Development in Change Management

Acknowledgement: The whole praise to Almighty Allah, Creator of this universe who made us blessed with knowledge and enabled us to accomplish this work.

Acknowledgement
Today we are very proud to say that with the effort of our teacher we have completed our presentation successfully. we wish to extend special thanks to him. We feel greatest pleasure in expressing our deepest appreciation and heartiest gratitude in him.

Change
any alternation in people, structure or technology

Introduction
Change is an organization reality. Managing change is an integral part of every managers job. it is an organizational change and innovation that makes managers job difficult. The planning Process is designed in such a way that in future any changes regarding that organization can be used without any problem. So a successful manager must aware of this aspect as he runs and manages project.

Factors and Forces for Change

External Factors: Market Place Government Legislation & Rules Improved Technology Labor Market Economic Change

Market Place
Market place has affected firms such as Dell computers as competition from Gateway, apple and Toshiba intensified in the battle for consumer computer purchases. These companies must constantly adapt to changing consumer desires as they develop new PCS and improve marketing stretegies.

Government Legislation & Rules

They are a frequent impetus for change. Because the legislation and the government financial strategies may change unexpectedly.

Improved Technology
It also creates the need for change. For example technological improvement in expensive diagnostic equipments have created significant economics of scale for hospital and medical center. They are needed for better performance.

Labor Market
Also forces, managers to change. For example the web designers and website managers have made it necessary for the organizations that need those kind of employees to change their HRM activities to attract and retain skilled employees in areas of greatest needs.

Economic Changes
Of course affect almost all organizations. For instance global recessionary pressure force organizations to become more cost efficient. But even in the strong economy uncertainties about interest rates, federal budget deficit, and currency exchange rates create conditions.

INTERNAL FORCES
Organizational Strategy Organizational Work Force Introducing New Equipments Employees Attitude

Internal Forces
Organizational Strategy: The redefinition or modification of an organizational strategy often introduces a host of changes.

Organizational Workforce
It is to be noted that workforce of an organization should contain fresh blood in it along with experience and senior managers so that new practices can be performed without any delay. So composition of workforce should change according to age, education, education, ethic background, sex and experience.

Introducing New Equipment

It represents another internal force agent for changefor this the employees may have to resign their jobs by taking necessary skills and training offered by organizations through Seminars and workshops.

Employee Attitude
Increased job dissatisfaction leads to the increased absenteeism more voluntary resignations and even labor strikes. so it should need change accordingly.

The Managers as a Change Agent:

Therefore considering all above points it is very clear that managers himself responsible for looking at all the aspects of project factors so that they would not suffer in future. So we call managers as a change agent. People who act as Catalyst and assume the responsibility for managing the change process.

Change Management
The process, tools and techniques to manage the people-side of change to achieve a required business outcome.

Change Management Process

Changing Structure Changing technology Changing People

Changing Structure
The managers as in the role of change agent might need to modify the structure. Departmental responsibilities can be recombined, organizational levels eliminated, spam of control widened to make organization flatter. One or more rules can be implemented to increase standardization. Increase in decentralization can be done to make decision s faster. The mangers can alter the actual structural design. By combining or merging two or more companies together. it will expand employees duties.

Changing Technology
Managers can also change the technology used to convert input into out puts. major technologies which are possible in these days are as follows. New tools and work Methods Automation Computerizatin

New tools and Working Methods

Managers often need to introduce new methods to solve any problem by using new tools and equipment.for example the coal mining companies can update work method, install more efficient coal handling equipment.

Automation
Automation is a technological change that replaces task done by the people with machine.

Computerization
The most visible and important technological change in recent years. Most organizations now have sophisticated information systems. The whole records, software's that manage organizational department, scannres,internet and telecommunications.

Change People
Managers are interested in helping individuals and groups within organization work together more effectively. a term used for it is an organizational development though referring all types of change essentially focuses on techniques or programmed to change the people and the nature and quality of interpersonal work relationship.

Planned Change
of the foundational definitions in the field of organizational development is planned change.

Reason decline in Popularity of Planned Change

the Planned approach to change has been, and remains, highly influential. It is still far and away the best developed, documented and supported approach to change. This is because of the custodianship of the Organization Development movement in the USA

Reason decline in Popularity of Planned Change

Lewin's conception of Planned change as applying to small-group, human centered change has been extended to include organization-wide change initiatives. This has led to some confusion between Planned (participative) change as promoted by the OD movement and Planned (transformational) change as promoted by some elements of the strategic planning movement

The Emergent approach to change

Emergent approach, change is a continuous, dynamic and contested process that emerges in an unpredictable and unplanned fashion.

The Emergent approach to change

Emergent change consists of ongoing accommodations, adaptations, and alternations that produce fundamental change without a priori intentions to do so. Emergent change occurs when people reaccomplish routines and when they deal with contingencies, breakdowns, and opportunities in everyday work. Much of this change goes unnoticed, because small alternations are lumped together as noise in otherwise uneventful inertia.

Processualist Approach
One of the main strands of the Emergent approach is provided by processual analysts, deriving from the work of Andrew Pettigrew Processualist reject prescriptive, recipe-driven approaches to change and are suspicious of single causes or simple explanations of events. Instead, when studying change, they focus on the interrelatedness of individuals, groups, organizations and society.

Guiding Principle of Processualist Approach

embeddings, studying processes across a number of levels of analysis; temporal interconnectedness, studying processes in past, present and future time; a role in explanation for context and action; a search for holistic rather than linear explanations of process; and a need to link process analysis to the location and explanation of outcomes.

Strength of emergent approach

Though the proponents of the Emergent approach reject the concept of universally applicable rules for change, the guidance they do provide tends to stress five features of organizations that either promote or obstruct success: structures, cultures, organizational learning, managerial behavior, and power and politics.

Weakness of Emergent Approach

Management had a plan and a timeframe for the successful management of change, but they were not prepared for the very different contextual conditions and local operating cultures of the two adjacent plants in South Australia. The cultural socio-political aspects of change turned out to be far more important and influential than had been anticipated, or could be accommodated for, in planning the process of change.

Weakness of Emergent Approach

Fifty to ninety percent judgment related to this approach is that there is a little or no contribution to organizational goals. a lot of ideas presented in it but only few become successful failure is an inevitable part of development process.due to failure of it is a loss of investmentfailure can also lead of morale among employees and further high resistance to change in future.

Conclusion
It can sometimes be hard to separate out 'the development', project management, and change management. In practice, these three components are intertwined in order to deliver a positive outcome to the organization. However, there is value in separating out the components. First, thinking about the three components separately makes it easier to define and help others understand these distinct elements. Second, separating out these three components is a solid first step when troubleshooting on a particular project that may not be moving ahead as expected.