Leading And Managing Change

Feb 27, 200928 likes6,972 views

The document discusses key activities for effective change management including motivating change, overcoming resistance to change, and creating a vision. It describes creating readiness by revealing discrepancies and conveying positive expectations. Overcoming resistance involves empathy, communication, and participation. Creating a vision includes describing a bold, valued future state for the organization with specific goals and a description of what the organization will look like to achieve those goals. Developing political support and sustaining momentum are also discussed.

Leading and Managing Change Chapter 10 Dr. Berri O’Neal Management 594

Activities Contributing to Effective Change Management Motivating Change Creating Readiness for Change Sensitize Organizations to pressures for change Reveal discrepancies between current and desired states Convey credible positive expectations for the change

Overcoming Resistance to Change – Three Major Strategies Empathy and Support Communication Participation and Involvement

Creating a Vision The second activity in leading and managing change involves creating a vision of what members want the organization to look like or become. Describing the Core Ideology

Constructing the Envisioned Future The envisioned future typically includes the following two elements that can be communicated to organization members: Bold and Valued outcomes. Descriptions of envisioned futures often include specific performance and human outcomes that the organization or unit would like to achieve.

For example, BHAGs (Big, Hairy, Audacious Goals) are clear, tangible, energizing targets that serve as rallying points for organization action. They can challenge members to meet clear target levels of sales growth or customer satisfaction, to overcome key competitors, to achieve role-model status in the industry, or to transform the organization in some meaningful way. For example, in 1990 Wal-Mart Stores made a statement of intent “to become a $125 billion company by the year 2000.”

2. Desired future state. This element of the envisioned future specifies, in vivid detail, what the organization should look like to achieve bold and valued outcomes.

Developing Political Support Assessing Change Agent Power Sources of Power Strategies Identifying Key Stakeholders Influencing Stakeholders Managing the Transition Activity Planning Organization as a Transition State Commitment Planning Change Management Structures…. (Continued, Next Slide) Learning Processes

Change Management Structures The executive or head person manages the change effort A project manager temporarily is assigned to coordinate the transition A steering committee of representatives from the major constituencies involved in the change jointly manage the project

Natural leaders who have the confidence and trust of large numbers of affected employees are selected to manage the transition A cross section of people representing different organizational functions and levels manages the change A “kitchen cabinet” representing people whom the chief executive consults with and confides in manages the change effort

Sustaining Momentum Providing Resources for Change Building a Support System for Change Agents Developing New Competencies and Skills Reinforcing New Behaviors Staying the Course

This document summarizes key points from a two-day training course on leading and managing change. Day one focused on beliefs about change, coaching staff through change, and stakeholder analysis. Day two covered reasons for resistance to change, using Lewin's force field model to address resistance, and Kotter's eight steps for change. It also discussed managing transitions through the change curve and ensuring beginnings, middles, and endings are properly addressed. The document concludes with the attendee reflecting on taking a clear vision and communication approach to changes in their own team.

Change management PMIPMILebanonChapter

Leading and Managing ChangeAshford University

The document provides an overview of organizational change for business students. It begins with introductions of the presenters and their backgrounds. They discuss theories of organizational change, including Lewin's force field model and Kotter's 8 steps. The presentation covers types of change, reasons for resistance to change, influencing change, communicating change, and leading change. Models of change implementation and management are presented to provide a theoretical and practical understanding of organizational change.

Understanding, Initiating and Managing Change by Catherine AdenleCatherine Adenle

Explore the framework for understanding, initiating and managing change. Change management in organizations can take place when new business processes, changes in organizational structure, change in systems, cultural changes within an enterprise etc., take place. Simply put, change management in organization addresses all aspects of change especially the people side of change management.All you need to know about Change Management is packaged within this presentation. #changemanagement #managingchange

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This document provides an overview of a workshop on change leadership, focusing on the people side of change. It defines different types of change and models for how individuals experience and respond to change. The workshop agenda covers defining change, managing change through the ADKAR model of raising Awareness, building Desire, increasing Knowledge, developing Ability, and providing Reinforcement. It also discusses leading change using Kotter's eight steps of creating urgency, building a guiding coalition, developing a vision, communicating the vision, empowering others, creating short-term wins, building on improvements, and anchoring changes in the organizational culture. Templates are provided to help with change impact analysis, communication planning, and managing resistance to change initiatives.

