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Mahfuza Akter ID : 10206038 Olibunnahar ID : 10206006 H.M.Hafizur Rahman ID : 10206031 MIRON Hossain ID : 10106033 Devabrota Moytra ID : 10106023 Hamidu zzaman ID : 08206040
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Change for changes sake is bad. But some change can be good. The Bio cultural Sci ence & Man agement blog has published this great graphic on resistance to change.
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People fear the uncertainties of change. The slightest suggestion that things wont stay the same can cause panicbut the real problem isnt the changeits peoples reaction to that change. -Dr. Alan Zimmerman
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Change is hard because people overestimate the value of what they have and underestimate the value of what they may gain by giving that up. -James Belasco and Ralph Stayer Flight of the Buffalo
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Change
To Make Different in Some Particular: ALTER To Make Radically Different: TRANSFORM To Give a Different Position, Course or Direction -- Websters Collegiate Dictionary
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Why change ?
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Change is necessary in life to keep us Moving Growing Interested Imagine life without Click tochange. It would be edit Master subtitle style static...boring...dull.
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15% of the workforce is eager to accept it 15% of the workforce is dead set against it 70% is sitting on the fence, waiting to
see what happens
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Three-stage process
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Unrealistic optimism Reality shock Constructive direction qHOW PEOPLE RESPOND TO CHANGES THEY FEAR AND DISLIKE AT WORK ?
Getting off on the wrong track Laughing it off Growing self-doubt Destructive direction
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Motivation Some Good Reason to Give up the Status Quo Vision A Clear and Practical Vision of the Desired Future State Next Steps an Understanding of the Next Steps Required to Progress Toward the Vision If One Is Missing, Little Change Will Take Place
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Typical human reactions to change can be illustrated by means of the following diagram, which resembles the 10. ACHIEVEMENT steps of a ladder or a Steady 9. CONTROL staircase: It starts with step 1 Improveof utter surprise and goes up ment 8. HASTE I want it now all the way through the steps up to step 10, where It is going to work 7. achievement is possible and COMMITMEN Lets 6. ACCEPTANCE give it a try people start to say "let's T it". do The stages of gradual I told 5. REJECTION ONCE AGAIN it wouldnt work acceptance are: I dint 4. GRUDGING ACCEPTANCE like it, but
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All of us are different. Some are extroverts, others introverts. Some are quick starts, others factfinders. Some are liberals, others conservatives. All of us, says Winters, have natural ways in which we respond to conflict natural ways in which we each respond to change. Understanding the natural way of how people handle change can therefore be important for top leaders in managing change sensitively. Winters formulation of the six types of employee reactions to the changing workplace is a useful tool to enable this understanding. 2/3/13 1 1818
So R
es ur is ce Ch tan s o an ce f ge to
Resistance
to
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change is the action taken by individuals and groups when they perceive that a change that is occurring as a threat to them. Key words here are 'perceive' and 'threat'. The threat need not be real or large for resistance to occur. In its usual description it refers to change within organizations, although it also is found elsewhere in other forms. Resistance is the equivalent of objections in sales and disagreement in general discussions. Resistance may take many forms, including active or passive, overt or covert, individual or 1919 organized, aggressive or timid.
Resistance Is
Resistance Is Not
Necessarily Logical A Sign of Disloyalty To Be Taken Personally A Sign That the Change Project Is
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Letting Go of Familiar Past (Perhaps a Romanticized View) Confronting Feelings About an Uncertain Future Dealing With Loss of Face Redesigning a Focus on New Realities Working on These in Public, Facilitated Forums Allows People to Constructively Express Their Anxiety and Anger and Helps to Reduce Passive-Aggressive Inertia and Sabotage
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Sometimes people who resist change have discovered weaknesses in the process of organizational change. This type of resistance is beneficial because these weaknesses can be eliminated before we start with the process of change. Some important thing when we talk about resistance to changes is the level of resistance. The level of resistance can be:
As you can see from the picture if the level of resistance is small there is a probability that the change process will not give the desired level of success. This situation can have two cases:
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Surprise Inertia Misunderstanding and lack of skills Poor Timing Lack of Trust Fear of Failure Personality Conflicts Threat to Job Status/Security Breakup of Work Group Education Competing Commitments
and communication Participation and involvement Facilitation and support Negotiation and agreement23 23 Manipulation and cooptation
Fr og Pr in ce
You
have to kiss many frogs before you find the Frog Prince
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Triggered by fear Dont take it personally Listen to the message Struggle = Engagement
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Anticipatory changes qReactive changes qIncremental changes External qStrategic change Forces Market Place Govt Laws and Regulations Technology Labor market Economic Change
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Managing these ripple effects is what makes managing change a dynamic proposition with unexpected challenges.
