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You Can Download 8 Ultimate HR Tools For HR Managers HERE
You Can Download 8 Ultimate HR Tools For HR Managers HERE
You Can Download 8 Ultimate HR Tools For HR Managers HERE
unknown. Because the future is uncertain and may adversely affect people's competencies, worth, and coping abilities, organization members generally do not support change unless compelling reasons convince them to do so. This requires attention to two related tasks: creating readiness for change and overcoming resistance to change. Creating Readiness for Change One of the more fundamental axioms of OD is that people's readiness for change depends on creating a felt need for change. This involves making people so dissatisfied with the status quo that they are motivated to try new work processes, technologies, or ways of behaving. The following three methods can help generate sufficient dissatisfaction to produce change: 1. Sensitize organizations to pressures for change. 2. Reveal discrepancies between current and desired states. 3. Convey credible positive expectations for the change.
Managing the political dynamics of change includes the following activities: - Assessing Change Agent Power - Identifying Key Stakeholders - Influencing Stakeholders Step 4 : MANAGING THE TRANSITION Implementing organizational change involves moving from the existing organization state to the desired future state. There are three major activities and structure to facilitate organizational transition: activity planning, commitment planning, and change-management structures. Activity Planning This involves making a road map for change, citing specific activities and events that must occur if the transition is to be successful. Activity planning should clearly identify, temporally orient, and integrate discrete change tasks and should link these tasks to the organization's change goals and priorities.
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Commitment Planning This activity involves identifying key people and groups whose commitment is needed for change to occur and formulating a strategy for gaining their support. Change-Management Structures Because organizational transitions tend to be ambiguous and to need direction, special structures for managing the change process need to be created. These management structures should include people who have the power to mobilize resources to promote change, the respect of the existing leadership and change advocates, and the interpersonal and political skills to guide the change process. Step 5 : SUSTAINING MOMENTUM The following five activities can help to sustain momentum for carrying change through to completion: providing resources for change, building a support system for change agents, developing new competencies and skills, reinforcing new behaviors, and staying the course.