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    Change Management Theories and Strategies: Dr. Tam Weng Wah INTAN, Bukit Kiara

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    Mohd Azmi Arifin
    This document discusses theories and strategies for managing change. It covers why change is necessary, approaches to change like top-down and bottom-up, models for understanding the change process, assessing readiness for change, and dealing with resistance. Key aspects covered include Kurt Lewin's three stage change model of unfreezing, moving, and refreezing; the McKinsey 7S framework; and a four stage model for managing the transition through a change process. Understanding drivers of change and doing analyses of the internal and external environment help assess readiness for change initiatives.

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    Change Management Theories and Strategies: Dr. Tam Weng Wah INTAN, Bukit Kiara

    Uploaded by

    Mohd Azmi Arifin
    1K views42 pages
    This document discusses theories and strategies for managing change. It covers why change is necessary, approaches to change like top-down and bottom-up, models for understanding the change process, assessing readiness for change, and dealing with resistance. Key aspects covered include Kurt Lewin's three stage change model of unfreezing, moving, and refreezing; the McKinsey 7S framework; and a four stage model for managing the transition through a change process. Understanding drivers of change and doing analyses of the internal and external environment help assess readiness for change initiatives.

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    Change management

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    Change management

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    This document discusses theories and strategies for managing change. It covers why change is necessary, approaches to change like top-down and bottom-up, models for understanding the change process, assessing readiness for change, and dealing with resistance. Key aspects covered include Kurt Lewin's three stage change model of unfreezing, moving, and refreezing; the McKinsey 7S framework; and a four stage model for managing the transition through a change process. Understanding drivers of change and doing analyses of the internal and external environment help assess readiness for change initiatives.

    Copyright:

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    Download as ppt, pdf, or txt
    1K views42 pages

    Change Management Theories and Strategies: Dr. Tam Weng Wah INTAN, Bukit Kiara

    Uploaded by

    Mohd Azmi Arifin
    This document discusses theories and strategies for managing change. It covers why change is necessary, approaches to change like top-down and bottom-up, models for understanding the change process, assessing readiness for change, and dealing with resistance. Key aspects covered include Kurt Lewin's three stage change model of unfreezing, moving, and refreezing; the McKinsey 7S framework; and a four stage model for managing the transition through a change process. Understanding drivers of change and doing analyses of the internal and external environment help assess readiness for change initiatives.

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    CHANGE MANAGEMENT THEORIES AND STRATEGIES

    Dr. Tam Weng Wah Leadership Centre INTAN, Bukit Kiara

    OBJECTIVE

    TO ENHANCE PARTICIPANTS
    KNOWLEDGE AND UNDERSTANDING ON THEORIES AND STRATEGIES OF MANAGING CHANGE

    SCOPE
    Why change? Understanding the change process Some approaches to change Dealing with resistance to change Change management model and tools

    WHY CHANGE?

    IN LIFE

    THE ONLY CONSTANT


    IS CHANGE

    WHAT HAPPEN IF WE DONT CHANGE?

    THREE TYPES OF PEOPLE (ORGANISATIONS)

    THOSE WHO MAKE THINGS HAPPEN (LEADERS)


    THOSE WHO WATCH THINGS HAPPEN (SPECTATORS) THOSE WHO WONDER WHAT HAS HAPPENED (VICTIMS)

    DRIVERS OF CHANGE

    ECONOMIC Globalisation

    Culture

    Strategy

    Structure

    SOCIO-CULTURAL

    ECONOMIC 1

    ECONOMIC 2

    P1a

    Globalisation

    Culture 1

    Culture 2

    Strategy 1

    Strategy 2

    Structure 1

    Structure 2

    SOCIO-CULTURAL 1

    SOCIO-CULTURAL 2

    TYPES OF CHANGE

    INCREMENTAL

    TRANSFORMATIONAL

    INCREMENTAL CHANGE

    improving the fit among organisational components (strategy, structure, process, technology, culture) focused and bounded building on existing works

    Procedural Mindset

    Culture

    Strategy

    Structure

    TRANSFORMATIONAL CHANGE

    fundamental redefinition of the organisation (identity, vision, strategy, values)

    involves all organisational components (culture, structure, processes, technology) complete break from the past

    Procedural-Focused Mindset

    Citizen-Focused Mindset

    Culture

    Culture

    Strategy

    Strategy

    Structure

    Structure

    APPROACHES TO CHANGE

    Top-down

    Bottom-up

    Mixed

    Expert

    UNDERSTANDING THE CHANGE PROCESS

    Gap Theory

    Strategy Desired Future State

    Current State

    Rrichard Beckhard & Reuben T. Harris: Organisational Transitions -- Managine Complex Change

    Kurt Lewins Theory


    Kurt Lewins Theory

    Refreeze

    Change
    Unfreeze

    Kurt Lewins Theory


    Unfreeze
    Identifying and share need for change (why) Develop value creating idea (what)

