CHANGE

MANAGEMENT
 Organizational Change

Any alterations in the people,

structure, or technology of an
organization
Characteristics of Change
 Is constant yet varies in degree and
direction
 Produces uncertainty yet is not completely
unpredictable
 Creates both threats and opportunities
 Managing change is an integral part
of every manager’s job.
Forces for Change
Forces for Change

External Internal
forces Forces
Forces for Change…..

External forces

Marketplace
Governmental laws and regulations
Technology
Labor market
Economic changes
Forces for Change…..
Internal
Forces

Changes in organizational strategy

Workforce changes
New equipment
Employee attitudes
 Change Agent
Who in the organization is responsible
for the change activities.
or

People who act as catalysts and assume

the responsibility for changing process
are called change agents.
 Change Agent
 Types of Change Agents

 Managers: internal entrepreneurs

 Nonmanagers: change specialists
 Outside consultants: change
implementation experts
 Lewin’s Three-Step Process

Unfreezing Changing Refreezing

The Change Process
Three Categories of Change

Exhibit 13.2
Separate View of Change
 Management see change in a Linear
Fashion.

 Staff views Change Somewhat

Differently.
 Resistance to Change
 Mainlt two types of resistance may be
faced

 (1) Individual Resistance

 (2) Organizational Resistance

Sources of Individual Resistance
to Change
Sources of Organizational
Resistance to Change
Managing Resistance to Change
 Why People Resist Change?
 The ambiguity and uncertainty that change
introduces
 The comfort of old habits

 A concern over personal loss of status, money,

authority, friendships, and personal convenience
 The perception that change is incompatible with
the goals and interest of the organization
 Techniques for Reducing Resistance to Change

TECHNIQUE WHEN USED

Education and When resistance is due to misinformation
communication
Participation When resisters have the expertise to make
a contribution
Facilitation and When resisters are fearful and anxiety-ridden
support
Negotiation Necessary when resistance comes from
a powerful group
Manipulation When a powerful group’s cooperation and
an endorsement is is needed
Coercion When a powerful group’s endorsement is
needed.application of direct threats or force on resistors.transfers, loss of
promotion
Final Goal of Change Management
THANK
YOU

Copyright © 2005 Prentice Hall, Inc. All rights

reserved. 13–19