1. BY: SHARON SANTIAGO, ROSEMARIE QUINTOS
AND MARILOU TABO

2. Management of Change

4.  Change is the law of nature. It is necessary
way of life in most organization for their
survival and growth.
 Man has to mould himself continuous to meet
new demand and face new situations.
Then the question arise what is the
organization change?
“…the essence of adaption and innovation…”

6. The reason for change are categorized as
follows, change in:
 Business conditions,
 Change managerial personnel,
 deficiency in existing organization patterns,
 Technological and psychological reasons,
 government

7. Anticipatory changes: planned changes based
on expected situations.
Reactive changes: changes made in response
to unexpected situations.
Incremental changes: subsystem adjustments
required to keep the organization on course.
Strategic changes: altering the overall shape or
direction of the organization.

8. External Forces
Internal Forces
 Market Place
 Govt. Laws and
Regulation
 Technology
 Labor market
 Economic Change
 Changes in
organization
Strategies
 Workforce change
 New Equipment
 Employee Attitude

9. Most theories of organizational change
originated from the landmark work of social
psychologist kurt lewin.
Lewin developed a three-stage model of
planned change which explained how to
initiate, manage, and stabilize the change
process.
The three stages are
 unfreezing, changing, and refreezing.

10. The focus of this stage is to create the
motivation to change . In so doing,
individuals are encourage to replace old
behaviors and attitudes with those desired by
management.
Managers can begin the unfreezing process by
disconfirming the usefulness of employees’
present behaviors or attitudes.

11. Because change involves learning, this stage
entails providing employees with new
information, new behavioral models, or new
ways of looking at things.
The purpose is to help employees learn new
concepts or points of view. Role models,
mentor, experts, benchmarking the company
against world-class organizations, and
training are useful mechanisms to facilitate
change

12. Change is stabilized during refreezing by
helping employees integrate the changed
behavior or attitude into their normal way of
doing things. This is accomplished by first
giving employees the chance to exhibit the
new behaviors or attitudes. Once exhibited,
positive reinforcement is used to reinforce
the desired.

14. There are 6 stages
Stage 1-Loss to Safety
In stage 1 you admit to yourself that
regardless of whether or not you perceive the
change to be good or “bad” there will be a
sense of loss of what ”was”.
Stage 2-Doubt Reality
In this stage, you doubt the facts, doubts and
struggle to find information about the change
that you believed is valid. Resentment,
skepticism and blame cloud your thinking.

15. Stage 3-Discomfort to Motivation
You will recognize stage 3 by the
discomfort it brings. The change and all it
means has now become clear and starts to
settle in. Frustration and lethargy rule until
possibility takes over.
The Danger Zone
The Danger Zone represents the pivotal place
where you make choice either to move on to
stage 4 and discover the possibilities the
change has presented or to choose fear and
return to stage 1.

16. Stage 4- Discovery to Perspective
Stage 4 represents the “light at the end of the
tunnel .” Perspective, anticipation, and a
willingness to make decisions give a new sense
of control and hope. You are optimistic about a
good outcome because you have choices.
Stage 5-Understanding
In stage 5 you understand the change and are
more confident, think pragmatically, and your
behavior is much more productive. Good thing.
Stage 6-Integration
by this time, you have regained your ability and
willingness to be flexible. You have insight into
the ramifications, consequences and rewards of
the change, past, present, and future.

18. “……how will they
Respond?....”
People will respond to the changes they like!
Accept
changes
People will respond to the changes the do not
like!

19. Three-stage process
 Unrealistic optimism
 Reality shock
 Constructive direction
How People Respond to Changes They Fear and
Dislike?
Stage
 Getting off on the wrong track
 Laughing it off
 Growing self-doubt
 Destructive direction

20.  Rational
 Emotional
 Social
 Political
Why Do Employees Resist Change?
 Surprise
Unannounced significant changes threaten
employees’ sense of balance in the work
place.

21.  Inertia
Employees have a desire to maintain a safe,
secure, and predictable status quo.
 Misunderstanding and lack of skill
Without introductory or remedial training,
change may be perceived negatively.
 Poor Timing
Other events can conspire to create
resentment about a particular change.
Why Do Employees Resist Change?
Emotional Side effects
Forced acceptance of change can create a
sense of powerlessness, anger, and passive
resistance to change.

22.  Lack of Trust
Promises of improvement mean nothing
if employees do not trust management.
 Fear of Failure
Employees are intimidated by change and
doubt their abilities to meet new challenges.
 Personality Conflicts
Managers who are disliked by their
managers are poor conduits for change.

23.  Threat to Job Status/Security
Employees worry that any change may
threaten their job or security.
 Break of Work Group
Changes can tear apart established on-
the- job social relationships.
 Competing Commitments
Change can disrupt employees in their
pursuit of other goals.

24.  Whatever the kinds of change that people
encounter, there are certain patterns of
response that occur and re-occur.
 Understanding patterns of change allows
leaders to avoid over-reacting to the
behaviors
of people who, at times, seem to be
reacting in mysterious, non-adaptive
Ways.

25. People will feel awkward, ill-at –ease
and self-conscious
Whenever you ask people to do things
differently, you disrupt their habitual ways of
doing things
This tends to make people feel awkward
or uncomfortable as they struggle to eliminate
the old responses and learn the new.
People initially focus on what they have to give up
As a change leader you need to acknowledge
the loss of the old ways, and not get frustrated at
what may seem to be an irrational or tentative
response to change.

26.  Everyone feels that their situation is unique
and special. Unfortunately, this tends to
increase the sense of isolation for people
undergoing change.
 It is the important for the change leader to be
proactive and gentle in showing that the
employee’s situation is understood.
 If you are emotionally and practically
supportive during the tough times the change
will be easier.

27.  On a personal level, people who undergo too
much change within too short a time will
become physically sick.
 While some changes are beyond our control,
it is important not to pile change upon
change upon change.
People are at different levels of
readiness for change
 Some people thrive and change. Its exciting
to them. Others don’t. Its threatening to
them.

28.  Understand that any change will have
supporters and people who have difficulty
adapting.
 In time many people who resist initially will
come onside
People will be concerned that they don’t
have enough resources
 People perceive that change takes time and
effort, even if it has the long them effect of
reducing workload.
 They are correct that there is a learning time
for most change, and that this may affect
their work.

29.  If people perceive that you are not serious
about doing things the new way, they will go
back to the old way.
 Sometimes this will be in the open, and
sometimes this will be covert

30.  When planning for change, include a detailed
reaction analysis. Try to identify the kinds of
reaction and questions the employees will
have, and prepare your responses.
 Remember that the success of any change
rest with the ability of the leaders to address
both the emotional and practical issues, in
that order.

31.  Education and communication
 Participation and involvement
 Facilitation and support
 Negotiation and agreement
 Manipulation and co-optation
 Explicit and implicit coercion