MANAGEMENT

,3,02039 in all business and organizational

activities is the act oI getting people together to
accomplish desired goals and objectives using available
resources eIIiciently and eIIectively.
4 !lanning
4 Organizing
4 StaIIing
4 Leading or directing
4 Controlling
CHANGE MANAGEMENT
CLunge munugement Is n sfrucfurod nronch
fo shIffIng/frnnsIfIonIng IndIvIdunIs, fonms,
nnd orgnnIznfIons from n curronf sfnfo fo n
dosIrod fufuro sfnfo.
f Is nn orgnnIznfIonnI rocoss nImod nf hoIIng
omIoyoos fo nccof nnd ombrnco chnngos In
fhoIr curronf busInoss onvIronmonf.
CHANGE RELATED TO !EO!LE
!orsonnoI chnngo
CuIfurnI chnngo
Cusfomor roInfIonshI mnnngomonf
CHANGE RELATED TO ORGANIZATION
Structural change
Incremental organizational change
Acquisition
Merger
CHANGE RELATED TO SYSTEM
!rocoss orIonfod chnngo
TochnoIogIcnI chnngo
ConfInuous Imrovomonf
IusInoss xnnsIon
AST CHANGING ENVIRONMENT
!InnnIng, ImIomonfIng nnd mnnngIng chnngo In
n fnsf-chnngIng onvIronmonf Is IncronsIngIy fho
sIfunfIon In whIch mosf orgnnIznfIons now work.
ynnmIc onvIronmonfs such ns fhoso roquIro
dynnmIc rocossos, ooIo, sysfoms nnd cuIfuro,
osocInIIy for mnnngIng chnngo succossfuIIy,
nofnbIy offocfIvoIy ofImIzIng orgnnIznfIonnI
rosonso fo mnrkof oorfunIfIos nnd fhronfs.
mowor ooIo fo mnko docIsIons nf n
IocnI oornfIng IovoI - doIognfo
rosonsIbIIIfy nnd owor ns much ns
ossIbIo .
sfnbIIsh forums, communIcnfIng
mofhods nnd docIsIon-mnkIng.
!nrfIcInfIon of Inforosfod ooIo Is
ossonfInI.
ncourngo, onnbIo nnd dovoIo cnnbIo
ooIo.
Adjusf rocruIfmonf, frnInIng nnd
dovoIomonf fo nccoIornfo fho
dovoIomonf of ooIo who confrIbufo
osIfIvoIy fo n cuIfuro of omoworod
dynnmIsm.
RSISTANC TO CHANG
INDIVIDUAL SOURCES
AIT
SC!!TY
COOMC IACTO!S
IA! OI !KOW
SCT' IO!MATO !!OCSSC
ORGANISATIONAL SOURCES
MT IOC!S OI CAC
C!O!! !TA
T!AT TO !!TS
T!AT TO STAIS !OW!
!ATOS!S
!SYCHOLOGICAL CONTRACT
IA!SS O! IAAC ITW :
OW T M!OY S T!AT IY T
M!OY!
WAT T M!OY !!TS TO T
JOI
OVERCOMING RESISTANCE TO CHANGE
!CATO A COMM!CATO
!A!TC!ATO
I!C S!!!O!T A COMMTMT
COTATO
MA!!ATO A COO!TATO
SCTC !O! WO ACC!T CAC
CO!CO
CHANGE MANAGEMENT
CHANGE MANAGEMENT MODEL
NIAI 4 COMMITMNT
umbnoss Whoro nm hondod
voryfhIng-ns-usunI nffIfudo Iocus
Tonm work
f cnn`f hnon horo. 'IsIon
ow good fhIngs woro In fho nsf. Co-oornfIon
RSISTANC 3 XPIORATION
Angor Whnfs goIng fo hnon fo mo
oss nnd hurf SooIng ossIbIIIfIos & rosourcos
Sfubbornnoss Chnos
IInmIng ofhors ndocIsIvonoss
ComInInIng xIorIng nIfornnfIvos & now skIIIs
oubfIng your nbIIIfy CInrIfyIng gonIs
I!SSS 'O!MT !' CAC
Chnngo In qunIIfy of fho busInoss or fho
orgnnIznfIon.
IusInoss dovoIomonf Is nrfIy scIonfIfIc, nnd
nrfIy subjocfIvo, bnsod on fho fooIIngs nnd
wIshos of fho busInoss ownors or CO.