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This document discusses organizational change and development. It defines organizational change as the process by which an organization moves from its current state to a desired future state to increase effectiveness. It notes that change can be driven by internal forces like workforce issues or external forces like technological changes. The document also outlines the typical phases in a planned change process - unfreezing, moving, and refreezing. It discusses various types of resistance to change at the individual, group, and organizational levels and strategies to minimize resistance like communication, training, employee involvement, and negotiations. Finally, it defines organizational development as a continuous, planned process using behavioral science to improve communication, problem solving, and learning within an organization.

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The document discusses various aspects of organizational change including: 1. The nature of change being vital to avoid stagnation and being a constant process rather than a single event. 2. Historical, political, management, organizational, people, and cultural components influencing change. 3. External forces like globalization and internal forces like organizational silence driving change. 4. The relationship between stability and change in organizations. 5. Reasons for resistance to change like insecurity, fear, and uncertainty. 6. Reactive versus proactive responses to change opportunities and threats.

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Change happens to us every day. As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success. This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.

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Change transition management.....Moch Kurniawan

The document discusses change management and how to effectively manage change within an organization. It covers common reactions to change like resistance and doubt. It also discusses the importance of leadership involvement, communication, and training to help transition people through change. Key aspects of change management include defining the current and future states, identifying stakeholders, creating a vision and roadmap, addressing resistance, and monitoring progress.

Change managementSanchita Singh

This document provides an overview of key principles and activities for effective change management in corporate transformations. It discusses (1) principles of change including that change is a process enabled not managed and behavioral change occurs at the emotional level, (2) five key activities for change management - motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, and (3) additional concepts like overcoming resistance to change, roles in organizational change, and skills needed by change agents.

The Process of Change / TransformationSubbuiyer

Change Management Fundamentals PowerPoint Presentation SlidesSlideTeam

Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.

Managing change slideKulkeshKumar

The document discusses managing change in organizations. It defines change management as the process of managing people through change to achieve business goals. It explains that change is important for organizations to keep pace with technology, customer demands, and business processes. The document outlines a 4R framework for rolling out change, including restructuring, revitalizing, reframing, and renewal. It also discusses the three stages of change management: coming to grips with the problem, working through the change, and attaining and sustaining improvement.

Change Managementtutor2u

Royal Mail, Nokia, and Starbucks all faced challenges that required strategic changes. Royal Mail struggled with profitability and modernization. Nokia's market share declined with the rise of smartphones. Starbucks saw its share price drop, so it brought back its founder to refocus on quality. Successful change management requires analyzing the situation, building a vision, planning implementation while overcoming resistance through communication and involvement. Leadership is key to driving strategic change and navigating an organization to a successful turnaround when needed.

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Change Management Yodhia Antariksa

The document discusses key principles and activities for leading corporate transformation and managing change effectively. It identifies five key activities for change management: 1) motivating change, 2) creating a vision, 3) developing political support, 4) managing the transition, and 5) sustaining momentum. It also discusses principles of change, types of resistance to change, and elements needed to enable change like change architecture, communication, and developing leadership, team, cultural and individual capacities.

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This document discusses organizational change, including causes of change, types of changes, models of managing organizational change, and views on organizational change. It covers two main causes of change: internal factors and external factors. There are two types of changes: planned changes that are proactive and deliberate, and unplanned changes that are difficult to anticipate. Several models of managing organizational change are described, including Kotter's 8-step model, Schneider and Beatty's critical success factors model, and Robbins' 3-step model. The role of administration in organizational change is also discussed.

Change managementSushant Golambade

This document provides an overview of change management. It defines change management as a systematic approach to dealing with organizational transitions. It discusses the importance of having an effective vision to guide change efforts. It also outlines principles of change, different forces that can drive change, models of change management, and common responses to and obstacles of change. The document concludes by noting that the nature of change has become more abrupt and impactful in today's context.

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Change Management Readiness for New SupervisorsRobin Weldon-Cope

Change managementsujatakute18

1) The document discusses change management and organizational change, outlining various forces driving change, types of changes, and frameworks for managing change effectively. 2) It provides examples of managing change through Kotter's 8-step model and discusses techniques for each phase of Lewin's 3-step change model including unfreezing, changing, and refreezing. 3) A case example is presented on ICICI Bank's merger with Bank of Madura, highlighting the importance of change management for integrating the smaller bank.

