Course Code: 8615

Unit 7

CHANGE MANAGEMENT

Moderator
Dr.Abid Ali Naqshbandi
 Learning objectives

We will learn following in Today’s session:

• Change management.

• Readiness Assessment for change management

• Role of Coaching and Training in the management of change.

• Management of Resistance during change process.

• Corrective Actions during management of change.

• The Change Process

 CHANGE management
A collective term for all approaches to prepare,
support, and help individuals, teams, and
organizations in making organizational change
The management of change and development within
a business or similar organization.
A management approach to change individuals,
teams, organizations, and societies from the existing
set-up to a desired set-up in the future.
The organizational tools that can be utilized to help
individuals make successful personal transitions
resulting in the adoption and realization of change.
It aims to provide a framework on how to manage
people when change is implemented.
 Readiness assessment

School readiness, in the broadest sense, involves children,

families, early environments, schools, and communities.
Children are not innately ready or not ready for school. Their
skills and development are strongly influenced by their
families and through their interactions with other people and
environments before coming to school.
The same child, with the same strengths and needs, can be
considered ready in one school and not ready in another
school.
It is the school’s responsibility to educate all children who are
old enough to legally attend school, regardless of their skills
 COACHING AND TRAINING

• Coaching has a proven impact

• Add coaching to training and people learn more, up to 6
times as much in some cases.
• Coaches are like midwives for change
• Change can be deeply challenging and emotional change
required in organizational transition requires hardwiring
of new learning through insight and action.
• Coaches are the perfect people to have around to
facilitate this process.
• Changes can be on the organizational culture and
structure level but can also be at individual levels, team.
levels and conversational levels
 RESISTANCE MANAGEMENT
• Although resistance has been usually conceived as an
impediment to change, significant number of arguments which
emphasize the positive role of resistance have been existed in
literature.
• There have been a lot of books and scientific papers in the
literature, and many of them have approached the issue from
different perspectives. Therefore, to prevent repetition, we find it
appropriate to review authors who have contributed to literature
by representing each of these different perspectives in terms of
resistance to change.
 Reasons for resistance

According to Zander (1950), there are six main reasons for resistance to
occur in change
initiatives;
 Ambiguity in the mind of those who will be affected by change about
the nature of change.
 Existence of diverse interpretations about the change and its impact
 Existence of strong forces preventing individuals from changing
 Strong top down imposition on individuals who will be influenced by
change, lack of participation
 Existence of personal interests directing change
 Ignorance of pre established institutions in the group
 CORRECTIVE ACTIONS
• Corrective action is a future response to the defect
repair process
• Decision makers need to first create a well-structured
plan for organizational development.
• Failure is due to not structuring the program properly.
• A half-baked effort is worse than no effort.
• Organizational development change management must
be communicated to all affected levels of the
organization.
• Everyone knows that ill-prepared employees have the
odds stacked against them when it comes to properly
and adequately handling change(s) related to
organizational development.
 Skills and Strategies

• Political Skills

• Analytical Skills

• People Skills

• System Skills

• Business Skills
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Question/Answer Session!