managing the consequences of change
DESCRIPTION
Managing the Consequences of Change. Managing the Consequences of Change. Aim of session: To give the Manager a recognition of the direct and indirect aspects of change. Managing the Consequences of Change. Learning Outcomes: At the end of this session the student will be able to: - PowerPoint PPT PresentationTRANSCRIPT
Managing the Consequences of Change
Managing the Consequences Managing the Consequences of Changeof Change
Aim of session:
To give the Manager a recognition of the direct and indirect aspects of change
Managing the Consequences Managing the Consequences of Changeof Change
Learning Outcomes:
At the end of this session the student will be able to:
Understand the consequences for the organisation, or maintaining the status quo
Appreciate the “ripple effects” of change throughout an organisation
Managing the Consequences Managing the Consequences of Changeof Change
Learning Outcomes cont.
Identify the human and financial implications for the organisation, teams and individuals
Managing the Consequences Managing the Consequences of Changeof Change
There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the creation of a new system. For the initiator has the enmity of all who would profit by the preservation of the old institutions, and merely lukewarm defenders in those who should gain by the new ones.
(Machiavelli)
Managing the Consequences Managing the Consequences of Changeof Change
75% of all transformation efforts fail50 – 75% of re-engineering projects failWhy?
Managing the Consequences Managing the Consequences of Changeof Change
Why Failure?Ill prepared employeesDisregarding the domino effectGoals set are too far in the futureChange programme has no clear visionMisunderstanding of what change isNot a quick fix
Managing the Consequences Managing the Consequences of Changeof Change
Why Failure? – Individual resistanceHabitLoss of freedom/inconvenienceEconomic implicationsFear of unknownPast security
Managing the Consequences Managing the Consequences of Changeof Change
Why Failure? – Organisational resistanceMaintaining stabilityInvestment in resourcesPast contracts/agreementsThreats to power/influence
Managing the Consequences Managing the Consequences of Changeof Change
The direct and indirect effects and consequences of change on people, departments, teams, and the organisation can cause “stress”.
Managing the Consequences Managing the Consequences of Changeof Change
What do we mean by “stress”
– A shortened form of “distress”
(Linked to creating nervous tension, worry, feeling pressured, being tense)
– Perceptions vary
Managing the Consequences Managing the Consequences of Changeof Change
Stress is a mismatch between what is demanded of an individual and what they are able to do
When a person cannot cope with what is demanded and cannot deliver what they have to do, this can lead to feeling negatively pressured
Managing the Consequences Managing the Consequences of Changeof Change
Stress is not:Routine pressure of workMeeting deadlinesHard workNegotiating, competing, arguingGreat responsibilityBoredom or conflict
Managing the Consequences Managing the Consequences of Changeof Change
Some stress can be positive– Fight or flight syndrome– Surge of adrenalin– Extra boost of energy
NB: if positive stress wears off and turns to negative stress, then becomes detrimental
Managing the Consequences Managing the Consequences of Changeof Change
Most environments are stressful to live and work in!
We subject ourselves to pressureChange in organisations is here to stayNot a weakness or a failure to own up to
suffering stress, or stress-related illness
Managing the Consequences Managing the Consequences of Changeof Change
Seven most stressful events that could occur in our lives on a scale of 0-100:
Death of spouse/partner 100 Divorce 73 Marital Separation 65 Jail sentence 63 Death in family 63 Personal injury/serious illness 53 Marriage 50
Managing the Consequences Managing the Consequences of Changeof Change
Recognising stress is critical in minimising its detrimental effects on both individual and the organisation.
Stress can manifest itself in various waysAs a Manager, being alert to potential
symptoms is part of Duty of Care
Managing the Consequences Managing the Consequences of Changeof Change
Symptoms/signs of possible stress displayed:Nervousness and anxietyInability to relaxImpatience and hostilityDepression, loss of perspectiveAlways blaming othersInsecurity
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Symptoms/signs cont.Inability to concentrateForgetfulnessLoss of humourIndecisionOften illGaining/losing weight
Managing the Consequences Managing the Consequences of Changeof Change
Stress can be sub-divided– Personal versus work related causes– Internal versus external causes
NB:
In order to manage stress, have to take account not only of events and circumstances that cause stress, but how individuals perceive those circumstances.
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How not to manage stress! Starting to smoke/smoking more Alcohol Working longer hours Blaming others Being an ostrich Self guilt Over eating/not eating
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What can you do to assist in minimising adverse effects of stress?
Which indicators could you use to measure any stress in an organisation?
What could you do to overcome stress at work in one of your employees?
Managing the Consequences Managing the Consequences of Changeof Change
Recap Key Points:Stress can be defined Stress is not always negativeEveryone suffers a degree of stressIt is possible to establish whether you are
suffering stressAs a Manager you are able to reduce stress
levels for employees most of the time
Managing the Consequences Managing the Consequences of Changeof Change
Key points cont:Understand stress has detrimental
consequences There are number of different causes of
stressDifferent ways to manage stressManaging stress promptly
Managing the Consequences Managing the Consequences of Changeof Change
The effects of change in an organisation on
individualsTeams broken up/reformed - imbalancesNew tasks, new responsibilitiesStaff relocation, travelling timesFinancially detrimentalCreates “ripple effect”
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Possible effects on individuals cont:If change is linked to merger, purchase
– New culture– New rules, regulation, procedures– New management– Perhaps new equipment, products, processes
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Consequences for the organisation of change or maintaining the status quo. Consider:Responding to external pressures/changes
(PESTLE analysis)Responding to market forces, competitor
behaviour (SWOT)Determining what has to change (if
anything)
Managing the Consequences Managing the Consequences of Changeof Change
Organisational change/maintaining status quoCont.:Planning change, allocating resourcesImplementing, contingency, monitoring and
reviewing outcomesBeing aware of Barriers to Change in
people(resistance) & organisation (why change fails)
Managing the Consequences Managing the Consequences of Changeof Change
Being aware of the effect of too much change, and ripple effect of change
Being aware of past failures, poorly planned & implemented change
Being aware of consequences of not changing
Evaluation and consolidation of change
Managing the Consequences Managing the Consequences of Changeof Change
Evaluation of Change:Did change achieve its objectives?What was the effect on the organisation’s
performance?– Internally– Externally– Culturally