Change Management

Change Management

Planning

The first step when organising a change programme is the perception that a new approach to a given riddle is required. It is then necessary to find a solution, which matches the indemnity to be adopted, to changed circumstances

The three key questions when planning change management be:

1.         Where are we now?

2.         Where do we motivation to be?

3.         How do we get there?

A change of this kind has many implications:

§         Jobs would pee-pee to be redesigned;

§         The shop-floor layout changed;

§         Workers trained in new skills;

§         The recruitment policy adjusted to employ workers with greater potential for moving flexibly between tasks within the cell.

The process of implementing these changes will be make much easier if the people affected by them are multiform in identifying the initial problem and evaluating the proposed solution.

Implementation

People implement change, but they are also the most important barriers to its success. Resistance to change whitethorn occur in the process of putting the planned developments into action.

Individuals may resist the implementation of change:

§         To preserve existing routine.

§         To value pay and employment.

§         To avoid threat to security and status.

§         To maintain base membership.

There are two key ways in which managers displace help individuals overcome their natural resistance to change:

1.          bring those affected by change at every spot of the conclusiveness making process. So they understand why a new approach is necessary. Acting in this way develops the freight of individuals to a decision. If they were involved in the development of the idea from an primordial stage they will have a personal indorse in its success. This approach is known as ringi. When a decision is to be made, a proposal passes between all the employees who...

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