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9 - Managing Change & Transition

Change involves moving from an unsatisfactory present state to a desired state through adaptation. It is important for organizations to adapt to change to survive in a competitive world. Changes can be internal, such as managerial changes, or external, such as economic changes. Planned organizational change should be well-planned in advance and involve changing employee behaviors. The three phases of planned change are unfreezing the current state, implementing the actual change, and refreezing the change into the new state. Resistance to change stems from factors like fear of the unknown and disrupting structural stability, so change processes aim to overcome resistance through communication, participation, and support.

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Neelima Khandelwal
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143 views17 pages

9 - Managing Change & Transition

Change involves moving from an unsatisfactory present state to a desired state through adaptation. It is important for organizations to adapt to change to survive in a competitive world. Changes can be internal, such as managerial changes, or external, such as economic changes. Planned organizational change should be well-planned in advance and involve changing employee behaviors. The three phases of planned change are unfreezing the current state, implementing the actual change, and refreezing the change into the new state. Resistance to change stems from factors like fear of the unknown and disrupting structural stability, so change processes aim to overcome resistance through communication, participation, and support.

Uploaded by

Neelima Khandelwal
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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What is Change?

 There is nothing permanent.


 Coping process of moving from a
unsatisfactory present state to a desired
state
 Making things different.
Why is it Important to Adapt to Change?

 To survive in this competitive world,


Individuals, teams, or organizations
need to adapt change in time.
 Adaptability to change is a necessary

quality of good management.


 It is the need of the hour.
Nature of Change
The environment of every business unit is influenced by
two main factors :
Internal Factors External Factors
Managerial Changes Economic Change
Operational changes Sociological Change
Growth Changes Governmental Change
Plant & Machinery Changes Locational Change
Process & Procedure Changes Technological Change
Design Changes
Planned Change
 Organisational change must be planned well
in advance, or it may come as a quick reaction
 Organisational changes also calls for a change
in individual behaviour of the employees.
 Activities that are intentional, goal oriented
and results from deliberate attempts by
managers to improve organizational
operations.
Unfreeze

Change

Three Phases of
Planned Change Refreeze
Unfreezing
 It refers to making individuals aware that the present
situation is inappropriate, irrelevant, inadequate and
hence unsuitable for the changing demands of the present
situation.
 Its actually creating a felt – need for the change.

and making people understand the importance for such a


change.
 This action will minimize the expressed resistance to the

change process.
Changing
 During the changing phase the actual change is
implemented.
 It’s a phase where new learning occurs.
 In this phase, individuals learn to behave in new
ways and start adapting the change.
Refreezing
 In this stage, the change is stabilized by
rewarding appropriate new behaviours.
 Individuals internalise the new belief, feelings
and behaviour learned in the Changing phase.
 It is also important that management provide the
required support for the change.
Steps in the Planned Change
Process
Recognize the need
for change

Diagnose and
plan change

Manage the
transition

Measure results
Maintain change
Initiating the Planned Change
Process
 Recognize the need for change
 Diagnose and plan change
 Formulate Goals
 Determine stakeholders’ needs
 Examine driving and restraining forces
Targets for Organizational Change
 Strategy – Develop new visions, missions,
strategic plans
 Structure – Add a new department or division,
or consolidate two existing ones
 People – Replace a person or change knowledge,
skills, attitudes, or behaviors
 Technology – upgrade a data processing system
 Management –Encourage participation by those
involved in solution of problems
Reasons for Resistance to Change
 Selective Perception  Disliking for the
 Lack of Information Initiator
 Fear of the Unknown  Structural Stability
 Habit
Consequences of a Job Change

 Makes existing skills obsolete


 It threatens to displace him
 It may reduce his career growth and promotional
prospects
 It may destroy his public image
 It may increase discipline on the work place
 It may lead to higher production of goods.
Overcoming Resistance to
Change
 Education and Communication
 Participation and Involvement
 Facilitation and Support
 Negotiation and Agreement
 Manipulation and Co-optation
 Promote Positive Attitudes Toward Change
Types of Change
 Structural – Making changes in authority, co-
ordination mechanisms, job redesign
 Cost Cutting
 Process
 Cultural
7 ( 8 ) Steps to Change
 John Kotter, a professor at Harvard Business
School and world-renowned change expert,
introduced his eight-step change process in his
1995 book, "Leading Change."
 We look at his eight steps for leading change
below.
( 8 ) Steps to Change
1) Create Urgency
2) Form a Powerful Coalition or influential
teamwork or people who can convince.
3) Create a Vision for Change
4) Communicate the Vision
5) Remove Obstacles
6) Create Short-term Wins
7) Build on the Change – Analyse what went
right, what went wrong, how u can improve
further etc.
8) Anchor the Changes in Corporate Culture

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