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“NOTHING IS PERMANENT IN THIS WORLD BUT” “CHANGE” CHANGE IS A VERY ESSENTIAL PART OF LIFE FOR ALL!!!

For instance: Celebrities (Amir Khan), Leaders (Imran Khan) etc  The process, tools and techniques to manage the people-side of change to achieve the required business outcome(s) OR Change management can be defined as a set of processes that is employed to ensure that significant changes are implemented in an orderly, controlled, and systematic fashion to effect organizational change. One of the goals of change management is with regards to the human aspects of overcoming resistance to change in order for organizational members to buy into change and achieve the organization’s goal of an orderly and effective Change management is a systematic approach to dealing with change, both from the perspective of an organization and on the individual level. A somewhat ambiguous term, change management has at least three different aspects, including: adapting to change, controlling change, and effecting change. A proactive approach to dealing with change is at the core of all three aspects. For an organization, change management means defining and implementing procedures and/or technologies to deal with changes in the business environment and to profit from changing opportunities. Successful adaptation to change is as crucial within an organization as it is in the natural world. Just like plants and animals, organizations and the individuals in them inevitably encounter changing conditions that they are powerless to control. The more effectively you deal with change, the more likely you are to thrive. Adaptation might involve establishing a structured methodology for responding to changes in the business environment (such as a fluctuation in the economy, or a threat from a competitor) or establishing coping mechanisms for responding to changes in the workplace (such as new policies, or technologies). Terry Paulson, the author of Paulson on Change, quotes an uncle's advice: "It's easiest to ride a horse in the direction it is going." In other words, don't struggle against change; learn to use it to your advantage.

Senior leaders demonstrate their own and the organization's commitment to the change. A coalition of support among senior leaders and managers creates momentum throughout the organization. • • . a very costly proposition in terms of the lost contribution and the cost to replace them. Passive resistance festers. The organization begins to build a history of successful change. Momentum is built throughout different areas and levels within the organization. Employees begin arguing about change and the direction of the company. Communications are segmented and customized for different audiences. answering the questions that they care about. Employees revert back to the old way of doing things. Resistance is identified and dealt with early in the process. Valued employees leave the organization. People are left to wonder why the change is happening. Employees engage in both the solution and the change. creating a better 'backdrop' for the next change initiative. Active resistance emerges and sabotages the change. to the employees • • • • • • • • • Employees have a solid understanding of why change is happening. Training is used to build knowledge after employees have made the personal decision to support the change. Changes are scrapped and cancelled due to the lack of support throughout the organization. Changes are less painful to the organization and to the employees. Probability of meeting project objectives is increased. to the organization. Employees become disinterested in the current state and the future state. Changes are not fully implemented. People find work-arounds to avoid implementing the new way of doing things.Why change management? What can happen if change is NOT managed? • What can happen if change is EFFECTIVELY managed? • • • • • • • • • • • • • • Productivity declines as people become more consumed with the change being introduced. Divides are created in the organization between 'us' and 'them'. The organization builds a history of failed and painful changes. More people begin taking sick days or not showing up for work. Many types of risk are created risk to the project.

Amy "Failure to understand the 'purpose' will definitely cause resistance and lack of commitment." .Frank "Subject matter experts and those with the ability to influence are better able to execute and not be consumed with concerns about resistance." . Lurkers on the sidelines will be more inclined to get on the next working team." ." . which further speeds up the process of change. People will want to come to work.g." . full utilization of IT capability being delivered." .Shyam "Increases the odds of successfully developing the continuous improvement component of the various quality certifications. productivity will boom and organization's culture standard will also boom up. internal operational excellence).Stephen "Once change is properly managed. Resources are more apt to feel appreciated." .Ashiru "If change is not well managed an organisation will loose its goodwill." Debasis "It will become very difficult for anyone to sign up for the next process improvement project. People may stop believing in the success of change projects. Sponsors will be more than happy to lend their support to an initiative that is likely to succeed.Koen "The change results fail to be sustainable in the absence of change management. the employees' interest and the level of motivation rises.Michelle "As the process of change progresses and the anticipated results start showing up.involved and to the individuals supporting or chartering the change. best practice processes." - ." . because as production decline due to "I think something about the positive aspect of a process being used would be a plus. What can happen if change is NOT managed? What can happen if change is EFFECTIVELY managed? "Failure to meet financial objectives of the project and to failure to realize nonfinancial business benefits (e." .Stephen "Sensitivity is created to change which results in a cycle of increased resistance to smaller and smaller changes.Gail "A context is created for future change failure.

