1. Change management

2. Meaning of Change Management Change management is a systematic approach to dealing with change, both from the perspective of an organization and on the individual level. 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.

3. Change Process It requires three things: Management commitment, Management commitment, Universal approval, and Universal approval, and Appropriate measures and rewards. Appropriate measures and rewards. It begins from the top level of management or from the leader It begins from the top level of management or from the leader

4. Steps of change management 1. Establish a sense of urgency-Identifying and discussing crises, potential crises or major opportunities. 2. Forming a powerful guiding coalition-Assembling a group with enough power to lead the change effort. 3. Encouraging the group to work together as a team. 4. Creating a vision-Creating a vision to help guide the change effort 5. Communicating the vision-Using every vehicle possible to convey the vision to all people 6. Empowering others to act on the vision-Getting rid of obstacles to change like the structure.. 7. Planning for and creating short term wins-Rewarding employees and recognizing them. 8. Consolidating improvements

5. CHANGE STRATEGIES Empirical-Rational Empirical-Rational Normative-Reeducative Normative-Reeducative Power-Coercive Power-Coercive Environmental-Adaptive Environmental-Adaptive

6. Factors in Selecting A Change Strategy Generally speaking, there is no single change strategy. You can adopt a general or what is called a "grand strategy" but, for any given initiative, you are best served by some mix of strategies. Degree of Resistance. Degree of Resistance. Target Population Target Population The Stakes. The Stakes. The Time Frame. The Time Frame.Contd….

7. Factors in Selecting A Change Strategy Expertise Expertise Having available adequate expertise at making change argues for some mix of the strategies outlined above. Not having it available argues for reliance on the power-coercive strategy. Dependency This is a classic double-edged sword. If the organization is dependent on its people, management's ability to command or demand is limited. Conversely, if people are dependent upon the organization, their ability to oppose or resist is limited. (Mutual dependency almost always signals a requirement for some level of negotiation.) This is a classic double-edged sword. If the organization is dependent on its people, management's ability to command or demand is limited. Conversely, if people are dependent upon the organization, their ability to oppose or resist is limited. (Mutual dependency almost always signals a requirement for some level of negotiation.)

8. Recommendations for Lending & Sustaining Change Trust & Confidence – Employees must be able to Trust & Confide in Management. Trust & Confidence – Employees must be able to Trust & Confide in Management. Communication- This means Management & employees should be communicating. Communication- This means Management & employees should be communicating. Charismatic Leadership- Employees should step up and take control, but use their lead effectively. Charismatic Leadership- Employees should step up and take control, but use their lead effectively.