1. CHANGE MANAGEMENT
Prepared by :-
Mehul Rasadiya
(K.K.Parekh Institute of Management Studies)
(Amreli)
Mehul Rasadiya

2. CHANGE MANAGEMENT
Definition: -
Change management is a structured approach to
transitioning individuals, teams, and organizations from
a current state to a desired future state.
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3. CHANGE MANAGEMENT PROCESS
Two parts of changes management process
• Organizational Change Management
• Individual Change management
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4. ORGANIZATIONAL CHANGE MANAGEMENT
It is imperative for organization to manage changes
going on at two levels: one at external environmental
level and second is at internal managerial level.
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5. INDIVIDUAL CHANGE MANAGEMENT
From individual's perspective – learning means change
in knowledge, skills and attitude. Similarly individual
has to manage changes taking place not only on the job
but also socially.
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6. Nature of changes
1. Human process interventions at the individual, group,
and total system levels.
2. Interventions that modify an organization's structure
and technology.
3. Human resource interventions that seek to improve
member performance and wellness.
4. Strategic interventions that involve managing the
organization's relationship to its external.
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7. TYPES OF THE CHANGES
1. System versus subsystem change
2. Transformational Versus Incremental Change
3. Remedial Versus Developmental Change
4. Unplanned Versus Planned Change
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8. KURT LEWIN MODEL
1. Unfreeze stage
2. Change Movement
3. Refreeze
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9. UNFREEZE STAGE
1. we have to create tension amongst the recipient of
change.
2. The reason is to break the personal defences and
group norms psychologically.
3. The undermining and destruction of all social support.
4. Demeaning and humiliating experience to help
individual.
5. The consistent linking of reward with willingness to
change.
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10. CHANGE MOVEMENT
1. This means a movement from existing to the desired
form.
2. Stage in transition is known as “crazy period.
3. Important thing is to follow the desired objectives or
system in a consistently.
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11. REFREEZE
1. Once the new objective or desired state of affairs has
been achieved the problem with this phase is to
institutionalize the new system so that people might not
revert back to the older ways of doing things. The
purpose in this phase is to stabilize new learning. This
can be done through behavioral reinforcement.
2. There is an explicit recognition to the fact that change
will be resisted.
3. This resistance can be overcome thru management and
good leadership.
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12. GENERAL MODEL OF CHANGE
MANAGEMENT
1. Anticipate the need of change
2. Entering and contracting
3. Diagnosis
4. Implementation the change
5. Evaluation and institutionalization
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13. ANTICIPATE THE NEED OF CHANGE
1. Before a program of change can be implemented, the
organization must anticipate the need for change.
2. The first step is the manager's perception that the
organization is somehow in a state of disequilibrium or
3. needs improvement. The state of disequilibrium may
result from growth or decline or from competitive,
4. technological, legal, or social changes in the external
environment. There must be a felt need, because only
5. felt needs convince individuals to adopt new ways.
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14. ENTERING AND CONTRACTING
1. The first set of activities in planned change concerns
entering and contracting.
2. Entering an organization involves gathering initial data
to understand the problems facing the organization or
the positive opportunities for inquiry.
3. Organizations do not get beyond this early stage of
planned change because of disagreements.
4. About the need for change surface, resource constraints
are encountered.
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15. DIAGNOSIS
1. In this stage of planned change, the client system is carefully
studied.
2. Diagnoses can .focus on understanding organizational
problems, including their causes and consequences, or on
identifying the organization's positive attribute.
3. Diagnostic models for analyzing problems explore three levels
of activities.
4. Organization issues represent the most complex level of
analysis.
5. Individual-level issues involve the way jobs are designed.
6. Describes how data can be gathered through interviews,
observations, survey instruments.
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16. IMPLEMENTATION OF THE CHANGE
1. In this stage, organization members and practitioners
jointly plan and implement change program .
2. They design interventions to achieve the organization's
vision or goals and make action plans to implement
them.
3. There are several criteria for designing interventions,
including the organization's readiness for change, its
current change capability, its culture and power
distributions, and the change agent's skills and abilities.
4. It includes motivating change, creating a desired future
vision of the organization, developing political support,
managing the transition toward the vision, and
sustaining the change.
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17. EVALUATING AND INSTITUTIONALIZING
CHANGE
1. The final stage in planned change involves evaluating
the effects of the intervention and managing the
institutionalization of successful change programs.
2. Feedback to organization members about the
intervention's results provides information about
whether the changes should be continued, modified, or
suspended.
3. Institutionalizing successful changes involves
reinforcing them through feedback, rewards, and
training.
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18. TACTICS OF CHANGE
1. Timing of change
2. Dismissals, Job Losses and Delayering
3. Visible Short Term Wins
4. Promoting Winners
5. Empathy and support
6. Communication
7. Participation and involvement
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19. A WORD OF THANKS
I would like to thank for all the respected faculty members
for joining me in presentation.
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20. Mehul Rasadiya