MANAGEMENT OF CHANGE PDF

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(pdf) | ISBN (epub). Subjects: LCSH: Organizational change— Management. Classification: LCC HDB | DDC /06—dc change management and tips/tools on how you can lead a successful and rewarding organizational change initiative. The guide focuses on two streams; the. Download free eBooks at bartlocawinlo.ml Click on the ad to read more. Change Management. 4. Contents. Contents. List of Figures. 6. 1. Change Management.


Management Of Change Pdf

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The central focus of this case study is to advance knowledge regarding employees' understanding of change and change management within. The subject of this thesis is change management and tools relating to it. Even though the subject matter itself is timeless, recent acceleration. the task of managing change, (2) an area of professional practice, (3) a body of knowledge and (4) a control mechanism. It also examines change management.

Change Management Process

Secondly, there is organizational change. Change management requires understanding how both an individual and an organization can transform.

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Obviously, change is much less complicated when the goals of both are in alignment. When change is proposed or required, people will often initially go into denial.

It may be about whether the change is necessary, whether it will really happen, or if it will personally affect them.

Soon after, they will frequently get resistant or even angry—they may not believe the change is warranted, or they may not believe it is actually an improvement. Traditional Change Model Click image to get slides After people move past their resistance, they tend to begin exploring the potential of a change.

They will eventually move to acceptance, and possibly even become an advocate. Most people move through this process at their own pace. Some leap ahead, skipping steps. Others stay put for extended periods, and some bounce around, but the basic steps are similar. Awareness: Create awareness of the change Desire: Develop a desire in the individual to support the change Knowledge: Create an understanding of what the team needs to do to change Ability: Turn the knowledge into the ability to support the change Reinforce: Follow up to make the changes permanent Understanding and managing changes that will inevitably occur in an organization is a monumental task.

In fact, this is a frequent failing of leaders when practicing continuous improvement. In many cases, the failure occurs before the project even starts. Change management becomes even more challenging when there are contradictory messages. Consider how receptive a team member would to a change if immediately after hearing an announcement about record profits, a hiring freeze and cost cutting program were initiated.

Regardless of the causality—the continued focus on cost cutting is what enables the company to continue posting record profits —when people are not convinced of the need, it is hard to get them on board.

There is also a natural resistance to change in people. They find comfort in consistency. That is one of the reasons that fast food chains are so popular.

Eight-Step Change Management Process

People love to have the comfort of knowing what the menu will be, how the place will look, and what the food will taste like. I find that at some of the restaurants that I like, I always look at the menu, and still order one of just a few items. Drivers will take the same route to work every day. People will keep the same hairstyle for years. They take comfort in continuity. On occasion, though, people do have to make a change.

When they make the decision to change on their own, it is hard enough. When they are told they have to change, it can be nearly impossible. That aspect makes change management at work particularly hard. In most cases, changes are directed, rather than chosen.

Externally initiated change challenges that security. People may feel as though they will not be as effective when the change is implemented.

They may feel protective of the comfort they have developed in their job, and feel that change is threatening that. The may feel more at risk when changes occur.

They may not believe they will like the change. They may simply feel as though the change will be harder. Change management requires understanding how both an individual and an organization can transform.

Obviously, change is much less complicated when the goals of both are in alignment. When change is proposed or required, people will often initially go into denial. It may be about whether the change is necessary, whether it will really happen, or if it will personally affect them. Soon after, they will frequently get resistant or even angry—they may not believe the change is warranted, or they may not believe it is actually an improvement. Traditional Change Model Click image to get slides After people move past their resistance, they tend to begin exploring the potential of a change.

They will eventually move to acceptance, and possibly even become an advocate. Most people move through this process at their own pace. Some leap ahead, skipping steps.

Others stay put for extended periods, and some bounce around, but the basic steps are similar. Awareness: Create awareness of the change Desire: Develop a desire in the individual to support the change Knowledge: Create an understanding of what the team needs to do to change Ability: Turn the knowledge into the ability to support the change Reinforce: Follow up to make the changes permanent Understanding and managing changes that will inevitably occur in an organization is a monumental task.

In fact, this is a frequent failing of leaders when practicing continuous improvement. In many cases, the failure occurs before the project even starts.

Change management becomes even more challenging when there are contradictory messages. Consider how receptive a team member would to a change if immediately after hearing an announcement about record profits, a hiring freeze and cost cutting program were initiated.

Implementation of Payroll in Tally.ERP 9

Regardless of the causality—the continued focus on cost cutting is what enables the company to continue posting record profits —when people are not convinced of the need, it is hard to get them on board. There is also a natural resistance to change in people.

They find comfort in consistency. That is one of the reasons that fast food chains are so popular. People love to have the comfort of knowing what the menu will be, how the place will look, and what the food will taste like.

I find that at some of the restaurants that I like, I always look at the menu, and still order one of just a few items. Drivers will take the same route to work every day. People will keep the same hairstyle for years. They take comfort in continuity.

On occasion, though, people do have to make a change. When they make the decision to change on their own, it is hard enough. When they are told they have to change, it can be nearly impossible. That aspect makes change management at work particularly hard. In most cases, changes are directed, rather than chosen.

Externally initiated change challenges that security. People may feel as though they will not be as effective when the change is implemented. They may feel protective of the comfort they have developed in their job, and feel that change is threatening that. The may feel more at risk when changes occur. They may not believe they will like the change.

They may simply feel as though the change will be harder. They may even feel insecure about their ability to perform in the new environment.

When you have a clear vision, your team members know why they are working on the change initiative and rest of the staff know why your team is doing the change.

Step 4: Communication of Vision Deriving the vision is not just enough for you to implement the change. You need to communicate your vision across the company. This communication should take place frequently and at important forums. Get the influential people in the company to endorse your effort. Use every chance to communicate your vision; this could be a board meeting or just talking over the lunch. Step 5: Removing Obstacles No change takes place without obstacles.

Once you communicate your vision, you will only be able to get the support of a fraction of the staff. Always, there are people, who resist the change. Sometimes, there are processes and procedures that resist the change too!

Always watch out for obstacles and remove them as soon as they appear. This will increase the morale of your team as well the rest of the staff. Step 6: Go for Quick Wins Quick wins are the best way to keep the momentum going.

Change Management (+ 9-Page Lean PDF)

By quick wins, your team will have a great satisfaction and the company will immediately see the advantages of your change initiative. Every now and then, produce a quick win for different stakeholders, who get affected by the change process.It also requires that leaders know their teams and understand the factors that affect job satisfaction within the organization.

Since this process has shown results for many Fortune companies, Kotter's approach should be considered with respect. This will make your idea well received when you start your initiative. Many people will be complaining about changes.

Initial Steps to Change Management: Conduct change management training. Think of the response to change as a matrix. Team Members: Go to your favorite restaurant and order something that you have never ordered before while wearing something that you would not normally wear.

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Please check my other articles. I have always been a very creative person and find it relaxing to indulge in parallel bars. I enjoy reading books physically .
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