1. The Management of Change Miss Pate and Mrs Lange Melba College

2. Key Knowledge The concept of organisational change The dynamic nature of the internal and external (operating and macro) environments as sources of change Driving and restraining forces for change in LSOs including management, employees, time, competitors, low productivity, organisational inertia, legislation, cost Key principles of Kotter theory of change management

3. Key Knowledge A range of strategies for effective change management including low-risk practices and high-risk practices Process of effective change management in context of a significant issue The role of leadership in change management The possible impact of change on the internal environment of LSOs including functional areas of operations and human resources Ethical and socially responsible management of change

4. The concept of organisational change Change is an alternation in the internal or external environments. Organisational change is the adoption of a new idea or behaviour by an organisation. To be proactive is to initiate change rather than simply to react to events. To be reactive is to wait for a change to occur and then respond to it.

5. The dynamic nature of the internal and external (operating and macro) environments as sources of change Forces for change Internal environment ▫Poor financial performance ▫Crisis ▫Innovation ▫Corporate Culture ▫Policies

6. The dynamic nature of the internal and external (operating and macro) environments as sources of change Forces for change (continued) Operating environment as a source of change ▫Customers ▫Competitors ▫Suppliers ▫Interest groups

7. The dynamic nature of the internal and external (macro) environments as sources of change Macro environment as a source of change Economic forces Political and legal forces Technological forces Global forces Geographic forces Social forces

8. Driving and restraining forces for change in LSOs Force-field analysis (Kurt Lewin) outlines the process of determining which forces drive and which resist a proposed change Driving forces are those forces that support the change Restraining forces are those forces that work against the change

9. Driving and restraining forces for change in LSOs Management Employees Time Competitors Low productivity Organisational inertia Legislation Cost

10. Driving and Restraining Forces DrivingForceRestraining Capable, make decisions, positiveManagementProcrastination, indecision or delayed decision making Willingness and trust to change processesEmployeesOrganisational culture of insecurity (or a group within the organisation) that feels the uncertainty of change Enough timeTimeLimited time More organisations in the market or no major domination by one organisation CompetitorsDomination of market Acceptance that some productivity reduction may initially occur but will improve in the future Low ProductivityFear of reduction of productivity Culture that embraces changeOrganisational Inertia Culture that does not embrace change Does not restrict operational processesLegislationRestrictions on operational practices Cost has been factored into the change and accepted CostPurchasing new equipment, redundancy payments, retraining the workforce, reorganising plant layout

11. Key principles of Kotter theory of change management Kotter’s eight-step model 1.Establish a sense of necessity 2.Form a guiding group 3.Create a vision 4.Communicate the vision 5.Empower people to fulfil the vision 6.Recognise and reward achievements 7.Consolidate improvements 8.Institutionalise the changes

12. Kotter’s eight-step model 1.Establish a sense of necessity  Current market opportunities and threats and analyse organisations competitive position  People more likely to embrace change if they can see that it is in response to an existing or future problem or possibility 2.Form a guiding group  Team of people to as facilitators  Relevant authority, recognition and respect 3.Create a vision  Provide employees with a clear, shared sense of direction that will allow them to achieve a common objective.

13. Kotter’s eight-step model 4.Communicate the vision ▫Share vision with people affected ▫Use wide variety of communication channels to ensure message is transmitted as wide as possible ▫Communicating vision builds cohesion between employees and helps dispel fear of unknown 5.Empower people to fulfil the vision ▫Participation tends to dispel rational and irrational fears ▫Participation develops a sense of ownership

14. Kotter’s eight-step model 6.Recognise and reward achievements ▫Encourage further risk taking in the change process 7.Consolidate improvements ▫Assemble benefits in the change process ▫Change policies and procedures that no longer match the new system ▫Process of continued improvement 8.Institutionalise the change ▫Clear statement showing the connections between the new procedures and the success of the business ▫Closes the loop

15. A range of strategies for effective change management including low-risk practices and high-risk practices Low Risk – impact if unsuccessful is minimal ▫Identifying the need for change ▫Setting achievable objectives ▫Creating a culture of change – encouraging teamwork

16. A range of strategies for effective change management including low-risk practices and high-risk practices High Risk strategies – if unsuccessful, then can permanently damage working relationships ▫Manipulation ▫Cooptation ▫Threat

17. The role of leadership in change management Leadership is the process of positively influencing and encouraging individuals to set and achieve objectives Effective change management is based on three important elements: ▫Thorough preparation and planning ▫Clear communication ▫Cooperative participation with all stakeholders

18. The role of leadership in change management A successful leader will need to: ▫Market and promote the change ▫Resolve conflicts ▫Keep an open mind ▫Cultivate a sense of stability ▫Show confidence in people ▫Build and communicate a clear vision

19. The possible impact of change on the internal environment of LSOs including functional areas of operations and human resources Transformational change often results in a complete restructure throughout the whole organisation Incremental change results in minor changes, usually involving only a few employees

20. The possible impact of change on the internal environment of LSOs including functional areas of operations and human resources Impact of change on organisational structure ▫Outsourcing ▫Flatter organisational structures ▫Work teams Impact of change on corporate culture Impact of change on human resource management Impact of change on operations management

21. Ethical and socially responsible management of change Corporate social responsibility involves managing organisational processes in order to produce an overall impact on the community Triple bottom line refers to the social, economic and environmental performance of an organisation Ecological sustainability occurs when economic growth meets the needs of the present population without endangering the ability of future generations to meet their needs

22. Ethical and socially responsible management of change Sustainability report is a comprehensive report of what a business has done, and is doing, with regard to social issues that affect it. A corporate code of conduct is a set of ethical standards for managers and employees to abide by

23. Exam Questions Question 4 2011 (10 marks) A writer for a business magazine recently stated ‘Change is a process that must be managed effectively to lead to success’. Management theorists have provided guidelines to assist managers with their change processes in order to achieve desired outcomes. Explain four steps from Kotter’s 8-step theory of change management. Discuss how the effective use of Kotter’s change theory could impact on the internal environment of an organisation. In your answer refer to an organisation or a significant change issue you have studied this year.

24. Exam Questions Question 3c 2012 (4 marks) Explain a significant change issue that you have studied this year and describe two ways in which it impacts on large-scale organisations

25. Exam Questions Question 4 2012 (10 marks) Change management theories provide a template for successful change in large-scale organisations. Explain how Kotter’s change management theory could be used to promote driving forces for change reduce restraining forces for change promote the use of low-risk practices. In your response, include an example from a large-scale organisation or significant change issue that you have studied this year.