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    Change Management: DR Rajshree Mootanah Department of Design & Technology Faculty of Science and Technology

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    Adanna Ononiwu
    Change management involves planning and implementing changes to address issues like new technologies, economic shifts, and competitors. It faces challenges like uncertainty and employee resistance. Failures can result from poor communication, lack of planning, ignoring resistance, and an unclear vision. Successful change management requires clear goals, effective communication, employee involvement, and adapting to continuous change. It also involves addressing individual and organizational resistance through participation, communication, commitment, and leadership.

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    Change Management: DR Rajshree Mootanah Department of Design & Technology Faculty of Science and Technology

    Uploaded by

    Adanna Ononiwu
    36 views21 pages
    Change management involves planning and implementing changes to address issues like new technologies, economic shifts, and competitors. It faces challenges like uncertainty and employee resistance. Failures can result from poor communication, lack of planning, ignoring resistance, and an unclear vision. Successful change management requires clear goals, effective communication, employee involvement, and adapting to continuous change. It also involves addressing individual and organizational resistance through participation, communication, commitment, and leadership.

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    Change

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    Change management involves planning and implementing changes to address issues like new technologies, economic shifts, and competitors. It faces challenges like uncertainty and employee resistance. Failures can result from poor communication, lack of planning, ignoring resistance, and an unclear vision. Successful change management requires clear goals, effective communication, employee involvement, and adapting to continuous change. It also involves addressing individual and organizational resistance through participation, communication, commitment, and leadership.

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    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    36 views21 pages

    Change Management: DR Rajshree Mootanah Department of Design & Technology Faculty of Science and Technology

    Uploaded by

    Adanna Ononiwu
    Change management involves planning and implementing changes to address issues like new technologies, economic shifts, and competitors. It faces challenges like uncertainty and employee resistance. Failures can result from poor communication, lack of planning, ignoring resistance, and an unclear vision. Successful change management requires clear goals, effective communication, employee involvement, and adapting to continuous change. It also involves addressing individual and organizational resistance through participation, communication, commitment, and leadership.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 21
    At a glance
    Powered by AI
    The key takeaways are that change management deals with organizational changes and the challenges that come with it. Common causes include new technologies, economic factors, and new/changing competitors. Challenges include dealing with employee and organizational resistance to change as well as uncertainty about outcomes. Causes of failure include poor communication, lack of planning, ignoring resistance, and not having a clear vision.

    Some common causes of change management include new technologies, global economic trends, changes to existing competitors, economic cycles, and the emergence of new competitors.

    Some challenges of change management include dealing with people issues, uncertainty about the future effects of changes, the difficulty of accurately predicting and tracking consequences of changes, and resistance to change or uncertainty from employees and the organization.

    Change Management

    Dr Rajshree Mootanah
    Department of Design & Technology
    Faculty of Science and Technology
    Change Management

    More commonly called:


    • Total Quality Management
    • Right Sizing
    • Business Re-engineering
    • Restructuring
    Causes of Change Management

    • New technologies
    • Global economic swings
    • Change in existing competitors
    • Economic cycles
    • New competitors
    Challenges of Change Management

    • People issues
    • Uncertain future
    • Consequences can be difficult to predict and track
    • Resistance to change or resistance to uncertainty
    Causes of Failure of Change Management

    • Misunderstanding / poor communications


    • Lack of planning / ill prepared employees
    • Ignoring resistance and hoping it will go away
    • No clear vision
    • Goal set too far
    • Quick fix
    • Previous experience / fear of failure / resistance / lack of incentive
    Questions to be asked before planning change
    • How to identify what should change?
    • How to judge how ambitious the change plans are?
    • What assessment can we make of the likelihood of these changes
    being capable of implementation?
    • What kind of architectures can be developed to enhance the
    likelihood of implementation?
    • What are the people / organisational issues of strategic cahnge?
    • How can these issues be tackled?
    Implementing Change Management
    • Helping staff – encourage flexibility and innovation
    • Communication – reduce rumour and uncertainty, increase acceptance
    • Commitment – employment policies, reward structures
    • Early involvement – reduce behavioural resistances, reduce the need for
    future coercion
    • Change perception – emphasise on opportunities, manage expectation
    • Avoid over organising – keep flexibility for quick adaptation to change
    Profile of ambition determines the success
    or failure of Change Management
    • A focus on a single factor can bring immediate success and longer-term
    failure (Hampden-Turner, 1996)
    • Market power is based on ‘distinctive capability’ (Kay, 1993)
    • Reputation – market perception of the product / service
    • Architecture – relationships of resources, including knowledge &
    flexibility, internal external and networks
    • Innovation- the capacity to change
    Implementing Change Management
    Theory of change
    Clinical approach:
    Analysis of resistance to change, team effectiveness and dynamics,
    leadership dynamics
    Organisational Development (French & Bell, 1995): Planned change
    to get individuals, teams and organisations to function better.

    Linear model:
    Unfreezing – get rid of old ideas
    Changing – learning and practising new steps
    Refreezing – Emotional support and coaching
    Theory of change
    Emergent approach:
    Build-up stage: appoint, nurture and encourage ‘level 5 leaders’ –
    leaders who combine leadership qualities with a willigness to
    acknowledge personal limitations.
    Get the right people into place in terms of knowledge, experience,
    skills and motivation.
    Breakthrough: Organisation needs to build passion for its business,
    products, services, capabilities, technology and people. Speed and
    discipline is important.
    (Collins, 2001)
    Resistance to Change Management

    Organisation:
    • Bureaucratic rigidities and hierarchies
    • Fear of losing control and authority
    • Lack of time
    • Comfort with the status quo / Displacement from original aims
    • No answer to “What’s in it for me?”
    • No involvement in solution design
    Resistance to Change Management

    Individual:
    • Lack of awareness
    • Fear of the unknown
    • Lack of job security
    • Lack of sponsorship
    • Lack of incentive
    • Work habits die hard
    Identifying Resistance to Change
    • Lack of participation
    • Openly expressing emotion
    • Lack of attendance and absenteeism
    • Reverting to old ways
    • A decrease in productivity and missed deadlines
    Successful Change Management
    • Be clear about the kind of change required
    • Plan
    • Pre-empt resistance – what’s in it for everyone
    • Set short term goals
    • Prepare employees – facilitate new skills
    • Good communication
    • Involve everyone
    • Prepare for continuous adaptation
    Successful Change Management
    Successful Change Implementation
    Four Main Changes of Organisation
    • Formative period: New organisation is getting started – changes are
    focused on creativity
    • Rapid Growth Period: Changes are focused on defining the purpose of the
    organisation & mainstream business
    • Mature Period: Changes are focused on maintaining established market
    • Declining Period: Changes include tough objectives and compassionate
    implementation
    Leadership & Change

    Change acceptance

    • Denial
    • Anger
    • Bargaining
    • Depression
    • Acceptance
    Leadership & Change: Helping staff

    From To
    Why? What are the new opportunities?
    How will this affect me? What problem will this solve?
    We do not do it this way What would it look like?
    When will the change be over? What can I do to help?
    Who is doing this to us? Who can help us?
    Strategies for Change
    Competitive
    benchmarking
    Organisation-specific changes
    Strategic organisational diagnosis:
    Generic organisation-wide change
    Employee surveys Strategy formation programmes (eg. business process
    Customer Surveys engineering, TQM, time-based
    Vision / strategy strategies, etc)
    Managers’ views and inputs to
    decision making Generic multi-organisational change
    programmes (eg. closures, mergers,
    Other stakeholders strategic alliances, joint ventures,
    etc)
    Culture
    change Carnall, 2007

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