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Change Management

The document discusses change management as the process of planning, organizing, coordinating and controlling changes to ensure they are implemented according to approved plans and achieve overall objectives with minimal disruption. It outlines steps for managing change including pre-implementation, implementation, and post-implementation phases, and emphasizes establishing a sense of urgency, forming a guiding coalition, developing a vision and strategy, and anchoring new approaches in the organizational culture. The document provides guidance on developing a change management plan and responding to change through leadership and personal transformation.

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Monjurul Alam
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48 views21 pages

Change Management

The document discusses change management as the process of planning, organizing, coordinating and controlling changes to ensure they are implemented according to approved plans and achieve overall objectives with minimal disruption. It outlines steps for managing change including pre-implementation, implementation, and post-implementation phases, and emphasizes establishing a sense of urgency, forming a guiding coalition, developing a vision and strategy, and anchoring new approaches in the organizational culture. The document provides guidance on developing a change management plan and responding to change through leadership and personal transformation.

Uploaded by

Monjurul Alam
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Change Management

Definition of Change Management

• Process of planning, organizing, coordinating


and controlling the compositions of the
environment, internal and external; to ensure
that the process changes are implemented
according to approved plans and the overall
objectives of introducing the changes are
achieved with as little disruption as possible.
Process Changes

• Responsibility of top management


• Not only have to manage their employees but their
whole environment that’s affected:
• Suppliers
• Customers
• Competitors
• Can be very draining on finances and people
involved
Steps for change:

1) Pre-implementation
• Realize the need for change

• Determine cost/benefit of new change

• Management must support the new change and


display this support to others
• 3 ways to deal with resistance to change
• Ignore it
• End it by preventing it
• Implement crisis management
Steps for change:

2) Implementation
• Many companies fail before they make it here
• Elect a standing committee
• Composed of all departments affected
• Meet on a regular basis
• Meet when problems arise in order to find solutions

• Should appreciate all stakeholders for their


patience and understanding
Steps for change:

3) Post-implementation
• Make sure project achieved planned results
• Problems that arise after implemented are
found and dealt with
• May still have resistance due to
• Lack of training
• New culture
Manage Changes:
The management system should consider the
following:
• Identification of changes
• Categorization, prioritization and emergency
procedures
• Impact assessment
• Change authorization
• Release management
• Software distribution
• Use of automated tools
• Configuration management
Change Management

•Change Management ensures:


• Standardized methods
• Processes and procedures are used for all
changes
• Facilitation of efficient and prompt handling of all
changes
• Maintaining proper balance between the need
for change and the potential negative impact of
changes
Developing a Change Management
Plan
• Raising and recording of changes
• Forecasting the impact, costs, benefits and risk of future
changes
• Developing business justification and obtaining approval
• Managing and coordinating change implementation
• Monitoring and reporting on implementation, reviewing and
closing change requests
1. Establishing a Sense of Urgency

•Examining the market and competitive


realities

•Identifying and discussing crises,


potential crises, or major opportunities
2. Creating the Guiding Coalition

•Putting together a group with enough


power to lead the change

•Getting the group to work together like


a team
3. Developing a Vision and Strategy

•Creating a vision to help direct the


change effort

•Developing strategies for achieving that


vision
4. Communicating the Change
Vision

•Using every vehicle possible to


constantly communicate the new vision
& strategies

•Having the guiding coalition role model


the behavior expected of employees
5. Empowering Broad-Based Action

•Getting rid of obstacles

•Changing systems or structures that


undermine the change vision

•Encouraging risk taking and


nontraditional ideas, activities, and
actions
6. Generating Short-Term Wins

•Planning for visible improvement in


performance or “wins”

•Creating those wins

•Visibly recognizing and rewarding people


who made the wins possible
7. Consolidating Gains and
Producing More Change

•Using increased credibility to change all


systems, structures, and policies that
don’t fit together and don’t fit the
transformation vision
7. Consolidating Gains and
Producing More Change

•Hiring, promoting, and developing people


who can implement the change vision

•Reinvigorating the process with new


projects, themes, and change agents
8. Anchoring New Approaches in the
Culture

•Creating better performance through


customer and productivity oriented
behavior, more and better leadership,
and more effective management
8. Anchoring New Approaches in the
Culture

•Articulating the connections between


new behaviors and organizational success

•Developing means to ensure leadership


development and succession
Leadership & Deep Change

“There is an important link between


deep change at the personal level and
deep change at the organizational level.
Robert E. Quinn, Deep Change
Responses to Change

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