Download to read offline
More Related Content
Similar to Change management in an organization.20
Change management in an organization.20
- 1. BY ROSE NANNA CHARTERED ADMINISTRATOR(ACIA)NIG ROYAL CHARTERED MANAGER (ACMI) UK CHARTERED MANAGEMENT CONSULTANT (ChMC) CANADA
- 2. LEARNING OBJECTIVES Employerswill know how to introduce change systematically Employees will be prepare on how to accept change Employer and employee will know how to manage change Understanding the type of change and how it work
- 3. Cont’d Achieving goodimplementation of change Understand the flexibility process during change management. Knowing the important of change
- 4. INTRODUCTION It’s aprocess of achieving good implement of change by planning and introducing change systematically and you must take into account the resistance. Change is often said to be constant in organization change must be flexibly to the organizational goal Change often take place incrementally but it can take the form of a transformation. Change should not be treated simplistically.
- 5.
- 6. TYPES OF CHANGE Strategic Change: this is a long term change, it all about the future state of the organization. Operational Change: this relate to a new systems, procedures or technology that will have immediate effect. Transformational Change: this is a process of radically altering the organization strategic. It is called the second order or “gamma.”
- 7. STEPS TO ACHIEVE TRANSFORMATIOMATIONAL CHANGE Establish a sense of urgency. Form a powerful guiding coalition. Create a vision Communicate the vision. Empower others to act on the vision. Plan for and create short term wins. Consolidate improvement Institutionalize new approaches.
- 8.
- 9. MAJOR BARRIES TOEFFECTIVE ORGANIZATIONAL CHANGE Resistance to Change Inadequate Sponsorship Unrealistic Expectations Poor Project Management Case for Change Not Compelling Project Team Lack Skill Scope Expansion/ Uncertainty No change Management Program Not Horizontal Process View IT Perspective Not Integrated
- 10. RESISTENCE TO CHANGE People resist change because they see it as threat to their familiar or usual pattern of behaviour. Shock of the new High level of stress Loss of momentum Symbolic fears
- 11.
- 12. SOURCES OF RESISTANCE Inconvenience Competence fear Economic fear Fear of unknown Selective information Threat to status or skill
- 13. cont Sources of Resistance toChange Level OneLevel One Level TwoLevel Two HonestHonest DisagreementDisagreement Lack ofLack of InformationInformation EmotionalEmotional IssuesIssues PersonalPersonal ReasonsReasons
- 14. Overcoming resistance tochange This is to analysis the potential impact of change : Involvement in the change process Education and communication Facilitation and support . Negotiation Manipulation Coerosion.
- 15.
- 16.
- 17. CHANGE PROCESS Startswith awareness and need for change. You have to diagnosed directly or indirectly. Identified and evaluate them. Made a choice of preferred action.
- 18. GUIDELINES FOR CHAGE MANAGEMENT Strong commitment visionary leadership from top. Temperament and leadership skill People support what they help to create Reward system should be encourage and recognize . Change will also involve failure as success. There are also people who act as champion of change The essential of change should be explain.
- 19. Cont’d Outputs of Phase1: Change characteristics profile Organizational attributes profile Change management strategy Change management team structure Sponsor assessment, structure and roles
- 20. Outputs of Phase2: Communication plan Sponsor roadmap Training plan Coaching plan Resistance management plan
- 21. Cont’d Outputs of Phase3: •Reinforcement mechanisms •Compliance audit reports •Corrective action plans •Individual and group recognition approaches •Success celebrations After action review
- 22. Guideline For Implementing ChangeTo Be Effective Motivate in order to achieve change. Manage the transition by making organization arrangement Shape the dynamic of changes Build in stability of structure and processes to serve as anchors for the people.
- 23. Change model Unfreezing-: overcome the pressure of both groups and individual Movement or Transition -: using force to increase the speed of change. Refreezing -: stabilizing the change by introducing anew response by evaluation.
- 24. The Kurt Lewin ChangeManagement Model
- 25. Importance of change Its concern with the future It enable you to do things differently Managers develop new strategy Its enable mangers and staff to be focus Its brings integration to management policies Change is significant
- 26. IMPACT OF EFFECTIVECHANGE MANAGEMENT.
- 27. BACKGROUND: In 2006.Texas Children Hospital began expansion which includes the erection of four new buildings, and the addition of new service line and programs, leading to a large increase in employee resources. By 2010, the organization is expected to grow from 6,600 to 9,000 employee and increase medical staff by 70%. Simultaneously, the organization is transitioning from a paper to an electronic medical record system, this will promote instant communication between the primary care and specialty services while also allowing on-going access information for research purposes.
- 28. Change management overview. A change management team was created and partnered with the project implementation team and organizational leaders to facilitate the activities design to reduce employee resistance and build commitment for the implementation. The local leaders selected individuals to make up a Change Agent Net work they served as peer champions.
- 29. Question: I havethe skills and knowledge to effectively complete my tasks
- 30. Question: I understandhow the new system will impact my daily work.
- 31. Question: I havesufficient information about the project.
- 32.
- 33.