTIVE
Understand the pressure that causes change
Recognize different response from managers towards
external pressures
Discuss matters that initiated change within organization
Learn the relation between pressure with image of
managing change
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INTRODUCTION•OUTLINE OF PRESENTATION
a. Case Study: Wolters Kluwer Shared Services Sdn. Bhd.
b. What is Change?
c. What is Change Management?
d. Why Organization Changed?a. Images of pressures for change
b. Internal Factors
c. External Factors
d. Issues related to different responses toward external pressures
e. Conclusion
f. Recommendation
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STORY OF WOLTERS KLUWER
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WHAT IS CHANGE?•Change is a process of transforming something that has
been instituted into something different.
•Perceived differently depending on a person or organization.
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WHAT IS CHANGE MANAGEMENT?•Referring to:
Application of structured processes and set of tools to assist in executing change
Enabling the organization to achieve its desired outcome
•Impact organizational culture, business processes, physical environment, job design / responsibilities, staff skills / knowledge and policies / procedures.
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WHY ORGANIZATION CHANGED?•As a response to pressures.
To adapt To stay relevantTo be more efficientTo gain profit
•Two categories:External environment factorsInternal environment (within
organization) factors
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IMAGES OF PRESSURES FOR CHANGE
• Strategic pressureDirector
• Strategic pressure and necessary response to internal and external pressureNavigator
• Pressures come from inevitable outcome of changeCaretaker
• Constant pressure to maintain well-being of organizationCoach
• Internal and external pressures especially in explaining and educate others the reasoning of change Interpreter
• Variety of pressures especially from unexpected outcome of change that requires organization to adapt to the outcomeNurturer
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EXTERNAL ENVIRONMENT PRESSURES
FASHION • Mimetic isomorphism - imitate the structures and practices
of other organizations
MANDATED• Coercive-isomorphism - forced to follow the steps of
other organizations
GEOPOLITICAL PRESSURES• Mergers & Acquisitions• Crisis
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EXTERNAL ENVIRONMENT PRESSURES
MARKET DECLINE• Cost Cutting
HYPERCOMPETITION • Fast, more customized, flexible services
REPUTATION AND CREDIBILITY • Performance gaps
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EXTERNAL ENVIRONMENT PRESSURES
E C O N O M I C A LT E C H N O L O G I C A LS O C I O - C U L T U R A LP O L I T I C A LI N T E R N A T I O N A L
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ISSUES RELATED TO DIFFERENT RESPONSES TOWARD EXTERNAL PRESSURES
Organizational Learning versus Threat-Rigidity
Objective entity versus cognitive
construction
Forces for change versus Stability
Bridging versus Buffering
•Managers responded differently toward external pressures.
•Believed to be affected by how these pressures are perceived.
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INTERNAL ENVIRONMENT (ORGANIZATION) PRESSURES
GROWTH• Identification of Opportunities• Employees development
INTEGRATION AND COLLABORATION
• Create economies of scale• Better coordination and
collaboration across multiple business units
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IDENTITY• Establish prominent attributes• Workforce demographic – diversity • Performance gaps
NEW BROOM • New leader changing old ways of
doing things
POWER AND POLITICAL • Competition between CEOs• Alter traditional decision making
process• Internal crisis
INTERNAL ENVIRONMENT (ORGANIZATION) PRESSURES
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THE MAJOR AREAS OF CHANGES IN INTERNAL ENVIRONMENT
PEOPLE
STRUCTURE
PROCESS
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CONCLUSION•Organization has to determine the
ACTUAL reason of a change; where the pressure comes from what type of changes fits the situation
and suitable to be executed.
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CONCLUSION•Different perception of pressure will lead
to different impact towards the organization.
•Managers perform different roles during the process of change.
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RECOMMENDATION
• Acknowledged employees’ view /feedback and hire experienced consultant
•All of the actions required for an organization to understand, prepare for, implement and take full advantage of significant change.