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    Change Menagement

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    Fatima Naaz
    This document defines organizational change as alterations in an organization's people, structure, or technology. It discusses forces both inside and outside an organization that can drive change, such as new laws or economic shifts. The document also outlines Kotter's 8-step process for managing organizational change, which involves establishing urgency, building teams, communicating vision, empowering employees, creating short-term wins, and anchoring changes in company culture. Finally, it notes that organizational change can be intentional, goal-oriented efforts led by change agents to help organizations adapt and survive.

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    Change Menagement

    Uploaded by

    Fatima Naaz
    39 views23 pages
    This document defines organizational change as alterations in an organization's people, structure, or technology. It discusses forces both inside and outside an organization that can drive change, such as new laws or economic shifts. The document also outlines Kotter's 8-step process for managing organizational change, which involves establishing urgency, building teams, communicating vision, empowering employees, creating short-term wins, and anchoring changes in company culture. Finally, it notes that organizational change can be intentional, goal-oriented efforts led by change agents to help organizations adapt and survive.

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    This document defines organizational change as alterations in an organization's people, structure, or technology. It discusses forces both inside and outside an organization that can drive change, such as new laws or economic shifts. The document also outlines Kotter's 8-step process for managing organizational change, which involves establishing urgency, building teams, communicating vision, empowering employees, creating short-term wins, and anchoring changes in company culture. Finally, it notes that organizational change can be intentional, goal-oriented efforts led by change agents to help organizations adapt and survive.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    39 views23 pages

    Change Menagement

    Uploaded by

    Fatima Naaz
    This document defines organizational change as alterations in an organization's people, structure, or technology. It discusses forces both inside and outside an organization that can drive change, such as new laws or economic shifts. The document also outlines Kotter's 8-step process for managing organizational change, which involves establishing urgency, building teams, communicating vision, empowering employees, creating short-term wins, and anchoring changes in company culture. Finally, it notes that organizational change can be intentional, goal-oriented efforts led by change agents to help organizations adapt and survive.

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    © All Rights Reserved
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    of 23

     Definition:

    “Any event that occurs when


    something passes from one stage to
    another.”

     Organizational Change:
    “Any alterations in the people, structure,
    or technology of an organization.”
    Work specialization, departmentalization,
    Structure chain of command, span of control,
    centralization, formalization,
    job redesign, or actual structural design

    T echnology Work processes, methods,


    and equipment

    Attitudes, expectations, perceptions,


    People and behavior
    “Forces outside the organization”

     Marketplace:
    o Introduction of companies
    o Change in behavior of competitors
    o New ads technology

     Governmental Laws & Regulations:


    o Environmental Laws.
     Technology:
    o Computers
    o New Plants

     Labor markets:

     Economic changes:
    o Inflation
    o Deflation
    “Forces inside the organization”

    o Changes in organizational strategy


    o New equipment
    o Employee attitudes
     Change activities that are intentional and
    goal-oriented.

     Person who act as catalysts and assume the


    responsibility for managing change activities.
    This process consists of three steps
    o Unfreezing the status quo
    o Changing to a new state
    o Refreezing to make the change permanent
    o The lack of environmental stability
    o Managers manage change actively to survive
    Target Elements of Change

    Organizing
    Arrangements

    Inputs Outputs
    Internal Internal
    Strategy Goals Social
     Strengths People  Organizational
     Weaknesses Factors level
     Department/
    External
    group level
     Opportunities
     Individual level
     Threats
    Methods
    1. Increase urgency
    2. Build the guiding team
    3. Get the vision right
    4. Communicate for buy-in
    5. Empowering action
    6. Create short-term wins
    7. Do not let up
    8. Make change stick
    Step Description
    1) Establish a sense of Unfreeze the organization by creating a
    urgency compelling reason for why change is needed

    2) Create the guiding Create a cross-functional, cross-level group


    coalition of people with enough power to lead the
    change

    3) Develop a vision and Create a vision and strategic plan to guide


    strategy the change process

    4) Communicate the Create and implement a communication


    change-vision strategy that consistently communicates the
    new vision and strategic plan
    Step Description
    5) Empower broad-based Eliminate barriers to change, use target
    action elements of change to transform the
    organization

    6) Generate short-term Plan for and create short-term “wins” or


    wins improvements

    7) Consolidate gains and The guiding coalition uses credibility from


    produce more change short-terms wins to create change.
    Additional people are brought into the
    change process as change cascades
    throughout the organization

    8) Anchor new approaches Reinforce the changes by highlighting


    in the culture connections between new behaviors and
    processes and organizational success
    “Controlling the change for the benefit
    of the organization carried out by manager
    acting as change agents or by non-managers
    experts of the field.”
    .
    ◦ Personality
    ◦ Perception
    ◦ Habit
    ◦ Security
    ◦ Economic Factors
    ◦ Fear of unknown.
    ◦ Threat to power and influence
     Changing Organizational Cultures
     Understanding the Situational forces
     A dramatic crises occurs
     The Organization is young and small
     The Culture is weak

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