Organizational change implementation

1. Effective Implementation of
Change
Submitted by :
Kavita Khorwal
Vidushi Gupta
Himanshu

2. WHAT IS AN ORGANISATIONAL
CHANGE?
 Organizational Change is the process in which an
organization changes its structure, strategies, operational
methods, technologies, or organizational culture
 Organizational Change is the process by which organizations
move from their present state to some desired future state to
increase their effectiveness.
 Organizational Change can be continuous or occur for distinct
periods of time.

3. EFFECTIVE ORGANISATIONAL
CHANGE
Key steps to effective organizational change :-
 Clearly define the change and align it to business goals.
 Determine impacts and those affected.
 Develop a communication strategy.
 Provide effective training.
 Implement a support structure.
 Measure the change process.

4. ORGANISATIONAL CHANGE
IMPLEMENTATION
 As an organization grows and evolves, it will experience
change. Implementing change can be a challenge if
improper techniques are used.
 Developing efficient ways to introduce and implement
change can ease the stress your staff feels when change is
introduced.
 It can also help your vendors, customers and business
partners adjust to any changes in the way you do business.

5. STRATEGIES FOR IMPLEMENTING
CHANGE
 THE TOPS – DOWN STRATEGY :
 THE BOTTOM UP STRATEGY

6. • THE TOPS – DOWN STRATEGY :
It follows that it is the management’s responsibility to
design the changes it deems appropriate and to
implement these thoroughly but quickly by directives
from the top.
The basic psychological contract between employees
and management, it is assumed, is one in which the
employee provides work, effort and commitment and
expects in return pay, benefits, and a clear definition of
what is expected to be done.

7. • THE BOTTOM UP STRATEGY:
People welcome change and the opportunity to
contribute to their own productivity, especially if
the change gives them more variety in their work
and more autonomy.
These managers assume people have a
psychological contract which includes an
expectation that they be involved in designing
change as well as in implementing it.

8. Steps to Implementing
Change
1. Management Support for Change
2. Case For Change
3. Employee Involvement
4. Communicating the change
5. Implementation
6. Follow Up
7. Removing Barriers
8. Celebrate

9. 1. Management Support for Change –
Employees develop a comfort level when they
see management supporting the process.
It is critical that management shows support
for changes and demonstrates that support
when communicating and interacting with
staff.

10. 2. Case for Change –
No one wants to change for change sake, so it
is important to create a case for change.
A case for change can come from different
sources. It can be a result of data collected
on defect rates, customer satisfaction survey,
employee satisfaction survey, customer
comment cards, etc.

11. 3. Employee Involvement –
All change efforts should involve employees at
some level.
Organizational change, whether large or small,
needs to be explained and communicated,
specifically changes that affect how employees
perform their jobs.

12. 4. Communicating the Change –
Communicating change should be structured and
systematic.
When there is poor communication and the rumor
mill starts spreading rumors about change, it can
create resistance to the change.
Being proactive in communications can minimize
resistance and make employees feel like they are
part of the process.

13. 5. Implementation
Once a change is planned, it is important to have
good communication about the roll-out and
implementation of the change.
For instance, if your organization is upgrading its
software program, employee training should be
done before the software is installed on their
computers.

14. 6. Follow-up
Whenever a change is made it is always good to
follow-up after implementation and assess how the
change is working and if the change delivered the
results that were intended.
Sometimes changes exceed target expectations but
there are occasions that changes just don’t work as
planned. When this is the case, management should
acknowledge that it didn’t work and make
adjustments until the desired result is achieved.

15. 7. Removing Barriers
Sometimes employees encounter barriers when
implementing changes.
Barriers can be with other employees, other
departments, inadequate training, lacking
equipment or supply needs.
Sometimes management also needs to deal with
resistant or difficult employees.
.

16. 8. Celebrate -
It is important to celebrate successes along the
way as changes are made. Celebrating the small
changes and building momentum for bigger
changes are what makes employees want to
participate in the process.
When employees understand why a change is
made and are part of the process for planning and
implementing the change, it allows for a better
chance for successful implementation.

17. Case studies -
Organizations That Failed To
Implement An Effective Change:
 Motorola -
Motorola demonstrated the first handheld phone in 1973. Even
though Motorola kept producing various versions of its cellphone,
they failed to see that customers wanted innovation in software
rather than hardware. Clearly lacking market knowledge,
Motorola’s new products in the early 2000S weren’t enough to grow
the business.
The products weren’t user-friendly and Motorola completely missed
the movement to 3G. Essentially, Motorola didn’t implement 21st-
century communication to its products, making it hard to compete
with smartphones on the market.
On August 2011 Motorola was acquired by Google. On Motorola
going out of business, CEO Greg Brown stated in an interview that
“Failure was our fault, not economy.”

18. Organizations That Were successful
To Implement An Effective Change:
Microsoft
 Microsoft is one of those companies that is continuously
evolving – both internally and externally. One of their
most notable recent changes came from a product
innovation involving their Microsoft Office offerings. In
2016, Microsoft decided to reorganize its Office unit to
combine everything into one application as opposed to
selling individual products. The company combined
PowerPoint, Word and Sway into one app, and Excel and
Access in another.
 The idea behind the move, according to Julie Larson-
Green, Chief Experience Officer for Microsoft’s
Applications and Services group, was to “think more
broadly and more deeply about the future of those
technology areas and the future of that kind of content
creation rather than focusing so much on the individual
applications themselves.”

19. THANK YOU