Change Management-prince Dudhatra

8/4/2019 Change Management-prince Dudhatra

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PIM/PGDM/GROUP NO-08,HRM/CHANGE MGMT


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Definition

Change management is a systematic approachto dealing with change, both from the perspective of an

organization and on the individual level. change

management has at least three different aspects, Adapting

to change, Controlling change and affecting change



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Introduction

Change Management is a set of processes, tools and

techniques for managing the people side of change to move a

person or group from a current state to a desired future state to

achieve the specific objectives of an identified change.

Individual change management tools designed one-to

one interactions while, organizational change management tools

are one-to-many.



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TYPES OF CHANGE

1:-Operational changes

2:-Strategic changes-

3:-Cultural changes 4:-Political changes-



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Types of PlAnNed change Planned change can be introduced in the

organization with regards to its mission orobjective, its structure, its process and the

technology being used in the organizationThese are -----

1.- Structural/Procedural Changes

2.- Technological Changes

3.- People Oriented Changes

4.- Techno structural and Socio technical Changes



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TYPES OF MODEL CHANGE

THE LIGHT MODEL

THE MEDIUM-SIZED MODEL

THE COMPLEX MODEL

THE QUICK MODEL

DAY BY DAY MODELPIM/PGDM/GROUP NO-08,HRM/CHANGE MGMT


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Forces for change

Today no company is in particularly stable environment.

Company that occupy a dominant market share in their

industries must change, sometimes radically.



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forces forchange

Workforce

Competition

WorldPolitics

Technology

SocialTrends

EconomicShocks



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Forces for change

Nature of the workforce:Demographic change, immigration and outsourcing.

Technology :

Implementation of new idea & method.

Economic shocks:

The change in economy of a company due to rise and

fall of the price of the product is called economic shock.



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Forces for change (cont) Competition:

Today market is being wide. We have to face more

powerful competitor from across the world.

Social trends:

Its only depend on behavior of society, income

desire & hobby.

World politics:

Because of globalization its very important.



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RESISTANCE TO CHANGE IN THE

WORK PLACE: MAIN REASONS

Fear of the unknown.

Fear of failure.

Disagreement with the need for change. Losing something of value.

Leaving a comfort zone.

False beliefs. Misunderstanding and lack of trust.

Inertia.



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HRs ROLE IN CHANGE MANAGEMENT

People management and development professionals have significant role toplay in any change management process. Arising from CIPD research, HRsinvolvement in certain areas was identified as sometimes being thedifference between successful and less successful projects:

Involvement at the initial stage in the project team.

Advising project leaders in skills available within the organization-

Identifying any skills gaps, training needs, new posts, new working practicesetc.

Balancing out the narrow/short-term goals with broader strategic needs.

Assessing the impact of change in one area/department/site on another partof the organization.

Being used to negotiating and engaging across various stakeholders.

Understanding stakeholder concerns to anticipate problems.



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Organizational Barriers to Change

Structural inertia

Existing power structures

Resistance from work groups Failure of previous change initiatives



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OVERCOMING RESISTENCE TO CHANGE

1.- Education and Communication2.- Participation and Involvement3.- Building Support and Commitment

4.- Provide Emotional Support5.-Provide Incentive6.- Selecting People who accept change

7.- Leadership8.- Negotiation and Agreement9.- Manipulation & Cooptation

Cont.



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OVERCOMING RESISTENCE TO CHANGE

10.- Timing of Change Group

11.- Use of Group Pressure12.- Use of Power By Change agent or

Initiative.



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Individual Barriers to Change

Loyalty to existing relationships

Failure to accept the need for change

Insecurity

Preference for the existing arrangements

Break up of work groups

Different person ambitions

Fear of:

Loss of power

Loss of skills

Loss of income

Inability to perform as well in the new situation



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Inappropriate Change Management

Change is often resisted because of failures inthe way it is introduced

Failure to explain the need for change

Failure to provide information

Failure to consult, negotiate and offer supportand training

Lack of involvement in the process Failure to build trust and sense of security

Poor employee relations



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Why change should be welcomed

Change can produce positive benefits for theindividual:

Opportunities for personal change and

development

Provides a new challenge

Reduces the boredom of work

Opportunity to participate and shape theoutcome



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Lewins Three-Step Change Model


UnfreezingChange efforts to overcome the

pressures of both individual

resistance and group conformity.

RefreezingStabilizing a change intervention

by balancing driving and

restraining forces.

Driving ForcesForces that direct behavior

away from the status quo.

Restraining ForcesForces that hinder movement

from the existing equilibrium.


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Lewins Three-Step Change Model



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Unfreezing the Status Quo



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Kotters Eight-Step Plan for Implementing Change


1. Establish a sense of urgency by creating a compelling reason for why

change is needed.

2. Form a coalition with enough power to lead the change.

3. Create a new vision to direct the change and strategies for achieving the

vision.

4. Communicate the vision throughout the organization.5. Empower others to act on the vision by removing barriers to change and

encouraging risk taking and creative problem solving.

6. Plan for, create, and reward short-term wins that move the organization

toward the new vision.

7. Consolidate improvements, reassess changes, and make necessaryadjustments in the new programs.

8. Reinforce the changes by demonstrating the relationship between new

behaviors and organizational success.

Source: Based on J. P. Kotter, Leading Change (Boston: Harvard Business School Press, 1996).


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Action Research


Process Steps:

1. Diagnosis

2. Analysis

3. Feedback

4. Action

5. Evaluation

Action research benefits:

Problem-focused ratherthan solution-centered.

Heavy employeeinvolvement reducesresistance to change.

Action Research

A change process based on systematic collection of data

and then selection of a change action based on what the

analyzed data indicates.


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Organizational Development


OD Values:

1. Respect for people

2. Trust and support

3. Power equalization

4. Confrontation

5. Participation

Organizational Development (OD)A collection of planned interventions, built on humanistic-

democratic values, that seeks to improve organizational

effectiveness and employee well-being.


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Creating Culture for Change:

Stimulating Culture

DEFINATION OF INNOVATION

A new idea applied to initiating or

improving a product, process, or service.

SOURCES OF INNOVATION

-Structured variables

- Organizations culture

- Human resources



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Stimulating a culture of innovation

(cont)Idea champions

Individuals who take an innovation

actively and enthusiastically promote the idea,

build support, overcome resistance, and ensure

that the innovation is implemented.



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MANAGEMENT OF CHANGE

1.- To Identify need for Change

2.- To Develop New Objectives and Goals

3.- To Determine Types of Change4.- To Prepare Detailed Plan for Change

5.- To Implement the Change

6.- Review and Feedback



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You can not step into the same rivertwice because river continuously

flows and changes then you have tochange

By Greek Philosher

Most people hate any change thatdoesnt jingle in their pockets.Anonymous

PIM/PGDM/GROUP NO 8 HRM/CHANGE MGMT

CHANGE OR DIE

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Change Management-prince Dudhatra