managing organizational change
Skip this Video
Download Presentation
Managing Organizational Change

Loading in 2 Seconds...

play fullscreen
1 / 24

Managing Organizational Change - PowerPoint PPT Presentation

  • Uploaded on

Managing Organizational Change. Today’s Agenda. Know the class Review the course outline A case of organization change. In your opinion, what could we study in a course of change management?. Overview of the syllabus. Images of Managing Change Why Organizations Change

I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
Download Presentation

PowerPoint Slideshow about 'Managing Organizational Change' - frayne

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.

- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
Today’s Agenda
  • Know the class
  • Review the course outline
  • A case of organization change
overview of the syllabus
Overview of the syllabus

Images of Managing Change

Why Organizations Change

What Changes in Organizations

Diagnosis for Change

Resistance to Change

Implementing Change

Linking Vision and Change

Strategies and Skills for Communicating Change

Sustaining Change


week2 images of managing change
Week2: Images of Managing Change

Each person

Operates with an image or mental model of what s/he thinks is achievable.

Has a different management style and image.


Illuminate certain aspects of change.

Take us away from paying attention to certain aspects.

We will suggest some images and assess the strengths and weaknesses of different images.


week2 why organizations change
Week2: Why Organizations Change

External forces for change

e.g. new technology

e.g. geopolitical environment

Internal Forces for change

e.g. a new CEO

e.g. growth cycle

Forces for stability

Think: Do we really need this change? what are the likely returns (economic, other) of this change?


week3 what changes in organizations
Week3: What Changes in Organizations

Common types of changes:

Mergers and acquisitions


Technological changes

Proactive Vs. reactive changes

Scale of change




week3 diagnosis for change
Week3: Diagnosis for Change

Organization models to assess where changes are needed in an organization





Management behaviours and mindsets

Employee behaviours and mindsets


Reward mechanisms

Modes of interaction

Component analysis tools to assess the changes needed in each part of the organization

E.g. force-field (strategy), PESTEL (environment), cultural web (culture)

Assessing readiness to change


week4 resistance to change
Week4: Resistance to Change

Why do people resist to change

Experiences with past change

Discomfort with uncertainty

Lack of conviction that change is needed

Perceived negative effect on interests

Lack of clarity as to what is expected

Belief that the timing is wrong

Managing resistance

The resistance cycle

The power of resistance


week5 6 implementing change
Week5,6: Implementing Change

Implementation method is important: A good idea for change may be badly managed and fail.

How much do we involve people

When things will be done

Two main approaches:

Organization development (OD)

Appreciative Inquiry

Change Management

Contingency approaches


week7 linking vision and change
Week7:Linking Vision and Change

Content of meaningful visions

Process by which visions are emerged

Three dilemmas:

Does vision drive change or emerge during change?

Visions help or hinder change?

Vision belongs to organizations or to leaders?


week9 strategies and skills for communicating change
Week9: Strategies and Skills for Communicating Change

Strategies for communicating change

What, how, and to whom

Modelling the communication process

How much communication

Selling vs. buying in


Skills for enacting those strategies

Upward (common language)

Downward (listening skills)

with the outside world (corp. reputation)


week10 sustaining change
Week10: Sustaining Change

Actions to sustain change:

Redesign roles and reward systems

Measure progress




managing change
Managing Change
  • Change can be interpreted in different ways
  • Using the stories of change we can see how change means different things to different people
  • Using the stories of change we can see a wide range of issues that affect why and how change occurs


  • How have past downsizing efforts affected how Kodak now approaches downsizing?
  • What reactions would employees be likely to have to the continued downsizing?


  • Managing reactions to change
  • Key change issues:
    • Both internal and external stakeholders interpret and react to change differently
    • Communication strategies need to be directed at both groups of stakeholders
    • History of past changes influence the reactions and the way managers deal with change



Change can come from above and below

What are the differences between change from below and change from above?

Key change issues:

The diffusion of change helps consolidate change across the organization

Symbolic images of change can give more importance to change from above for employees

Champions of change gain support for change


hewlett packard
Hewlett Packard

Managing a merger

Key change issues:

Organizational politics and lobbying

Merging of cultures as a form of change

Communicating change to internal employees and company stakeholders

Restructuring the organization as a common type of change


mcdonald s

External pressures for change

Key change issues:

The external environment can lead to organizational changes

Organizations may consider that they have a social responsibility to the external community, and this can lead to pressures for change

Not all planned changes come to fruition


Change at Google – New Leadership

For the next session, please:
  • Make groups
  • Have a copy of the book
  • Read Chapter1
  • A group for the first case of the book: IBM
  • A group for the first case from practice