,,Changes Management“ (1) Project: „Promotion of Integration and Networking in Municipal Social Services through the vocational training of staff employees in relevant Divisions“   ,,Changes Management“ (1) Lektor: Vytautas Stankevicius

The classification of the change Time and process approach: -Evolutionary -Revolutionary Reasons the attitude of leading: -Motivated by "top-down"/from the bottom - Internal/external Volume approach: Micro-changes Makro-changes Changes An integrated approach: -Amendments to the -System Object attitude: -Technical -Economic -Organizational. Jucevičius, 1998, Marshak, 1998, Stoškus, Baržanskienė , 2005, Content approach: -Improvements -Innovations

THE SIGNS of EVOLUTIONARY and REVOLUTIONARY CHANGES Sings Revolutionary change Evolutionary change Essence Changes are made only when it is unavoidable People bring only small changes to the consistent An increase in the company's economic efficiency Cost efficiency and improving humanity (social efficiency) Goal Basically, a new approach to the Organization of the activities of the enterprise and its transformation is strictly for the period The development of the fixed period, consistently cautious of learning and finding the best operational models; change as a permanent phenomenon The characteristics of the change Rational, planned actions, as a reaction to the inner or outer environmental changes Changes, future-oriented design and development potential Change philosophy The rational Planner Authoritarian Guide Moderator in the process Leader, coach The role of the supervisor "Pawn" Fellow Co-worker's role

The purpose of the measures and changes THEORY OF CHANGE The purpose of the measures and changes Theory (E) Theory (O) Goal Maximizing economic value Develop organizational capacity Leadership From top to bottom In Collaboration Change object Management structure and systems Organizational culture Planning Changes in planning and programming Dramatic changes resulting from Motivation Financial incentives The combination of the various incentives The participation of consultants Active. The use of technology and solutions developed by Inactive. Employee involvement in the decision-making process

The concept of change Rationalization Restructuring Repositioning Reconceptualisation Revitalization Mintzberg, Alhstrand, Lampel, 1998

Pyramid of Change Challenging implementation home (not visible) Cultural changes Behavioral changes Changes in structure Work changes Challenging implementation home (not visible) Easy to implement   (visible) Organization structure Job Structure The level of discomfort Changes in duties (Stoškus, Beržinskienė, 2005)

METHODS of the CHANGES IMPLEMENTATION From top to bottom From bottom to top Beginning of change Top-level executives Mid-level managers Lower-level managers From center Parallel

The change process -MIT

MIT MODEL Persuasive communication Participation Expectations of use II Participation III Expectations of use IV Role modeling V External motivation to use VI Organizational and structural changes in the installation VII Pressure

change Management Be ready Prepare Exercise Support Develop a communication plan Implement and review the change and change management plans Be ready To understand the problem and the need for change, 7S Understanding the environmental factors affecting business, PEST Prepare Create a vision To identify potential resistance, LEWIN To understand the readiness for change Develop a change management plan Prepare the way for changes Prepare design of change implementation plan Exercise Implement a plan Use appropriate change model, ADKAR, Easier, 4P KOTTER Support Constant revision of the guidelines Recursive relationship and consensus Vision pursuit, promotion and practice of change

The object of change – 7S model

7S McKinsey MODEL Hard parts Soft parts STRATEGY STRUCTURE SYSTEM VALUES STYLE PEOPLE SKILLS

7S McKinsey MODEL STRATEGY: prepared plan must advise how to create and maintain a competitive advantage STRUCTURE: What is the organizational structure and what to report (subordination). SYSTEMS: activities of daily living and the procedures to enable staff to perform tasks. COMMON VALUES: "exclusive objectives, key organizational values​​, indicating the culture and code of ethics. STYLE: leadership style. STAFF: employees and their competences. SKILLS: real skills and competences of staff.

Analysis of the reasons - PEST

THE REASONS FOR THE CHANGES The management of the organization The State The political environment The error of the past Change of business strategy Economic environment Market participants Shareholders Internal External Staff exchange Technologi-cal environment Change of Management concepts Collaborators Social environment Society

A vision for change

THE VISION OF THE CHANGE IN REQUIREMENTS Brevity Originality Assessment of the reasons for the change The realism of the implementation The assessment of all the Organization's fields of activity Organization-wide assessment of the hierarchy

Preparing for change – Levin model

LEWIN 3 steps CHANGE MANAGEMENT MODEL Signals that "something wrong" distribution from the top-level Distribution of data on the nature of the issues in your organization Perception of changes necessity DEFROST A specific call for change, supplemented by a discussion on what should be achieved Dissemination of information on priority solutions The Experiments AMENDMENT Information about the approved strategy publication Individuals, which are reflected in the new strategy, calming Information indicating that new solutions are effective, distribution FREEZING

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