2. LEARNING OBJECTIVES
Employers will 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 good implementation of change
Understand the flexibility process during change
management.
Knowing the important of change
4. INTRODUCTION It’s a process 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.
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.
9. MAJOR BARRIES TO EFFECTIVE
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
12. SOURCES OF RESISTANCE
Inconvenience
Competence fear
Economic fear
Fear of unknown
Selective information
Threat to status or skill
13. cont
Sources of
Resistance to Change
Level OneLevel One Level TwoLevel Two
HonestHonest
DisagreementDisagreement
Lack ofLack of
InformationInformation
EmotionalEmotional
IssuesIssues
PersonalPersonal
ReasonsReasons
14. Overcoming resistance to change
This is to analysis the potential impact of change :
Involvement in the change process
Education and communication
Facilitation and support .
Negotiation
Manipulation
Coerosion.
17. CHANGE PROCESS
Starts with 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 Phase 1:
Change characteristics profile
Organizational attributes profile
Change management strategy
Change management team structure
Sponsor assessment, structure and
roles
20. Outputs of Phase 2:
Communication plan
Sponsor roadmap
Training plan
Coaching plan
Resistance management plan
21. Cont’d
Outputs of Phase 3:
•Reinforcement mechanisms
•Compliance audit reports
•Corrective action plans
•Individual and group recognition
approaches
•Success celebrations
After action review
22. Guideline For Implementing
Change To 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.
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
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 have the skills and
knowledge to effectively
complete my tasks