Rajesh Kumar Singh Change Management
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Transcript of Rajesh Kumar Singh Change Management
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Is it haverepercussions
in the group?
Effective implementation
of change at the group
level can frequentlyovercome resistance at
the individual level.
Change at this level
involve major program that
affect both individuals and
groups.
Repercussions: reflection, reaction Resistance: stability
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Globalization
Work force diversity
Technological change
Managing ethical behavior
Government policiesCompetition
Scarcity of resources
Mergers and acquisitions
Calamities/Emergencies
External Causes
Forces
For
Change
Internal Causes
Organizational silenceFalling effectiveness
Crisis
Changing employee expectation
Downsizing
Re-engineering
Productivity improvements
Cycle time reduction
Diversity: variety Scarcity: famine Merger: fusion Acquisitions: universality
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Change Management is theprocess, tools and techniques to
manage the people-side of change
processes, to achieve the requiredoutcomes, and to realize the change
effectively.
Role of the management shifts from autocrat to facilitator .
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Holger Nauheimer hastwenty years of professional
experience as a consultant,trainer and coach for privatebusiness, the public sectorand non-governmental
organizations.
He is one of the manager ofa large European
organization calledtrain people in ChangeManagement .
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implementingimplementing::serviceservice Uplifting :lift , raise Self-esteem :self-respectCraft: occupation
The largest department of the organization was in the
process ofimplementingimplementing new analytical software
which would deeply change the way people work.Management felt a strong resistance to the project and
they thought that change management training would
change attitudes of their staff. We went in and
conducted a round of discussions with different
stakeholders and we found out that at the heart of theproblem was not the software but the relationship
between the staff of that department with other
departments of the organization. Simply speaking,
people felt not valued. So, the goal of our project
shifted towards upliftinguplifting the selfself--esteemesteem andpride of the people in their craftcraft.
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How do you manage change?
Relapse : return
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Change Management Iceberg of
Wilfried Krger
The top of theiceberg
Below thesurface of the
iceberg
Cost
Quality
Time
Management of
Perceptions and
Beliefs
Power andPolitics
Management
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Stage of change system
Refreezing the system
Moving to desired condition
Unfreezing the current situation
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Change management roles
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Executive and senior
managers
Participateactively andvisibly
throughout
the project
Build acoalition ofsponsorshipand manage
resistance
Communicatedirectly withemployees
Coalition : union, integration
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Middle managers and
supervisors
Communicator Advocate CoachResistancemanager
Supervisors : viewer Advocate: protector, supporter Coach : teacher, tutor
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Project Team
Design theactual
change
Manage thetechnical
side
Integrate CMplans into
project plan
actual : real ,factual Integrate : finish , fulfill
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Project support functions
Experienceand
expertiseTools Knowledge
Expertise : competence
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Don't struggle against change;
Learn to use it to your advantage.
Change comes from awareness.
Reasonable people adapt themselves to the world.Unreasonable people attempt to adapt the world to them.
Life itself is almost synonymous with the concept of change..
Change can not be managed, it can only be facilitated.
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