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What is a Change

Alteration in status quo or making things different. Or , any alteration which occurs in the overall work environment of an organization. As a process, change is simply modification of a structure or process of a system. It may be good or bad, the concept is descriptive only.

Types of Change

Proactive Change

Means in anticipation. It refers to the change undertaken in anticipation of the likely changes in the forces affecting the organization. This is undertaken when the organization is forced by some factors either externally or internally.

Reactive Change

Organization Change:
New training program examines whats needed and more importantly how to deliver measurable strategically based results. Developing competence Leadership and Management Development programmes Empowering Employees Creating Winning Teams

To transform adult interpersonal behaviors Dealing with conflict and other stressful issues. People have existing repertoires with their own internal logic Changing the underlying logic of how people see and think about the world.

Improve motivation and personal performance in management, leadership, sales, negotiation, presenting and inspirational public speaking skills. Connect better with others through better communication To remove personality clashes with customers, employees and colleagues. Improve work relationships. Create successful working relationships.

A structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state.
It is an organizational process aimed at empowering the employees to accept and embrace changes in their current business environment.

Examples of organization-wide change


A change in mission Restructuring operations (like, restructuring to selfmanaged teams, layoffs, etc.) New technologies Mergers Major collaborations Downsizing New programs such as total quality management Re-engineering, etc. Some experts refer to organizational transformation.

Typically there are strong resistances to change. People are afraid of the unknown. Many people think things are already just fine and don't understand the need for change. Many are inherently cynical about change, particularly from reading about the notion of "change" as if it's a mantra. Many doubt there are effective means to accomplish major organizational change.

Depends upon how a change will effect ones need and satisfaction Attitudes are very important in determining the resistance to change The reactions to change may occur in the following forms
Acceptance Resistance Indifference Forced acceptance

Whenever a person thinks that the effect of change are likely to be unfavorable to him, he will try to protect himself by resisting change. Resistance means opposition Human resistance may in the following forms:
Hostility or aggression Individual may develop apathy towards his work Absenteeism or tardiness Development of anxiety and tension in the employees, RESULT-employee feel uncomfortable, shaky and tensed up

Determine who must be involved in planning the change and include them in the decision making process.
Err is on the side of involving more people rather than fewer.
If there is a question as to whether or not a certain person's support will be needed, include them.

Ensure that people from all levels of the organization are involved in planning the change process. This means involving the people that are at the on the floor level as well. It will be these people who will make the change process succeed or fail.

Consult with employees from the areas affected by the change when determining the steps needed for change.
When possible, run a test program with a selected work unit and solicit feedback on what is working well, where the problem areas are and how to work out any difficulties.

Publicly recognize any employees whose suggestions are used in the change process. Design a mechanism that provides ongoing feedback from employees throughout the change effort.
Involved people are an effective barometer of what is working well and what is not working well. Ask them to suggest improvements.

Consider using a consultant. Ensure the consultant is highly experienced in organization-wide change. Ask to see references and check the references. Widely communicate the potential need for change. Communicate what you're doing about it. Communicate what was done and how it worked out. Get as much feedback as possible from employees, including what they think are the problems and what should be done to resolve them.

Plan the change. How do you plan to reach the goals, what will you need to reach the goals, how long might it take and how will you know when you've reached your goals or not? End up having every employee ultimately reporting to one person, if possible, and they should know who that person is. Delegate decisions to employees as much as possible. This includes granting them the authority and responsibility to get the job done. As much as possible, let them decide how to do the project.

Keep focused on meeting the needs of your customer or clients.


Don't seek to control change, but rather to expect it, understand it and manage it. Don't get wrapped up in doing change for the sake of change. Know why you're making the change. What goal(s) do you hope to accomplish?

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