Change manageme-WPS Office

Change Management
Change management is an approach to shifting or transitioning individuals, teams and

organisation from a current state to a desired future state.
Change management is the process, tools and techniques to manage the people side of change
to achieve the required business outcomes.
Change management process is the sequence of steps or activities that a change management
team or a project leader would follow to apply change management to a project or change.
Change Management Process
It contains the following three phases:
 Preparing for change (assessment)
 Managing change (planning and implementation)
 Reinforcing change (evaluation)
Example: management of change process
Existing organization procedure process -> what needs to be changed? -> complete request for
change ? -> issue for review -> evaluate request -> prepare detailed scope of work -> contact
risk study -> execute work -> process safety start up review -> record all new technical data
Change management process
1. Preparing for change
 Identifying the problem: opportunity that necessitates change (symptoms)
 Data collection: gathering structural, technological and people information and effects
of these elements on the process
 Data analyzing: summarising the data (advantages, disadvantages, risks and

consequences)
 Strategic determination:
-Identifying possible solutions, barriers, strategies
-decide if the changes necessary
-make others aware of the need for change

-SWOT analysis and basic: 4 forces models (environmental forces, organisational
forces, task demands, personal needs)
2. Managing Change
 State
-goal
-specific measurable objectives and
-time allotted
 Established the who, how, what and when of change
 Allocate resources, budget and evaluation methods
 Identify areas of support and resistance
 Include everyone in the planning that will be affected
 Establish target dates for implementation
 Develop n appropriate strategy for alteration
 Evaluate the change then modify if necessary
3. Reinforcing Change
 Determining effectiveness of change
 Achieved objectives and benefits- qualitative as well as financial and the documented
evidences of being achieved.
 Stabilize the change: Taking measures to reinforce and maintain the change
Steps for successful Change management
1. Increased urgency: Inspire people to move
2. Build the guiding team: the right people
3. Get the vision right: simple vision and strategy
4. Don't let up: Highlight achieved and future milestones

5. Create short term wins: set aims that are easy to achieve
6. Empower action: remove obstacles
7. Make change stick: weave change into culture
Types of Changes
 Planned change: refers to initiatives that are driven top down in an organisation.
 Emergent change: refers to situation in which change can originate from the level in the
organisation
Areas of change in an organisation
1. strategic change 2. structural change 3. process oriented 4. people centered
1.Strategic Change
It is necessary for management to
 Adjust the firm’s strategy to achieve the goals of the company
 Even to change the mission statement of the organisation in response to demand of the
external environments
Adjusting a company’s strategy may involve changing is fundamental approach to doing

business:
-Markets it will target
-Kinds of products to sell
-How they will be sold, and its various partnership another joint business arrangement
2. Structural Change
organisation of an find it necessary to redesign the structure of the company due to influences
from the external environment
structural change in work the hierarchy of
Authority
Goals
Structural characteristics
Administrative procedures
Management systems
Organisation management changes fall in category of structural change
It may be a simple as implementing a no smoking policy, or as involved as restructing the

company to meet the customers need more effectively
3.Process Oriented
Organization may need to reengineer processes to achieve optimum workflow and productivity
Often related to an organization’s production projects process or how the organisation

assembles products or deliver services.
Example: Adoption of Robotics in a manufacturing plant of a laser scanning checkout systems

at supermarkets are of process-oriented changes
4. People centered
 Alters the attitudes, behaviors, skills, or performance of employees in the company
 Involves communicating, motivating, leading and interacting within groups
 Focus may entail
 changing how problems are solved
 way employees learn new skills
 The very nature how employees perceive themselves, their jobs, and the
organisation
 Changes may involve only incremental changes or small improvement in the process
Reasons for change
1. Facing increased competition
2. smarter and more demanding customers
3. less Brand loyal

