CHANGE MANAGEMENT

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CHANGE :CHANGE CHANGE IS THE MOVEMENT FROM ONE STATE TO ANOTHER, THROUGH VARIOUS TRANSITIONAL FORMS, TO A FINAL CONDITION.

CHANGE: TO BOOST EQUIPMENT PRODUCTIVITY :CHANGE: TO BOOST EQUIPMENT PRODUCTIVITY INCREASING COMPLEX TECHNOLOGY IN EVERY ASPECT OF WORK. INTEGRATED INFORMATION & DATA MANAGEMENT FOR EMPLOYEES, FIXED ASSETS, COSTS, PERFORMANCES, & ACTIVITIES.

CHANGE: TO BOOST EQUIPMENT PRODUCTIVITY :CHANGE: TO BOOST EQUIPMENT PRODUCTIVITY ADVANCING PROCESS AUTOMATION & ROBOTICS REQUIRING LESS OPERATORS & MORE HIGHLY TRAINED TECHNICIANS. TIGHTER DESIGN TOLERANCES FOR HIGHER QUALITY PRODUCTS & LESS MAINTENANCE INTERVENTION.

CHANGE: TO BOOST EQUIPMENT PRODUCTIVITY :CHANGE: TO BOOST EQUIPMENT PRODUCTIVITY SHORTER OBSOLESCENCE CYCLES AS TIME-TO-MARKET FOR NEW PRODUCTS DECREASES. LARGER SCALE OF PLANT WITH INCREASING FLEXIBILITY.

CHANGE: TO BOOST EQUIPMENT PRODUCTIVITY :CHANGE: TO BOOST EQUIPMENT PRODUCTIVITY HIGHER INVESTMENT TARGETS & PROFIT MARGINS IN THE NEW GLOBAL ECONOMY. MORE RIGOROUS HEALTH & SAFETY STANDARDS IN ALL JURISDICTIONS.

CHANGE: TO BOOST EQUIPMENT PRODUCTIVITY :CHANGE: TO BOOST EQUIPMENT PRODUCTIVITY RAISED ENVIRONMENTAL EXPECTATIONS BY BOTH REGULATORS & CONSUMERS. INCREASED DEGREE OF CONTRACTING AS BUSINESSES STICK WITH THE CORE COMPETENCIES & CONTRACT OUT THE REST.

CHANGE: TO BOOST EQUIPMENT PRODUCTIVITY :CHANGE: TO BOOST EQUIPMENT PRODUCTIVITY PRODUCT LIABILITY LAW CHANGES. WORKERS’ EXPECTATIONS FOR SELF-REALIZATION IN THEIR JOBS.

CHANGE :CHANGE THE MOST DIFFICULT ASPECT OF CHANGE IS USUALLY CONVINCING THOSE CONCERNED OF THE NEED TO CHANGE. THE IMPETUS FOR ORGANIZATIONWIDE CHANGE IS OFTEN THE THREAT OF BUSINESS CLOSURE OR A PROTRACTED STRIKE BY THE EMPLOYEES.

OVER-ALL APPROACH FOR CHANGE MANAGEMENT :OVER-ALL APPROACH FOR CHANGE MANAGEMENT ESTABLISH THE NEED TO CHANGE. GET ALL EMPLOYEES INVOLVED & COMMITTED. SET THE OBJECTIVES. DEFINE THE APPROACH. CLARIFY THE BOUNDARIES.

OVER-ALL APPROACH FOR CHANGE MANAGEMENT :OVER-ALL APPROACH FOR CHANGE MANAGEMENT COLLECT ALL FACTS & ANALYZE. PREPARE OPTIONS & SELECT THE SOLUTION. DEVELOP THE PLAN. CARRY OUT THE PLAN. MEASURE & COMMUNICATE THE RESULTS.

REASON WHY PEOPLE RESIST CHANGE :REASON WHY PEOPLE RESIST CHANGE FEAR THE UNKNOWN LOSING SKILLS & STATUS NOT BEING ABLE TO COPE UP IMPLIED CRITICISM DON’T AGREE WITH THE TARGETED END RESULT/S

BASIC STRATEGIES FOR ACHIEVING CHANGE :BASIC STRATEGIES FOR ACHIEVING CHANGE INCREASE THE DRIVING FORCES. DECREASE THE RESTRAINING FORCES. A COMBINATION THE FIRST & SECOND STRATEGIES.

NOTEWORTHY ATTRIBUTES OF CHANGE IN SUCCESSFUL COMPANIES/INDUSTRIES :NOTEWORTHY ATTRIBUTES OF CHANGE IN SUCCESSFUL COMPANIES/INDUSTRIES IT WAS DIRECTED STRATEGICALLY. IT WAS PARTICIPATORY. THE TEAM APPROACH WAS USED. IT WAS BALANCED IN FUNCTIONS. IT WAS FLEXIBLE. IT WAS INTEGRATED (NOT SIMPLY INTERLACED). THERE WAS EXCELLENT COMMUNICATION.

LEADERSHIP STYLE IS KEY TO IMPLEMENTING CHANGE :LEADERSHIP STYLE IS KEY TO IMPLEMENTING CHANGE IF LEADERS ARE NOT FULLY COMMITTED – IF THEY VACILLATE, SUBTLY OR OVERTLY QUESTION THE NEED, OR HAVE MORE PRESSING PRIORITIES – SUCCESS WILL SEVERELY DIMINISH. IF LEADERS, WANTING TO ENCOURAGE PARTICIPATION, APPEAR ALOOF, PEOPLE WILL QUESTION THE IMPORTANCE OF DOING IT.

CHANGE IS MORE ACCEPTABLE WHEN … :CHANGE IS MORE ACCEPTABLE WHEN … IT IS UNDERSTOOD. PEOPLE AFFECTED HAVE HELPED TO CREATE IT. IT HAS BEEN PLANNED. PEOPLE CAN SHARE IN ITS BENEFITS. IT DOES NOT THREATEN SECURITY. IT RESULTS FROM PREVIOUSLY ESTABLISHED PRINCIPLES, RATHER THAN PERSONAL EDICT. IT IS EFFECTIVELY LED.