    Making Change Happen


    Motivate people Deal with resistance

    Refreeze
    Follow-up change effort Prepare for next change

    British Airways
    Levels
    Individual

    Unfreezing
    Downsizing (59,000 to 37,000) middle managers New top management team Putting People First

    Movement
    Acceptance of concept of emotional labour Personnel staff as internal consultant Peer support group

    Refreezing
    Continued commitment of top management Promotion of staff with new BA values Top flight Academies

    Open Learning program

    Structure & Systems Use diagonal task-force to


    plan change Reduction in levels of hierarchy

    Profit sharing Opening Terminal 4 Purchase of Chartridge as training centre

    New performance appraisal system based on both behaviour and performance

    Modify budget process

    New, user friendly MIS

    Performance-based compensation system


    Continued use of task forces

    Climate/ interpersonal style

    Redefinition of business service not transportation Top management commitment and involvement

    Greater emphasis on open communication Data feedback on work-unit climate Off-site, team-building meetings

    New uniforms New coat of arms Development and use of cabin-crew teams Continued use of databased feedback on climate and management practices

    ASSESSING THE CHANGE ENVIRONMENT

    Political Security Economic

    Legal

    PESTELS
    Social/ Cultural

    Environmental Technological

    PESTELS Analysis
    Political - changes in government, law &
    regulations, ideologies, etc.

    Economic - macroeconomic factors, levels of


    growth, exchange rates, budget and wage rates, etc.

    Social - demographic trends, lifestyle,


    working practices, attitudes to work and employment, gender roles, etc.

    Technologies - IT, transportation,


    communication, computer, entertainment, etc.

    PESTELS Analysis
    Environmental - changes in the physical
    environment

    Legal - changes in the law and regulations at


    national and international levels that act as constraints

    Security - changes in the security needs of


    the country that have impact on the organization

    Strengths

    Threats

    SWOT

    Weaknesses

    Opportunities

    SWOT Analysis
    Enables an internal analysis of internal aspects that are working or not working well: knowledge working practices working relationships shared values external relationships financial systems customer knowledge

    SWOT Analysis
    Strengths and weaknesses represent
    opportunities for improvement

    Threats may become reality if nothing is done


    to reduce its weaknesses and sustain its
    strengths

    SWOT may result in reductionist approach


    in problem solving

    Internal Environment
    Strengths Weaknesses

    External Environment
    Political Security Legal Economic

    Sociological
    Technological

    Opportunity +ve / -ve

    Threats

    Environmental

    McKinsey 7-S Framework


    Structure Strategy

    Systems

    Shared values
    Skills Style

    Staff

    7-Ss Components

    Strategy - The way in which competitive


    advantage is intended to be achieved. Structure - The way in which tasks and people are divided. Systems - Formal systems and procedures (MIS, PBS, HRMIS, SSB, PMS). Staffing - The people, background, (HRM &HRD).

    7-Ss Components

    Skills - Organisational competencies


    (people, management practices, IT)

    Style - Leadership style of top


    management and overall operating style of organisation (norms)

    Shared values - Widely shared values


    which serves as guiding concepts of what isright and determines priorities.

    Changing Key Factors Key Factors Shared Values Strategy Systems Structures Style Skill Staff What are they now? What they should be?

    RESISTANCE TO CHANGE

    WHY PEOPLE RESIST CHANGE?


    Comfort zone Fear of unknown Loss of power, status, territory or relationship Scepticism and mistrust Lack self-confidence More work No feeling of ownership Apathy Lack incentives Resent being not consulted or kept in the dark Misunderstanding or lack of understanding

    HOW TO DEAL WITH RESISTANCE

    Communication Education

    Facilitation
    Participation

    Negotiation
    Co-option Coercion

    Skill & Will


    Will
    Guide
    coach train explain allow mistakes relax with progress

    Delegate
    set objective, not method praise, dont ignore invoke decision making give stretching tasks dont over-manage

    High

    Direct

    Motivate
    identify reason vision monitor feedback encourage

    Low

    clear briefing build skills provide feedback praise and nurture close supervision

    Low

    High Skill

    A MODEL FOR MANAGING CHANGE


    1. Surface dissatisfaction 2. Promote participation 3. Reward behaviour 4. Provide time & opportunity

    Resistance

    Need to Motivate Change

    Control

    Need to Manage the Transition

    1. Develop clear image 2. Multiple leverage points 3. Transition structures 4. Feedback mechanisms

    Power

    Need to Shape Political Dynamics

    1. Gain support of key groups 2. Use leader behavior 3. Use symbols and language 4. Build in stability

    (Morris & Raben, 1994)

    SUMMARY
    Why change? Understanding the change process Some approaches to change Dealing with resistance to change Change management model and tools

    MESSAGE Although change is inevitable, you still have a choiceto approach it positively and take charge or just be a victim of the continuously changing circumstances!

    THANK YOU

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