4. Improvement in operations can simultaneously lower cost and improve customer satisfaction
5. Improving operation often dependent on advances in technology
Challenges in Change Management
1. Planning
2. Lack of consensus
3. Communication
4. Employee resistance
1. Planning
 Without step by step planning, change in an organisation is likely to fall apart or cause
more problems than benefits.
 Understand - exactly what changes will take place in how those changes will occur
 Know – If the new system is compatible with the old system
 Assign roles to individual who are responsible for the change so all duties are covered
 One needs to do reverse calculation from the D-Day
2. Lack of consensus
 If one fails to get everybody on board with the corporate changes, one is likely to face
barriers during the process
 Decision to implement changes should come from the top level of the organisation
 All management levels staff needs to be on board and able to deal with the changes or
one may face dissesnsion within the staff
 One may not have everyone on boat ride from beginning
 Showing managers
 How the changes will affect the company
 the steps for implementing the changes
helps get them on board if they initially have reservations

3. Communication
 Failing to communicate with all employees invites rumors and fear into the workplace
 Employees want to know what's going on, whether it is positive or negative news
 Feeling of uncertainty, when management does not communicate,
o Disrupts work and makes employees feel as if they aren’t part of the decision
 Management should involve all employees as much as possible through meetings or

brainstorming sessions to help during the planning phase
In some cases, employees resisist changes as they:
 Become comfortable with the way the business is run
 Know the expectations and their role within the company
 Don't want to relearn their jobs or change the way they do things
Causes for resistance to change
1. lack of trust
2. Relatively high cost
3. Threats to values and ideas
4. Perception that changes are not necessary
5. Fear of personal failure
6. Social, cultural, organizational disagreements
7. Perception that change is not possible
8. Loss of status or power
9. Resentment of interference
Handling the resistance to change

 Supporting employees and providing training for any new responsibilities
 Leadership commitment
 Knowledge of change
 Effective communication
 Active participation
 Negotiation
 Coercion
 Building the requisite technical capacity
Benefits of successful Change management
 Enhances institutional best practices
 Projects the organisation as progressive, forward-looking proactive
 Ensures the quality Service Delivery
 Earns the institutional public goodwill and support
 Creates an enabling work environment
 Increases employee morale, attitudes and effectiveness

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Change Management

Change management is an approach to shifting or transitioning individuals, teams and

Change Management Process

It contains the following three phases:

 Preparing for change (assessment)

 Managing change (planning and implementation)

 Reinforcing change (evaluation)

Example: management of change process

Change management process

1. Preparing for change

 Identifying the problem: opportunity that necessitates change (symptoms)

 Data analyzing: summarising the data (advantages, disadvantages, risks and

-Identifying possible solutions, barriers, strategies

-decide if the changes necessary

-make others aware of the need for change

-specific measurable objectives and

 Established the who, how, what and when of change

 Allocate resources, budget and evaluation methods

 Identify areas of support and resistance

 Include everyone in the planning that will be affected

 Establish target dates for implementation

 Develop n appropriate strategy for alteration

 Evaluate the change then modify if necessary

 Determining effectiveness of change

Steps for successful Change management

1. Increased urgency: Inspire people to move

2. Build the guiding team: the right people

3. Get the vision right: simple vision and strategy

4. Don't let up: Highlight achieved and future milestones

6. Empower action: remove obstacles

7. Make change stick: weave change into culture

Areas of change in an organisation

1. strategic change 2. structural change 3. process oriented 4. people centered

It is necessary for management to

 Adjust the firm’s strategy to achieve the goals of the company

Adjusting a company’s strategy may involve changing is fundamental approach to doing

-Markets it will target

-Kinds of products to sell

structural change in work the hierarchy of

Organisation management changes fall in category of structural change

It may be a simple as implementing a no smoking policy, or as involved as restructing the

Often related to an organization’s production projects process or how the organisation

Example: Adoption of Robotics in a manufacturing plant of a laser scanning checkout systems

 Alters the attitudes, behaviors, skills, or performance of employees in the company

 Involves communicating, motivating, leading and interacting within groups

 Focus may entail

 changing how problems are solved

 way employees learn new skills

Reasons for change

1. Facing increased competition

2. smarter and more demanding customers

3. less Brand loyal

5. Improving operation often dependent on advances in technology

Challenges in Change Management

 Know – If the new system is compatible with the old system

 One needs to do reverse calculation from the D-Day

 One may not have everyone on boat ride from beginning

 How the changes will affect the company

 the steps for implementing the changes

helps get them on board if they initially have reservations