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Leading changeSeta Wicaksana

Leading change through innovation requires strategic leadership that creates ongoing strategic change. Successful change combines top-down and bottom-up approaches to build sustainable capability for change and learning. Organizational change involves disruption to the status quo and can make people feel loss of control, competence, and identity. Leaders must address these feelings and guide people through the journey of change from initial fear and resistance to eventual acceptance and commitment.

Change managementAsmita Deshpande

The document discusses three levels of change management: individual, organizational/initiative, and enterprise. It provides details on each level and how they are related. For individual change management, it discusses understanding how people experience change and supporting successful transitions. For organizational change management, it involves identifying impacted groups and creating plans to ensure successful changes. Enterprise change management embeds processes across an organization to adapt quickly to changes. The document also discusses principles of change management including addressing the human side, starting change at the top levels, involving every layer, and assessing cultural landscapes. It notes challenges for global change management teams with cultural differences. Finally, it summarizes Lewin's change management model of unfreezing, changing, and refreezing processes

Managing Change & TransitionWing Antariksa

The document discusses managing change and transition in organizations. It provides an overview of reasons for change, both external and internal, and covers several classic change management models including Lewin's three-stage model of change and Kotter's 8-step process. The document emphasizes that managing people is crucial for successful change implementation and that creativity and innovation are key drivers of organizational success and change.

Change managementRuhi Beri

Organizational change is defined as changes that impact how work is performed and significantly affect staff. Major types of organizational change include organization-wide vs subsystem change, transformational vs incremental change, and planned vs unplanned change. Factors driving organizational change include globalization, competition, technology, and customer needs. Resistance to change stems from individual fears and organizational barriers. Kotter's 8-stage process provides steps for creating successful organizational change through establishing urgency, building guiding teams, communicating vision, empowering employees, and anchoring changes in culture.

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Leading And Managing Change

1. Leading and Managing Change Chapter 10 Dr. Berri O’Neal Management 594

2. Activities Contributing to Effective Change Management Motivating Change Creating Readiness for Change Sensitize Organizations to pressures for change Reveal discrepancies between current and desired states Convey credible positive expectations for the change

3. Overcoming Resistance to Change – Three Major Strategies Empathy and Support Communication Participation and Involvement

4. Creating a Vision The second activity in leading and managing change involves creating a vision of what members want the organization to look like or become. Describing the Core Ideology

5. Constructing the Envisioned Future The envisioned future typically includes the following two elements that can be communicated to organization members: Bold and Valued outcomes. Descriptions of envisioned futures often include specific performance and human outcomes that the organization or unit would like to achieve.

6. For example, BHAGs (Big, Hairy, Audacious Goals) are clear, tangible, energizing targets that serve as rallying points for organization action. They can challenge members to meet clear target levels of sales growth or customer satisfaction, to overcome key competitors, to achieve role-model status in the industry, or to transform the organization in some meaningful way. For example, in 1990 Wal-Mart Stores made a statement of intent “to become a $125 billion company by the year 2000.”

7. 2. Desired future state. This element of the envisioned future specifies, in vivid detail, what the organization should look like to achieve bold and valued outcomes.

8. Developing Political Support Assessing Change Agent Power Sources of Power Strategies Identifying Key Stakeholders Influencing Stakeholders Managing the Transition Activity Planning Organization as a Transition State Commitment Planning Change Management Structures…. (Continued, Next Slide) Learning Processes

9. Change Management Structures The executive or head person manages the change effort A project manager temporarily is assigned to coordinate the transition A steering committee of representatives from the major constituencies involved in the change jointly manage the project

10. Natural leaders who have the confidence and trust of large numbers of affected employees are selected to manage the transition A cross section of people representing different organizational functions and levels manages the change A “kitchen cabinet” representing people whom the chief executive consults with and confides in manages the change effort

11. Sustaining Momentum Providing Resources for Change Building a Support System for Change Agents Developing New Competencies and Skills Reinforcing New Behaviors Staying the Course

Leading And Managing Change

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