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5 Management of Change

This document discusses managing change in organizations. It identifies common sources of resistance to change, such as loss of control and fear of the unknown. It recommends openness, inclusion, and participation to reduce resistance. The document outlines a four-stage change management process: 1) diagnosing needs, 2) designing strategies, 3) implementing plans, and 4) follow up. It also identifies three avenues for implementing change - modifying job functions, organizational structure, and addressing impacts on people.

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Alondra Sagario
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63 views

5 Management of Change

This document discusses managing change in organizations. It identifies common sources of resistance to change, such as loss of control and fear of the unknown. It recommends openness, inclusion, and participation to reduce resistance. The document outlines a four-stage change management process: 1) diagnosing needs, 2) designing strategies, 3) implementing plans, and 4) follow up. It also identifies three avenues for implementing change - modifying job functions, organizational structure, and addressing impacts on people.

Uploaded by

Alondra Sagario
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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5 specialized business skills and

concepts to nonprofit and social


MANAGEMENT OF CHANGE
organizations
CHANGE: A NATURAL PROCESS c) Issues and problems – facing
managers, society and individuals as
Change - to become different, usually in their needs and desires progress into
response to a stimulus requiring an action or the future
adjustment d) Environment – physical resources
Resistance – additional force generated by are depleted and must be renewed
change e) Increasing rate of change – resulting
decrease in the response time
- part of the natural flow of the allowed for the manager to make and
change process implement needed adjustments
REASONS FOR RESISTANCE: *SOURCES OF CONFLICTS AND
a) Loss of personal control RESISTANCE TO CHANGE
b) Fear of the unknown Self-interest – be it social position, status, or
c) Apprehension about the real economic wellbeing
objectives of management
(insecurity) - An important factor

ANTIDOTES FOR RESISTANCE Assessment differences – another impetus


for conflict and resistance
a) Openness
b) Inclusion -can arise because of
c) Participation in the decision-making a disagreement over interpretation and
process (communication) judgment, limited information, or a lack of
understanding of the situation
MANAGEMENT RESPONSIBILITY FOR
CHANGE Loss of control – can result in a strong
attempt to maintain the status quo
Change Agent – person initiating the change
effort Fear – can develop through a perceived
reduction of autonomy or a challenge to the
Client System – target of the change agent’s person’s comfort zone
intervention effort; the entity that may need
a desire of a change MANAGEMENT OF THE CHANGE
PROCESS
THE NATURE OF CHANGE
CHANGE MANAGEMENT PROCESS
*SOURCES OF CHANGE MODEL
a) Knowledge base – both the broad 1. Diagnosing and analyzing the need
advances in the arts and sciences in for change
general
- Management planning
b) Scope of management – duties and
function
responsibilities and the application of
- Decision-making skills
2. Designing a change strategy management waste, cost cuts
- Situational changes and reduction of overhead,
- Organizational development restructuring, downsizing
3. Implementing the change plan 3. People
- Job functions Three possible responses on the part of the
- Organizational structure staff to the changes:
- People changes
4. Follow up cycle: Continuous change 1. Accept and provide active support
management for the program
2. Can passively comply with the new
FOUR STAGES requirements
1. Diagnosis 3. Can resist the new plan
2. Strategy development
3. Implementation of plan
4. Follow-up
TWO PRIMARY MEANS OF
INTERVENTION
a) Tools of persuasion
b) Tools of control
*Participatory and involvement strategy
(persuasion)
*Informed strategy (control)
THREE AVENUES THROUGH WHICH
TO IMPLEMENT CHANGE
1. Job functions (tasks)
– can change because of the adoption
of revised policies and procedures or
the introduction of different
technology
 Redesign of job responsibilities –
an ongoing process in the
laboratory
-the most frequent method
for introducing change
2. Organizational structure
 Reasons cited for reorganization
- New blood, top-heavy,
streamlined decision making,
eliminating middle-

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