development in change management.ppt

7/30/2019 Development in Change Management.ppt

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Development in Change

ManagementAcknowledgement:

The whole praise to Almighty Allah, Creator of

this universe who made us blessed withknowledge and enabled us to accomplish thiswork.


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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.


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Change

any alternation in people, structure or

technology


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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 thisaspect as he runs and manages project.


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Factors and Forces for Change

External Factors:

Market Place

Government Legislation & Rules

Improved Technology

Labor Market

Economic Change


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Market Place

Market place has affected firms such as

Dell computers as competition from

Gateway, apple and Toshiba intensified in

the battle for consumer computerpurchases. These companies must

constantly adapt to changing consumer

desires as they develop new PCS andimprove marketing stretegies.


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Government Legislation & Rules

They are a frequent impetus for change.

Because the legislation and the

government financial strategies may

change unexpectedly.


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Improved Technology

It also creates the need for change. For

example technological improvement in

expensive diagnostic equipments have

created significant economics of scale forhospital and medical center. They are

needed for better performance.


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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 ofemployees to change their HRM activities

to attract and retain skilled employees in

areas of greatest needs.


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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 economyuncertainties about interest rates, federal

budget deficit, and currency exchange

rates create conditions.


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INTERNAL FORCES

Organizational Strategy

Organizational Work Force

Introducing New Equipments

Employees Attitude


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Internal Forces

Organizational Strategy:

The redefinition or modification of an

organizational strategy often introduces a

host of changes.


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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 beperformed without any delay. So

composition of workforce should change

according to age, education, education,ethic background, sex and experience.


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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 byorganizations through Seminars and

workshops.


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Employee Attitude

Increased job dissatisfaction leads to the

increased absenteeism more voluntary

resignations and even labor strikes. so it

should need change accordingly.


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The Managers as a Change Agent:

Therefore considering all above points it isvery clear that managers himselfresponsible for looking at all the aspects of

project factors so that they would notsuffer in future. So we call managers as achange agent.

People who act as Catalyst and assumethe responsibility for managing the changeprocess.


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Change Management

The process, tools and techniques to

manage the people-side of change to

achieve a required business outcome.


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Change Management Process

Changing Structure

Changing technology

Changing People


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Changing Structure

The managers as in the role of change agent might need tomodify the structure.

Departmental responsibilities can be recombined, organizationallevels eliminated, spam of control widened to make organizationflatter.

One or more rules can be implemented to increasestandardization.

Increase in decentralization can be done to make decision sfaster.

The mangers can alter the actual structural design. By combining

or merging two or more companies together. it will expandemployees duties.


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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


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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 updatework method, install more efficient coal

handling equipment.


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Automation

Automation is a technological change that

replaces task done by the people with

machine.


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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.


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Change People

Managers are interested in helping

individuals and groups within organization

work together more effectively. a term

used for it is an organizationaldevelopment though referring all types of

change essentially focuses on techniques

or programmed to change the people andthe nature and quality of interpersonal

work relationship.


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Planned Change

of the foundational definitions in the field of

organizational development is planned

change.


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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 tochange. This is because of the

custodianship of the Organization

Development movement in the USA


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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. Thishas 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


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The Emergent approach to change

Emergent approach, change is a

continuous, dynamic and contested

process that emerges in an unpredictable

and unplanned fashion.


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The Emergent approach to change

Emergent change consists of ongoingaccommodations, adaptations, and alternationsthat produce fundamental change without apriori intentions to do so. Emergent change

occurs when people reaccomplish routines andwhen they deal with contingencies, breakdowns,

and opportunities in everyday work. Much of thischange goes unnoticed, because small

alternations are lumped together as noise inotherwise uneventful inertia.


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Processualist Approach

One of the main strands of the Emergentapproach is provided by processualanalysts, deriving from the work of Andrew

Pettigrew Processualist reject prescriptive,recipe-driven approaches to change andare suspicious of single causes or simpleexplanations of events. Instead, when

studying change, they focus on theinterrelatedness of individuals, groups,organizations and society.


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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.


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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 fivefeatures of organizations that either

promote or obstruct success: structures,

cultures, organizational learning,managerial behavior, and power and

politics.


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Weakness of Emergent Approach

Management had a plan and a timeframe for thesuccessful management of change, but

they were not prepared for the very differentcontextual conditions and local operatingcultures 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, orcould be accommodated for, in planning theprocess of change.


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Fifty to ninety percent judgment related tothis approach is that there is a little or nocontribution to organizational goals. a lot

of ideas presented in it but only fewbecome successful failure is an inevitablepart of development process.due tofailure of it is a loss of investmentfailure

can also lead of morale among employeesand further high resistance to change infuture.

Weakness of Emergent Approach


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Conclusion

It can sometimes be hard to separate out 'thedevelopment', project management, and changemanagement. In practice, these three components areintertwined in order to deliver a positive outcome to the

organization. However, there is value in separating outthe components. First, thinking about the threecomponents separately makes it easier to define andhelp others understand these distinct elements.Second, separating out these three components is a

solid first step when troubleshooting on a particularproject that may not be moving ahead as expected.

development in change management.ppt

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