MANAGING CHANGE-SUCCESSFULL CHANGE

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MANAGING CHANGE : 

MANAGING CHANGE HOW TO IMPLEMENT A SUCCESSFUL CHANGE 1 ANDREW MSAMI

RULES FOR EFFECTIVE CHANGE MANAGEMENT : 

RULES FOR EFFECTIVE CHANGE MANAGEMENT Achieving personal change among managers is key to a successful change process Change should be backed by a thoughtful plan Change is implemented Sensitively Consult the people affected before and during the change process . 2 ANDREW MSAMI

CHANGE PROCESS : 

CHANGE PROCESS The following must noted: Forced change on to people normally creates problems. Change must be realistic, achievable and measurable. Before starting organizational change, ask: What do we want to achieve from change? How will we know that the change has been achieved? Who is affected by this change? How will they react to it? 3 ANDREW MSAMI

CHANGE PROCESS : 

CHANGE PROCESS Before starting organizational change, ask: How much of this change can we achieve ourselves? What parts of the change do we need help with? These aspects relate strongly to the management of personal as well as organizational change. Answering questions asked above set grounds for successful changes with planned results at each step taken. 4 ANDREW MSAMI

BASIC GOOD CHANGE MANAGEMENT TIPS : 

BASIC GOOD CHANGE MANAGEMENT TIPS People will change when they see the need for change People will change when they know how to change People will change when they are actively involved in the change process People will resist surprises 5 ANDREW MSAMI

BASIC GOOD CHANGE MANAGEMENT : 

BASIC GOOD CHANGE MANAGEMENT People will change when they are secured in the change process People resist being treated as things People will not change of new initiatives only: attitude, feelings and status are just as important People change some attitudes slowly 6 ANDREW MSAMI

BASIC GOOD CHANGE MANAGEMENT : 

BASIC GOOD CHANGE MANAGEMENT Example: People change when they see the need for change. WORKABLE AND RESULT ORIENTED STRATEGY A detailed participative assessment of organizations’ performance report from all employees perspectives needed for effective change management 7 ANDREW MSAMI

BASIC GOOD CHANGE MANAGEMENT : 

BASIC GOOD CHANGE MANAGEMENT RESULTS Employees designed and implemented performance assessment process on the initiative Employees drafted performance assessment report (recommendations for change) Employees developed change implementation plan Employees willingness/intent to implement a change plan 8 ANDREW MSAMI

BASIC GOOD CHANGE MANAGEMENT : 

BASIC GOOD CHANGE MANAGEMENT DIFFERENT LEVELS OF PERFORMANCE AND MOTIVATION IN A CHANGING ENVIRONMENT Results emerging form Tip one are linked with the awareness creation and understanding levels of performance and motivation in a changing environment At the awareness creation and understanding levels has the main aim of motivating employees to understand and internalize the need for change. 9 ANDREW MSAMI

BASIC GOOD CHANGE MANAGEMENT : 

BASIC GOOD CHANGE MANAGEMENT LINKING DIFFERENT LEVELS OF PERFORMANCE AND MOTIVATION IN A CHANGING ENVIRONMENT Results in the changing environment support management of the transition Strengthen the design of the change process 10 ANDREW MSAMI

BASIC PROCESS FOR SUCCESSFUL CHANGE MANAGEMENT : 

BASIC PROCESS FOR SUCCESSFUL CHANGE MANAGEMENT 11 ANDREW MSAMI

AWARENESS : 

AWARENESS Change agent must initially accept the fact that the first time the change idea is introduced the motivation for change will decline among the affected groups However, this is a stage were a great deal of work is done to bring people to the understanding of the change The achievement here comes when peoples’ motivation is at its lowest levels but coming to terms with the need for change 12 ANDREW MSAMI

UNDERSTANDING : 

UNDERSTANDING Employees anxiety and stress is alleviated; this stage requires the organization to put in place: A created supportive change environment. Take advantage that employees understand the change and they are willing to work through Make the job interesting while employees are implementing a change Change process that outline clear benefits and reduce anxiety 13 ANDREW MSAMI

UNDERSTANDING : 

UNDERSTANDING Fit each employee in the change process in accordance with their roles and expectation Manage the transition well whereby employees are moving from resistance to design Create a big picture of the change and make individual employees narrow down the design to make it fit with their roles and expectations 14 ANDREW MSAMI

UNDERSTANDING : 

UNDERSTANDING Emphasize both benefits and risks Demonstrate how Individuals will benefit from change with hard facts Relate benefits with risks-explain direct implication of failure to implement change on expected benefits. 15 ANDREW MSAMI

