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w It is any alteration in people (
 





 a structure(work specialization,
departmentalization, chain of command, span of
control, centralization, formalization, job redesign,
actual structure designa or technology (work
processes, methods & equipmenta
External !
 
w Marketplace w 

  


w workforce
w Governmental laws &
w employees
regulations w equipment
w Technology
w Labour markets
w Economics
w Ônticipatory changes: planned changes based on
expected situations.

w Reactive changes: changes made in response to

unexpected situations.

w Incremental changes: subsystem adjustments

required to keep the organization on course.

w Strategic changes: altering the overall shape or

direction of the organization.
w ÷hange management entails thoughtful planning and
sensitive implementation of change in consultation
with, and with the involvement of the people
affected by the changes.
w ÷haracteristics of The Ôdaptive Organization
w The Prerequisites for ÷hange
w ÷haracteristics of Effective ÷hange managers
w What Effective ÷hange managers need to do

w Willingness to make change
w Identifies problems quickly
Internal and external looking
w Implements solutions rapidly
w Focus on innovation
Upward communication
w Trust
w Risk taking is rewarded
£ ÷andidness
£ Open to feedback
£ Enthusiasm
£ Long-term focus
£ Skill Development
£ Learning Organization
w Œision: Develop, articulate and communicate a
shared vision of the desired change
w èeed: Ô compelling need has been developed and is
shared
w Means: The practical means to achieve vision:
planned, developed and implemented
w ewards: Ôligned to encourage appropriate behavior
compatible with vision and change
w ^eedback: Given Frequently
w unfreezing : unlearning past behavior.

w ÷hange: incorporating new behaviors into

organizational process.

w efreezing: reinforcing and measuring behavioral

change.
w Organizational change has an element of loss
inherent in the process, and it is a loss that is often
deeply felt by employees.
w The Kubler - Ross Grief Model addresses the
emotional issues associated with change.
w Kubler - Ross Grief Model
w Stage 1 Denial
w Stage 2 Resistance
w Stage 3 Exploration
w Stage 4 ÷ommitment
w Ôbsenteeism
w Strike
w Demand
w Indifference
w Harder work
w Sabotage
w Ôny employee behavior designed to discredit, delay or
prevent the implementation of a work change.
÷auses of resistance:
w Surprise: unannounced significant change threaten
employees sense of balance in the work place.
w Inertia: employees have a desire to maintain a safe, secure
and predictable status quo.
w Misunderstanding and lack of skill: without introductory or
remedial training change may be perceived negatively.
w Poor Timing: other events can conspire to create a
resentment about a particular change.
w Emotional side effects:- forced acceptance of a
change can create a sense of powerlessness, anger
and passive resistance to change.
w Lack of trust: promises of improvement means
nothing if employees do not trust the management.
w ^ear of failure: employees are intimidated by the
change and doubt their abilities to meet the new
challenges.
w cersonality conflicts: managers who are disliked by
their employees are poor conduit for change.
w Education and communication
w Participation and involvement
w Facilitation and support
w Negotiation and agreement
w Manipulation and co-optation
w Explicit and implicit coercion
w Two approaches to organization change:
w Organizational development(ODa: formal top -down
approach.
w Grass root change: an unofficial and informal
bottom-up approach.
w Planned change programs are intended to change
help people and organization function effectively.
Ôpplying behavioral science theories, methods
and principles to create and cope with change.
OD creates fundamental changes in an
organization as opposed to fixing a problem or
improving a procedure.
w OD programs are generally facilitated by hired
consultants.
w Objectives of OD
w Deepen the sense of organizational purpose.
w Strengthen interpersonal trust
w Encourage problem solving rather than avoidance
w Develop a satisfying work experience
w Supply formal authority with knowledge and skill
based authority
w Increase personal responsibility for planning and
implementing.
 [ ÷omfort [ Learning,
and acceptance &
control 1 commitment
÷reate a Sta ilize
felt need and s stain
of change the change

2 4
Introd ce Revise and
the finalize the
change changing
[ ^ear, anger plan [ Enquiry,
and resistance experimentation
and discovery
w Grassroots change: change that is spontaneous,
informal, experimental and driven from within.
ÿ
ncrease urgency - inspire people to move, make
objectives real and relevant.
2 uild the guiding team - get the right people in
place with the right emotional commitment, and
the right mix of skills and levels.
3 Get the vision right - get the team to establish a
simple vision and strategy.
4 ÷ommunicate for buy-in - Involve as many people
as possible, communicate the essentials, simply,
and to appeal and respond to people's needs.
w
 Empower action - Remove obstacles, enable
constructive feedback - reward and recognise
achievements.
6 ÷reate short-term wins - Set aims that are easy to
achieve Finish current stages before starting new ones.
7 on't let up - Foster and encourage determination and
persistence (ongoing changea ,encourage ongoing
progress reporting .
8 Make change stick - Reinforce the value of successful
change via recruitment, promotion, new change
leaders. Weave change into culture
w Responsibility for managing change is with management
and executives of the organisation .They must manage
the change in a way that employees can cope with it.
w The manager has a responsibility to facilitate and enable
change, and to understand the situation from an
objective standpoint, and then to help people
understand reasons, aims, and ways of responding
positively according to employees' own situations and
capabilities.
w Increasingly the manager's role is to interpret,
communicate and enable - not to instruct and impose.
1. Ôt all times involve and agree support from people
within system
2. Understand where the organisation is at the moment.
3. Understand where you want the organization to be
when, why, and what are the measures needed for
getting there.
4. Plan development towards above No.3 in appropriate
achievable measurable stages.
5. ÷ommunicate, involve, enable and facilitate
involvement from people, as early and openly and as
fully as is possible.
w Research indicates that two-thirds of all organizational
changes fail. Some causes for failure are:
Ô lack of commitment from the top
÷hange overload
lack of incentives tied to the change initiative and
Ô lack of training
w The following employee excuses demonstrate that
change is being managed badly and that employees
are increasingly demotivated:
A
  
m
 keeping
my head


down this
   time

its not anyway

my job the boss
doesnt
care

failure
w Definition of organizational change
w Forces of change
w Types of change
w ÷hange management
w Organizational issues
w ÷haracteristics of adaptive organization
w Essentials of change
w Stages of change
w Emotional phases of change
w Unified response to change
w Resistance to change
w Strategies to manage resistance to change
w Making change happen ʹmanager͛s role
w ÷hange management principles
w Reasons for failure of change management
w ÷hange must be continually managed to yield
sustained results.
w Ô consistent process of measuring the results of the
change initiative combined with a rewards program
that reinforces the desired behaviour is the
backbone of an effective change program.
w http://www.businessballs.com/changemanagement.
htm
w ÷olin Ô. ÷arnall. ͞Managing change͟4th edition, New
fetter lane, London,2007.pgs:7-48
w Managing change.pdf for Govt office for the South
West
w Stephen P. Robbins, Mary ÷oulter. ͞Organization and
management͟pg:360-364
w Principles_ of management_ notes_ pdf