1. CHANGE
MANAGEMENT
Presented By:
Neha Thakur
Ruhi Beri
Sukhman Mann
Vidushi Thareja

2. Topics for Discussion
Change
Organisational Change
Factors affecting Change
Resistance to Change
Need for Change
Process for creating Change

3. The Only Thing Which Is Permanent In
This World………
CHANGE!!!

4. Organisational change is defined as change that
has an impact on the way that work is performed and
has significant effects on staff. This could include
changes:
- In the structure of an organisation
- To organisational operation and size of a workforce
- To working hours or practices
- In the way roles are carried out
- To the scope of a role that results in a change to
the working situation, structure, terms and
conditions or environment.

5. Major Types of
Organizational Change

6. Organization-wide Versus Subsystem Change
Organizations undertake organization-wide change to
evolve to a different level in their life cycle. E.g.
Major restructuring, collaboration or rightsizing.
 Subsystem change might include addition or removal
of a product or service, reorganization of a certain
department, or implementation of a new process to
deliver products or services.

7. Transformational Versus Incremental Change
Transformational change or quantum change might
be changing an organization's structure and culture
from the traditional top-down, hierarchical structure
to a large amount of self-directing teams.
Incremental change might include continuous
improvement as a quality management process or
implementation of new computer system to increase
efficiencies.

8. Remedial Versus Developmental Change
Change can be intended to remedy current
situations. E.g. To improve the poor performance of a
product, reduce burnout in the workplace or address
large budget deficits.
Change can also be developmental to make a
successful situation even more successful. E.g. Expand
the amount of customers served, or duplicate
successful products or services.

9. Unplanned Versus Planned Change
Unplanned change usually occurs because of a major,
sudden surprise to the organization, which causes its
members to respond in a highly reactive and
disorganized fashion.
Planned change occurs when leaders in the
organization recognize the need for a major change
and proactively organize a plan to accomplish the
change.

10. Factors affecting
Organisational Change
External factors Internal factors
Globalization Managerial and
Increased Competition administrative processes
Government Policies Individual and group
Economic Factors expectations
Political Factors Deficiency in existing
Changing Customer organization
needs and preferences Developing inertia
Technological Changes Nature of workforce

11. Resistance to Change
INDIVIDUAL ORGANISATIONAL
BARRIERS BARRIERS
Economic Fears Structural inertia
Fear of the unknown Work group norms
Fear of social Threat to existing
disruptions balance of power
Effort History of change
Fear of loss of power efforts gone wrong
and autonomy Boards of directors
Commitment to the old
position.

12. Minimizing Resistance to
Change
Communication
Learning
Employee Involvement
Stress Management
Negotiation
Coercion

13. Need for Change
Change is used as a survival tactic in today’s
business environment. If the organisation
does not keep a pace with changing
technology, consumer demands and effective
business processes, they will lose their
competitive edge.

14. KOTTER’S EIGHT-STAGE
PROCESS FOR CREATING
CHANGE

15. 1.Establishing a Sense of Urgency
Examining the market and competitive
realities (SWOT matrix)
Help others see the need for change and
the importance of acting immediately

16. 2.Creating the Guiding Coalition
 Building teams and forming influential guiding
coalitions , one with leadership skills, bias for action,
credibility, communication skills, authority and
analytical skills for motivating change.

17. 3.Developing a Vision and Strategy

18. 4.Communicating the Change Vision
Make sure as many others as possible
understand and accept the vision and the
strategy

19. 5.Empowering Broad-Based Action
Develop a shared sense of purpose
Break the change up into smaller projects and allow
people to add to the process
Give small groups specific projects to do that will
help contribute towards the change.

20. 6.Generate Short-Term Wins
Make sure you make time to acknowledge and
celebrate the wins. Don’t keep looking up the mountain.
Provide positive feedback to further builds morale
and motivation.

21. 7.Consolidating Gains and Producing More
Change
 Not letting up after the first success,
consolidating improvements and sustain the
momentum for change
Hiring, promoting and developing people who can
implement the change vision

22. 8.Anchoring New Approaches in the Culture
Articulating the connections between new
behaviours and organisational success and holding on
to the new ways until they become a part of the very
culture of the group
Endeavour to:
 Create better performance
Encourage better leadership
Inculcate effective management