Thoro nro dIfforonf wnys fo dovoIo n busInoss
whIch nchIovo growfh nnd Imrovomonf.
MTOS OI 'O!MT
SnIos dovoIomonf
ow roducf dovoIomonf
ow mnrkof dovoIomonf
IusInoss orgnnIznfIon, shno, sfrucfuro nnd rocossos
dovoIomonf (og, oufsourcIng, o-busInoss, ofc)
TooIs, oquImonf, Innf, IogIsfIcs nnd suIy-chnIn
dovoIomonf
!ooIo, mnnngomonf nnd communIcnfIons
(cnnbIIIfIos nnd frnInIng) dovoIomonf
SfrnfogIc nrfnorshIs nnd dIsfrIbufIon roufos
dovoIomonf
nfornnfIonnI dovoIomonf
AcquIsIfIons nnd dIsosnIs
OTTER`S 8-STE! CHANGE MODEL
4 Create Urgency
4 orm a !owerIul Coalition
4 Create a Vision Ior Change
4 Communicate the Vision
4 Remove Obstacles
4 Create Short-term Wins
4 Build on the Change
4 Anchor the Changes in Corporate Culture
UNSUCCESSFUL STORIES
S!RINT NEXTEL MERGE (2007)
ToIocommunIcnfIon comnny bnsod In ovorInnd nrk,
knnsns
(unIfod sfnfos).
SrInf nnd T woro fho o. 3 nnd o. 5 IondIng
rovIdors In fho !.S. mobIIo hono Indusfry
Oosod mosfIy from rogIonnI nffIIInfos fhnf rovIdo
wIroIoss sorvIcos on bohnIf of fho comnnIos
comnny wouId bo vIoInfIng non-comofo ngroomonfs
!nbrIdgonbIo cuIfurnI dIfforonco bofwoon fho fwo
comnnIos
nfogrnfIon rocoss wns dIffIcuIf
BORLAND - ASHTON TATE (1991)
In September oI 1991, ahn C.E.O. oI Borland, acquired Ashton-Tate Ior
$440 million
ahn, apparently did not consult with his management team prior to
committing to acquire Ashton Tate
This change was not a smooth one
Borland had been marketing the !aradox database speciIically to compete
with dBASE, and its programmers considered their system to be Iar superior
to dBASE.
An intense turI war broke out within the company.
!aradox was deliberately down-played in the developer market since
dBASE was now the largest Borland product.
By the time dBASE Ior Windows was released, the market hardly noticed.
Borland becomes one oI many companies that took on the MicrosoIt
juggernaut and Iailed including Digital Research, Novell, and Word!erIect,
to name a Iew.
GM MOTORS
Reasons that GM Iailed:
Bad Iinancial policies - GM has been bankrupt since
2006 and has avoided a Iiling Ior years.
used to sell cars in the Iorm oI highly proIitable car
loans
Uncompetitive vehicles cars were poorly designed and
built , took too much time to manuIacture at high cost
gnorIng comofIfIon CM hnd boon IgnorIng
mnrkof comofIfIon for nbouf 50 yonrs
In l954 comnny confroIIod 54 mnrkof
InIIuro fo Innovnfo- CM focusod on rofIfIng
from fInnnco. Idn`f cnro nbouf buIIdIng boffor
cnrs.
MnnngIng In fho bubbIo- mnnngors Ignorod
oxfornnI chnngos.
ETBLUE
Reasons that ETBLUE Iailed
Reliability the company did not have ability to perIormed
the promised service dependably.
Responsiveness did not show willingness to provide help
in early stage oI crisis
Assurance Iront line employees had no knowledge to share
with passengers and they lost trust and conIidence oI
passenger
Tangibles insuIIicient appropriate physical Iacilities ,
equipment , personnel and communication materials
leIt passengers improperly tended
-~according to recent events still ET BLUE has no
strategy dealing with the delays.
-~company need to reconsider strategic planning
dealing with delay causing situations.
CONCLUSION
Chnngo mnnngomonf Is Imorfnnf
Chnngo mnnngomonf oncourngos omIoyoos fo
fnko docIsIon nf IocnI oornfIng IovoI.
nfIuoncIng omIoyoos fo bo ncfIvo In
orgnnIznfIon.