Change Management-A Process

Change Management-A Process

Change a natural process to become different, usually in response to a stimulus requiring an action or adjustment.

Change Agent The person initiating the change effort.

Client System The target of the change agents intervention effort; the entity that may need or desire a change.

Models of Planned Organizational Change

Change can be managed

Organizational change is the adoption of a

new idea or behavior by an organization Change comes from recognition that environmental changes will create mismatches

Forces for change

Mismatches occur between the company and its external

environment Customers Competitors Technology Economics International Government As well as its internal environment Management Employees Unions Inefficiencies

Managers must be aware of the mismatches as they develop and initiate change

Initiating Change
Change can be made by

finding established ways to eliminate the mismatch

Downsizing to eliminate mismatch of department size and reduced demand. Two people share one job

Create new ways

Management of the Change Process

Diagnosing and Analyzing Change Change Strategies Participation and involvement strategy Informed strategy Implementation Job functions Organizational structure People changes Follow-up Cycle

Creativity to Initiate Change

Define it please From the top of the barn, a horse looks like a violin -Mark Twain The ability to view ordinary situations in unique ways Function of Organizational Climate and Individual characteristics Climate Open communications Good mix of experts and non experts Freedom to choose problems Resources available without a specific reason Individual Characteristics Originality Curosity Open Mindedness Focused approach Persistance Playful attitude Receptiveness to new ideas

Creativity in Organizations
Creativity can be built

into an organization by creating an appropriate structure

New Venture teams (intrapreneurship) Idea Champions New Venture Funds

Change Management Two Paths of Change

Effectiveness

Efficiency

Efficiency
Classical, hierarchical, mechanistic structure Environment slow to change Management changes the culture (top down)

Effectiveness
Team based structure Environment quick to change Structural coupling to the environment in order to

keep up with the change Employees coupled to and focusing on the customers needs Individual controls all the processes needed to support each customer

Making it happenImplementing Change.

Implementing change involves perturbing the

system. Resistance to change is natural

Feedback loops keep change from happening Change involves hard work by everyone Employees sense they will lose something

Resistance cant be ignored

A feedback loop
Employees Get nervous Management Audits progress

Employee changes Process back again

Management Changes process

Employee hides His change

Force Field Analysis to Overcome Resistance

When a change is introduced, some forces drive it

while some inhibit it

Remove the forces that inhibit the change The forces that drive it will make it happen

You can also Communicate and Educate Encourage participation by all Negotiate Coerce

Types of Planned Change

Strategy

Technology
New Products Structure Culture Changes are interrelated. A change in one

affects the others.