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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.