Management of

Change
-Ms.Suchita Shetty
  A process whereby changes required in an organization
are executed in a planned and controlled manner.
 Prevents resistance and leads change.
 Departure from status quo
Change  Challenge to Management and employees.
Management  Organizational Change : Systems,processes,job roles
and organizational structure.
 Response to specific problems or opportunities of an
organization that may arise out of external or internal
stimuli.
 Moving an organization from its present state through
a transition state to a desired future state.
Change Can Be Perceived As
Positive or Negative

– Getting a Job After Graduating From College

– Getting Married
– Having a Child
– Child Leaving for College
– Getting a New Computer
– Losing a Job
– Divorce
– Death of a Parent
  Change in managerial styles
 Implementation of new technology

Causes of  Changes in characteristics of workforce

change  Decline in organizational performance

 Employees’ suggestions for improvement
Internal  Conflict in labour-management relations
External  Change in economic environment,govt policies,entry/exit of
competitors,shift in consumers’ tastes
 Role of pressure groups
  Define environmental problem
Steps in  Determining the end goal
Change  Deciding the strategies and actions
Management  Implementation of change plans
Process  Evaluation and feedback
Force Field
Analysis
Exercise
  Positive Employee Resistance
 Negative Employee Resistance
 Self-interest
 Fear of the Unknown
 Suspicion
Common  Conservatism
Reasons for  SYMPTOMS –Resistance

Resistance  Absenteeism,high labour turnover,

 Procastination,insensitivity
 Irate behavior
 Sabotage change process,information blocking
 for change initiatives,negative remarks about changes
 Not assigning adequate resources
 • Mixture of Emotion and Rationalization
• Don’t Assume Others Will Respond the
Same or That You Will, Under Different
Response Circumstances
to Change
Is Highly
Individual
  Support from the Management : Get senior
management agreement
 Identify a change agent : Champion who can
articulate the reasons for and advantages of the
change
 Translate the vision for change into a realistic plan
Best ways to and then carry out the plan
manage  Involvement of people from every area of the
organization
Change  Communicate. Communicate. Widely
communicate the potential need for change.
Educate. Educate.
 Organization Restructure :Modify organizational
structures so that they will sustain the change
  Get as much feedback as practical from employees,
Best ways to including what they think the problems are and what should
be done to resolve them. If possible, work with a team of
manage employees to manage the change.
 Don't get wrapped up in doing change for the sake of
Change change. Know why you're making the change. What goal(s)
do you hope to accomplish?
COMMUNICATE
Say It Once, • Keep It Simple – No Jargon
• Use Language of the People
Say It Twice, • Use Storytelling
and Say It • Use Different Mediums
Again – Memos
– Group Meetings
– Stories in Newsletters
– One-on-one Meetings
– (Have Different Levels of Impact)
• Change Style of Communication Depending Upon
– Where You Are in the Change
– Who You Are Communicating With
• Walk the Talk, Be Honest
  It is not uncommon for an organization to
choose to conduct a project that will have
impact on the organization itself. Examples:

 New Time and Attendance System

Examples  New email system
 Transition from paper to electronic Requisitions
 Change from primarily print to primarily electronic
media
 Introduction of a new technology (e.g. EDMS)
 Distribution of workers in new office space
  Prevention is always better than cure.
 Involvement of employees.

Strategies to  Constant review of HR policies

 Person in charge of planning and managing changes must have
tackle high integrity and respect among the employees
resistance to  Leadership in charge of change must ensure that their words and
deeds are consistent and trustworthy at all times.
change  Adequate training and guidance for employees
 Establish symbols of change like new logos,slogans,news letters
to connect employee with changes and seek their cooperation
  Lack of support from management
 Inadequate communication about change and reasons for change
 Disconnect between members involved in planning and execution
 Absence of coordination and fighting among group members
Why change  Absence of periodic measurement of progress and early
initiatives fail interventions to track deviations
 Absence of incentives for employees in change management
plans.
 Non-availability of technology needed for implementation of
change management plan
 “The Ultimate
Measure of a Man Is
Not Where He Stands
in Moments of
Comfort, but Where
He Stands at Times of
Challenge and
Controversy” –
Martin Luther King,
Jr. “Somebody Has to Do Something, and It’s Just Incredibly
Pathetic That It Has to Be Us.” – Jerry Garcia, the Grateful
Final Thoughts Dead
Total Quality
Management
  Customer-focused
 Total employee involvement
 Process-centered
Total Quality  Integrated system

Management  Strategic and systematic approach

 Continual improvement
 Fact-based decision making
 Communications