Change Management – Anatomy change


Companies need to change frequently. Some of these changes are beyond driven by competition, economic considerations, legal changes, etc. Some are driven within the growing need for efficiency and effectiveness, changes in personnel, new products and services, new technology, mergers, etc. Some are driven by a leader who sees the current way is not going to be enough for the future. This leader is challenging the status quo to create a better way.

Change is a major challenge for every company. Change task will be to deal with a number of variables. Remember that you lead people, you control things. Some of the leadership of the parameters are coming necessary changes, enroll people in shifts, setting expectations, support before, during and after the modification, handling turf wars, forming and leading teams, being second guessed, handling emotional reactions, especially since accidentally shooting up, etc

management parameters are implementation plans, budgets, timelines, quality and quantity of staffing, process changes, technology, deadlines, commitments, recovery plans, training, reporting, disturbance from operations realized etc.

Leading change effort is a very demanding role.

What Change Management is NOT

Some changes are purely tactical, such as replacing the machine on the shop floor or change the order of the accounting process. This usually makes people to approach the work in the same way as always. These changes can be considered to be more of a training issue and require a minimum amount of change.

What is Change Management

Change management is invoked when a new way of affecting the mutual people and processes across a wide part of the organization. Material changes in the institutions entrusted always ties and new ways to approach the work. Change management is the ability to affect Sufficient organization much commitment and enthusiasm for the change. Change management is a thoughtful process based on all the factors that need to be addressed to ensure that the benefits will offer a new way to work.

need to make changes decided by the top leaders of the organization. A small group among managers and people lower in the organization usually determines policy. The technology should be determined by a larger team or multiple teams composed of people from all levels of the enterprise and all concerned sectors / departments.

The flaw in most of the old change experiments to the human dimension is largely ignored in creating policy. However, with changes integrated stakeholders in the change process planning. Stakeholder involvement is essential for planning and implementing change. Consider employees stakeholders and not just the objective of the changes

There are three basic ways to major changes institution: ..

-Work on the subject, people will follow

-Work people and materials

-Work with people on the subject.

WORK ON material, the people will follow

The first approach is the industrial age that is used by many hierarchical companies. It looks at the employees as part of the machinery. They are part of the problem. “I’m going to organize it. They do what I tell them to do.” This method ensures maximum resistance.

This method is slowly disappearing as companies realized that more humanistic approach to manage their personnel produces better results. However, it is still prevalent in many old line companies.

(Side note. In times of high unemployment, companies and leaders with more autocratic tendencies tend to backslide into this mode as they know the fear of job loss brings compliance.)


The second option is employed more often today. Companies have more experience of change and recognize the value of activities that reduce resistance to change. The goal here is to move them as quickly as possible on the other side changes so we can get back to business as usual. (Notice us vs them?) It can stretch a little point, but this approach is people still seen as part of the problem, the people and the process needs to be “fixed”. However, management uses a little more finesse to deal with people problems. This method may be more communication about what we (administrators) have decided to do and why. Achilles heel of this approach is that it is still the top-down approach. It works to make people change by applying a force from the outside people. It focuses on the behavior of employees, skills and actions and asks them to leave. It does not intrinsic motivation. This approach leans toward the mountain workers who targets change the idea that they do not have any value to offer. They are still part of the problem.

work with people on the subject.

The third option comes from another perspective. The first two options are to try to maneuver the current structure to make a “new thing”. The third option asks the question: “What do I need to do to change the current structure to a whole new level.” This is the same thought process as “Because I have my perspective, what I need to do to energize my followers”. The solution is to work with them. This method tells people that we are all in this together and offers them in the change process to plan and implement solutions. Participation will encourage most of your folks. They work every day. They know more about the details of the job than people higher in the organization. They will come up with ideas you never thought of. When they know what needs to be accomplished and why this solution was chosen, alteration is much smaller. The change moves forward with a much greater level of cooperation

Go Change management – .. the role of leader for the key to successful change


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