CATHOLIC UNIVERSITY

GABA CAMPUS
CHANGE MANAGEMENT

PRESENTED BY
TARBEI ABRAHAM
REG NO: MBA/GC/722/14/15
KIPKEMEI JOEL
REG NO: MBA/GC/314/11/12
LANGAT KIPYEGON
REG NO: MBA/GC/740/14/15

1 Saturday, June 15, 2024

 Roadmap

 The context
 What is organizational change?
 Processes for managing change
 People and change
 Organizational Development
 Conflict resolution
 Fostering innovation

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 Context

 Change management is an approach to transitioning

individuals, teams, and organizations to a desired future
state
 Three aspects are;
 adapting to change
 Controlling change
 Effecting change
 For an organization it means
defining and implementing procedures and/or technologies
to deal with changes in the business environment and to
profit from changing opportunities
 Brings both organizational design and human resources
lessons to bear
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 What is Organizational Change?

 An alteration of an organization’s environment,

structure, culture, technology, or people
 A constant force
 An organizational reality
 An opportunity or a threat
 Change agent
 A person who initiates and assumes the responsibility
for managing a change in an organization

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Basic Questions for Change Agents
 What are the forces acting upon me?
 What are the pressures I should take into consideration as I
decide what to change and how I should change it?
 What should we change?
 Should the changes be strategic and companywide or
relatively limited?
 How should we change it?
 How should we actually implement the change?

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 Forces for Change
External Forces Internal Forces
Competition Laws and Strategy modifications
regulations
New technologies New equipment
Labor market shifts New processes
Business cycles Workforce composition
Social change Job restructuring
Compensation and
benefits
Labor surpluses and
shortages
Employee attitude
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 Three Categories of Change
1. Business Process Re-Engineering
 Focuses on the analysis and design of workflows and
processes within an organization. BPR aims to help
organizations fundamentally rethink how they do their
work in order to dramatically improve customer service,
cut operational costs, and become world-class
competitors.
2. Incremental Change
• Method of introducing many small, gradual (and often
unplanned) changes to a project instead of a few
large, rapid (and extensively planned) changes

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Three Categories of Change cont’d

3. Technological Change
Describes the overall process of invention, innovation, and
diffusion of technology or processes. The term is
synonymous with technological development, technological
achievement, and technological progress. In essence, TC is
the invention of a technology (or a process), the continuous
process of improving a technology (which often makes it
cheaper), and its diffusion throughout industry or society. In
short, technological change is based on both better and
more technology integrated into the framework of existing
operational processes.

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 Model for Planned Organizational Change

Source: Adapted from Larry Short, “Planned Organizational Change,” MSU Business Topics, Autumn 1973, FIGURE 8–1
pp. 53–61 ed. Theodore Herbert, Organizational Behavior: Readings and Cases (New York: McMillan, 1976), p. 351.
9 Saturday, June 15, 2024
10 Saturday, June 15, 2024
 Two Views of the Change
Process

 “Calm waters” metaphor

 A description of traditional practices in and theories
about organizations that likens the organization to a
large ship making a predictable trip across a calm sea
and experiencing an occasional storm
 “White-water rapids” metaphor
 A description of the organization as a small raft
navigating a raging river

11 Saturday,
Prentice Hall,June
2002 15, 2024
 Change in “Calm Waters”
 Kurt Lewin’s Three-Step Process
 Unfreezing
 The driving forces, which direct behavior
away from the status quo, can be increased
 The restraining forces, which hinder
movement from the existing equilibrium,
can be decreased
 The two approaches can be combined
 Implementation of change
 Refreezing
12 Saturday, June 15, 2024
 Change in “White-water
Rapids”

 Change is constant in a dynamic environment

 The only certainty is continuing uncertainty
 Competitive advantages do not last
 Managers must quickly and properly react to
unexpected events
 Be alert to problems and opportunities
 Become change agents in stimulating, implementing
and supporting change in the organization
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Is a New Structure Really Required?

When
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problem
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with your design, firstlook
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ways to fix it without
substantially
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it.IfIfthat
that
doesn’t work, you’ll have
doesn’t work, you’ll have to to
make
makefundamental
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reject the design. Here’s
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14 FIGURE
Saturday,8–2
June 15, 2024
Is a New Structure Really Required? (cont’d)

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 A Nine-step Process For Leading
Organizational Change
1. Create a Sense of
Urgency
2. Decide What to Change
3. Create a Guiding Coalition
and Mobilize
Commitment
4. Develop and
Communicate a Shared
Vision
5. Empower Employees to
Make the Change
16
6. Generate Short-Term
Wins
7. Consolidate Gains and
Produce More Change
8. Anchor the New Ways of
Doing Things in the
Company Culture
9. Monitor Progress and
Adjust the Vision as
Required
Saturday, June 15, 2024
Why People Resist Change

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Dealing with Change

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Employee Empowerment

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 Barriers to empowerment

 Lack of trust
 Poor communication
 Fear
 Lack of training
 Lack of measurements

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 Barriers to Empowerment cont’d

Source: Reprinted by permission of Harvard Business School Press. From

Leading Change by John P. Kotter. Boston, MA. 1996, p. 102. Copyright © FIGURE 8–5
1996 by the President and Fellows of Harvard College, all rights reserved.
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 Organizational Development
 Organizational Development (OD)
 An approach to organizational change in which the
employees themselves formulate the change that’s
required and implement it,
usually with the
aid of a trained
consultant.

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 OD Interventions

 Human Process Interventions

 Aimed at enabling employees to develop a better
understanding of their own and others’ behaviors for
the purpose of improving that behavior such that the
organization benefits.
 Sensitivity Training (Laboratory or T-groups)
 Purpose is to increase participants’ insight into their
own behavior and that of others by encouraging an
open expression of feelings in a trainer-guided group.

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 OD Interventions (cont’d)

 Team Building
 The process of improving the effectiveness of a team
through action research or other techniques.
 Survey Research
 The process of collecting data from attitude surveys
filled out by employees of an organization, then feeding
the data back to workgroups to provide a basis for
problem analysis and action planning.

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25 Saturday, June 15, 2024
Technostructural Applications of OD
 Formal Structure Change Program
 An intervention technique in which employees collect
information on existing formal organizational structures
and analyze it for the purpose of redesigning and
implementing
new organizational
structures.

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 Strategic Applications of OD

 Strategic Intervention
 An OD application aimed at effecting a suitable fit among a
firm’s strategy, structure, culture, and external environments.
 Integrated Strategic Management
 An OD program to create or change a company’s strategy by:
 Analyzing the current strategy
 Choosing a desired strategy
 Designing a strategic change plan
 Implementing the new plan.

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 Organizational Stressors:
Role Demands

 Role conflicts
 Work expectations that are hard to satisfy
 Role overload
 Having more work to accomplish than time permits
 Role ambiguity
 When role expectations are not clearly understood

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 Conflict Handling Styles

Source: Source: Kenneth W. Thomas, “Organizational Conflict,” ed., Steven Kerr, Organizational Behavior (Columbus, OH: FIGURE 8–7
Grid Publishing, 1979), in Andrew DuBrin, Applying Psychology (Upper Saddle River, NJ: Prentice Hall, 2000), p. 223.
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Conflict Resolution Modes

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 END

THANK YOU

Q&A
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