BRAC University

BRAC Business School

HRM 660-1
Management of Organizational Change
and Sustainability
Lecture 2
 Today’s learning objectives

 Introducing Change Management:

Some of the notable changes;
Why Important;
What are the Benefits/Impacts;
Change & Transition Management;
 Some of the notable changes…
Globalization of markets;
Technological changes;
Political realignments;
Changing demographics;
Changing customers’ preferences;
Health consciousness;
Changes in lifestyle;
Climatic changes & concerns;
Organizational restructuring;
Changing workplace;
The knowledge asset of the company;
Some of the notable changes…
Arab Spring
 The importance of change
When change management is usually beneficial…
The organization is merging or being acquired;
There is a significant change in the way people do
their jobs;
There are significant changes in the positions
people will hold;
The structure of the organization is changing to the
point that it impacts those who do not have a say in
the change;
 The importance of change

The organization will be changing its

focus, mission, or values;
The organization is ‘re-branding’ itself;
A significant change is being made in
benefit or compensation plans;
 Benefits of using change management…
Employees fully understand why the change is
happening;
Employees participate in problem-solving as part
of the change;
Employees make an individual decision to
commit to & support the change;
Resistance is pre-empted & handled towards the
beginning of the process;
Those in leadership roles demonstrate & model
their commitment to change for themselves &
the organization;
 Benefits of using change management…
Communication is audience-focused so that
employees get the information that they need &
care about;
Momentum is seen at all levels of the
organization;
Employees, customers, & the organization
experience less pain as a result of the change;
 The probability that projects will be successfully
implemented is increased;
The organization proves that it can handle
change well, building confidence in itself for the
next change;
 Change & Transition management

TM suggests that organizations have to

plan for, divert resources to, &
implement, sustain, & build on change &
its achievements in an attempt to
address the issues associated with
change over time.
 Change & Transition Management
The transition management model
Four interlocking management processes must
take place both to implement & sustain major
organizational changes:
The four layers are:
1. Trigger layer;
2. Vision layer;
3. Conversion layer;
4. Maintenance & renewal layer;
 Change & Transition Management…
1.Trigger layer: Concerning the identification of
needs & openings for major change
deliberately formulated in the form of
opportunities rather than threats or crises.
2.Vision layer: Establishing the future
development of the organization by
articulating a vision & communicating this
effectively in terms of where the organization
is heading.
 Change & Transition Management…
3. Conversion layer: Setting out to mobilize
support in the organization for the new vision is
the most appropriate method for dealing with
the triggers of change.
4. Maintenance & renewal layer: Identifying
ways in which changes are sustained &
enhanced through alterations in attitudes,
values & behaviors, & regression back to
tradition is avoided.
 Change & Transition Management…
Theory Interlocking Practice
processes

Trigger layer Opportunity, threat, crisis

clarity, express, communicate;
Vision layer Define the future
(including structure)
challenges, excitement, innovation;
Conversion layer Persuade, recruit disciples,
detail the structure;
Maintenance & Sustain & enhance belief;
renewal layer reinforce & justify;
regression avoidance (ritual);
 In change situations, a little
knowledge can be a dangerous thing
& limited understanding catastrophic.
Change may be conceived in two ways…
1. Change as continuous & intrinsic to an
organization;
2. Change as extrinsic & discontinuous:
1. Change as patterned & predictable vs.
change as complex & unpredictable;
2. Duality or bipolarity of change;
3. Plateaus of change;
 Levels of organizational change
Degree of Individual Group Organization
Change

Small Promotion of Add new Create new staff

individuals employee to department
group
Medium Training program Merge groups Reduction of
for managers workforce

Large Change MD/CEO Disband work Major

group restructuring of
organization