UNDERSTANDING : 

UNDERSTANDING Establish performance contracts with employees Clarity of what employees need to do Well designed performance measurement guidelines Objective reward protocol for achievers 16 ANDREW MSAMI

UNDERSTANDING : 

UNDERSTANDING Communication strategy Reporting processes on change progress Description of how information will flow-top down and bottom up Guidelines on reporting on planned activites against achievement Frequently, outline gaps with explanation 17 ANDREW MSAMI

INVOLVEMENT : 

INVOLVEMENT Employees are actively engaged into implementing the change. Employees motivation at this stage is rising The intended change and expectation of change have been internalized Employees are putting change into action Management create a conducive environment to support the change process 18 ANDREW MSAMI

INVOLVEMENT : 

INVOLVEMENT Involvement of employees in; Planning; the design of the change from employees perspective Implementation and monitoring; employees implement the change and they know better how to monitor: need to be trusted to implement and monitor change for success Evaluation process; a participatory evaluative process is recommended for objective results that inform future changes 19 ANDREW MSAMI

INVOLVEMENT : 

INVOLVEMENT Gain the support of opinion leaders: In any organisation there exist influential individuals whom once they accept an idea others will follow, the leader tends to model the behavior of those who admire them. Work closely with opinion leaders and get their view throughout the time to make sure the pace of involvement is higher. 20 ANDREW MSAMI

INVOLVEMENT : 

INVOLVEMENT Concentrate on the doers and support the doubters ; Note that the risk takers are more likely to put more effort needed for change, take advantage and work closely with them. Energize risk takers to influence laggards to join the change pace Management should provide direct support to the laggards 21 ANDREW MSAMI

ACCEPTANCE : 

ACCEPTANCE Plan means for the change to generate faster results through: Job satisfaction; positive attitude towards ones work Job security; individual desire to protect employment Autonomy; work environment that gives one freedom to decide on how to do his/her job within guidelines but with minimum supervision 22 ANDREW MSAMI

ACCEPTANCE : 

ACCEPTANCE Generate ideas that will lead into reduction of; Confusion Fatigue 23 ANDREW MSAMI

ACCEPTANCE : 

ACCEPTANCE Improve on communication A lot has been achieved at this stage and management should not be seen to have detached themselves from employees-closer relationships need to be continued Review meetings should be conducted periodically to analyze achievements and challenges for future improvement 24 ANDREW MSAMI

ACCEPTANCE : 

ACCEPTANCE Introduce and implement change motivational packages for employees to sustain the change pace from their own initiatives Set grounds for creativity among employees Put incentives in place for employees to generate more ideas for future change and let them own the processes 25 ANDREW MSAMI

ACCEPTANCE : 

ACCEPTANCE Provision of constant flow of resources to employees is key at boosting confidence as the change continue to be part of employees lives Pump adequate resources in the strategic changes areas to generate more benefits to the organisation and employees 26 ANDREW MSAMI

ACCEPTANCE : 

ACCEPTANCE Keep employees up to date through regular training on new knowledge and skills needed for continued improvement in the change process Listen to frustration and give time for them to air in a meeting with all employees present Management should take appropriate action to maintain high levels of accepted change 27 ANDREW MSAMI

ACCEPTANCE : 

ACCEPTANCE Show that you understand the feeling and fears of those affected and take steps to relieve-the pain-unnecessary concerns Praise those who approach the change with a positive attitude this will encourage others to follow Visit location where change is implemented successfully 28 ANDREW MSAMI

ACCEPTANCE : 

ACCEPTANCE Show those with a tendency to resist the success generated by others, and encourage them to get out of fear Keep on explaining why something new is necessary and desirable Concentrate on one project at a time and make it successful 29 ANDREW MSAMI

ACCEPTANCE : 

ACCEPTANCE Develop a reputation; add credibility as a change agent, enhance your confidence and employees judgment on your decision Stimulate a positive ongoing attitude by regularly discussing new ideas, initiatives, with your staff 30 ANDREW MSAMI

ACCEPTANCE : 

ACCEPTANCE Celebrate achievements of goals in the change process, make sure all the employee see the reason to celebrate Be flexible and experimental in approach to ideas of others Continue encouragement of risk takers and innovators 31 ANDREW MSAMI

Slide 32: 

ANDREW MSAMI 32 PREPARE FOR CHANGES BECAUSE THE ONLY THING THAT NEVER CHANGE IS CHANGE

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