Joe "There will be a lack of confidence in management's capabilities and decisions that may lead non-compliance and disloyalty among employees.employee poor performance customers' need may not be met." Anwar Ahmed "The practice of change management brings the certainty that the enterprise cares about its personnel. some change may be realized. participation and interaction to the change process will motivate employees to support the process.Anwar Share your thoughts Share your thoughts . they may accept it." ." . but they do not make a personal decision to support it. the higher the probability of success in change management.Ho Pui Chan "Leadership commitment." ." . then a lot of resources waste is a resulting in a forced change at a latter stage which would be too costly then.Joe "Cut off teams or "cliques" are formed between employees thus creating divisions within the organization. Communication strategy is a key issue to achieve this. however the full potential of the change.Kele "The earlier business calls on its valuable resources to participate in the change process. Thus dissatisfied customers will move to the competitors. There won't be 'us' and 'them' situation.Lawrence "Employees are 'dug in' and accustomed to their way.Ahmed "When people do not understand why a change is required. As a result." . building better perception of company's initiatives." .Enrique "A change that achieved quick wins and sustained results is more likely to enjoy continued executive sponsorship and fresh investment of resources from senior management" ." ." .Fern "If change is not properly managed and sponsored well by the senior management level. including feedback on how to leverage the change for further positive changes is not likely to be realized.

collaboration and communication  A carefully planned approach to change reduces stress and anxiety and encourages people to stay loyal to the organization  Increased employee acceptance of the change  Personal loss/gain to individuals is acknowledged and addressed . productivity and quality of work  Improves cooperation. leadership development. and even company image  Provides management and staff support for concerns regarding changes  An efficient change management process creates the correct perception of the change for staff and public  Helps to plan efficient communication strategies  Minimizes resistance to change  Improves morale. and team development  Benefits of change management for individuals / staff:  Effective change management supports a smooth transition from the old to the new while maintaining morale. productivity.Benefits of change management to the organization:  Change is a planned and managed process. The benefits of the change are known before implementation and serve as motivators and assessment of progress  The organization can respond faster to customer demands  Helps to align existing resources within the organization  Change management allows the organization to assess the overall impact of a change  Change can be implemented without negatively effecting the day to day running of business  Organizational effectiveness and efficiency is maintained or even improved by acknowledging the concerns of staff  The time needed to implement change is reduced  The possibility of unsuccessful change is reduced  Employee performance increases when staff feel supported and understand the change process  Increased customer service and effective service to clients from confident and knowledgeable employees  Change management provides a way to anticipate challenges and respond to these efficiently  An effective change management process lowers the risk associated with change  Managed costs of change: change management helps to contain costs associated with the change  Increased return on investment (ROI)  Creates an opportunity for the development of "best practices".

Desire – Either the individual or organizational members must have the motivation and desire to participate in the call for change or changes. an individual or organization will probably revert to their old behavior. Most organizations want change implemented with the least resistance and with the most buy-in as possible. Procsi developed the ADKAR model. They include: • • • • • Awareness – An individual or organization must know why a specific change or series of changes are needed. change must be applied with a structured approach so that transition from one type of behavior to another will be smooth. Knowledge – Knowing why one must change is not enough. In this model. For this to occur. Change management reduces disruptive aspects and emphasises positive opportunities in the change process Further benefits of change management:  Careful planning helps to ensure that the change process is started and managed by the right people at the right time  Planned change management allows you to include specific tasks and events that are appropriate for each stage in the change process  Change management ensures that customers. Management’s Role in the Organizational Change . Ability – Every individual and organization that truly wants to change must implement new skills and behaviors to make the necessary changes happen. If not. Organizational Change Management Organizational change management takes into consideration both the processes and tools that managers use to make changes at an organizational level. An individual or organization must know how to change. Reinforcement – Individuals and organizations must be reinforced to sustain any changes. there are five specific stages that must be realized in order for an organization or an individual to successfully change. suppliers and other stakeholders understand and support the change The ADKAR Model Change management has been developed over a period of time and one of the models that has played an influence in change management is the ADKAR model.

it is important that individuals in the organization who need to make modifications to their behavior exhibit “buy in. it is important for managers to estimate the impact that they will have on the organization and individual employee on many levels including technology. Organizations can enhance “buy in” by first explaining the changes to be made. Once changes are identified. In addition. The Importance of “Buy In” For an individual or organization to achieve change effectively. processes. In many cases. The end result is that management must help employees accept change and help them become well adjusted and effective once these changes have been implemented. management’s first responsibility is to identify processes or behaviors that are not proficient and come up with new behaviors. If an organization tries to make changes that are inherently bad or that the organization does not receive positively. employee behavior. citing issues with current procedures and then communicating the benefits for both the individual and organization. work processes. However. it will be much more difficult or close to impossible to implement these changes without significant resistance.In most cases. that are more effective. certain changes sometimes produce a tremendous amount of resistance. It is management’s job to help support workers through the process. At this point management should assess the employee’s reaction to an implemented change and try to understand the reaction to it.” “Buy in” means that the organization as a whole understands that the changes that need to be made are ultimately beneficial to both the individual and the organization. . etc. etc. change can be extremely beneficial. each individual and the organization as a whole have to work hard to make the necessary behavior modifications. which is at times very difficult.