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Managing Change
Structure Technology
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People
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Reinforce/Support
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Implementing a successful change in organization is tough. Even setting up of a state of the art technology along with providing all the necessary training and equipments, does not guarantee a successful change. The right way to manage change begins with a simple model but involves a process that can be complex and delicate. It entails careful planning, detailed design, and thorough implementation.
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Two Approaches to Organization Change Organization Development (OD) Formal top-down approach
q
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Planned change programs intended to help people and organizations function more effectively.
Applying behavioral science principles, methods, and theories to create and cope with change.
OD creates fundamental change in the organization, as opposed to fixing a problem or improving a procedure.
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High Risk
Organization al Attributes
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Small incremental change to a changeable organization
Low Risk
Medium Risk
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Planning for Critical Success Factor Addressed Primarily by Organization Addressed al Primarily Change by Business Management Process Redesign
People
Addressed
Technology
Process
Type Type Type Type Type Type
Primarily by Package
People and process issues are sometimes overlooked in planning for this type of project. They need to be addressed for the project to be a success.
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is ha t i ng ? W en a pp h
I o ? d e o w pa r H e pr
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Wh it ats in for me ?
What1 will I
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Change Management Process is used as a basis for putting together a Change Management Plan or Change Management Project that is specific to your needs. Our five phase, structured Change Management Process has helped some of the world's largest and most successful companies deal with what has become a constant today---Change!
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The Past Bounds Future Success Identify Critical Success Factors From Previous Successful Changes in the Organization
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Stimulating Innovation
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q
CREATIVITY
INNOVATION Turning the outcomes of the creation process into useful products, services, or work methods
q
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INPU T
TRANSFORMATION
OUTPUT S
Structural Variables Organic structure Communication Abundant resources High interunit stimulate Work and network support
Innovative Variables
Cultural variables Acceptance of ambiguity Positive feedback Low external control Tolerance of risks Tolerance of conflicts Focus on ends Open system focus 2/3/13 1 5757
St ru Va c ria tur b l al es
Adopt an organic structure Make available plentiful resources Engage in frequent inherent communication Minimize extreme time pressures on creative activities Provide explicit support for creativity
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Accept Ambiguity, have low external control Tolerant impractical Tolerant risk taking Tolerate conflict Focus on ends rather than means Develop an open system focus Provide positive feedback
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Hu Re ma Va sou n ria rc b l es es
Actively promote T & D to keep employees skills updated Offer high job security to encourage risk taking Encourage individual to be Champion to change
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Things Often Get Worse Before They Get Better Increase the Communication
Change the Medium and Words Focus on What Is Ahead Provide As Much Information As Possible
There Is a Need to Develop a Comprehensive Plan for the Change There Is a Need to Get the Organization Ready for the Change But If It Takes Too Long, People Lose Interest and Motivation
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Keep It Simple No Jargon Use Language of the People Use Storytelling Use Different Mediums
Memos Group Meetings Stories in Newsletters One-on-one Meetings (Have Different Levels of Impact) Where You Are in the Change
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Virtual Change Management "Sure We Can Do That for You What Exactly Did You Have in Mind?" Change Management LiteGood Communication and Training to the Masses. You Can Sort Out These Pesky Role Changes Later on While You're Trying to Get Your Work Processes Adjusted Change management.ComWeb Enabled Change Management Through Your Company's Own Special Portal. "What We'll Put on That Web Site Will Have So Much Sizzle That Your Guys Are Really Gonna' Go for 2/3/13 the Change." 1 6464
SUMMAR Y
become more business-like and to focus on changes in the business environment reposition ourselves rapidly in a dynamic global environment inform our SWOT analysis systematise planning, project management and improvement at all levels, using the ADRI model ensure we do not leave things to chance.
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strategy that organizes and energizes People to understand, embrace and make full use of new Process and Technology
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of the actions required for an organization to understand, prepare for, implement and take full advantage of significant change. The successful design, implementation, measurement and maintenance of an organizations change initiative Enhancement of their on-going capacity for managing change
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CONCLUSION
improved clarity of goals and purpose active involvement and participation of staff in achieving the mission innovative services and programs increased client and stakeholder satisfaction with Library services a collective responsibility and passion for ongoing successful management of change
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nese721.html
Basic Context for Organizational Change Written by Carter McNamara, PhD | Applies to nonprofits and for-profits unless noted
http://www.mapnp.org/library/mgmnt/orgchnge.htm Teaching the Caterpillar to fly by by Scott J. Simmerman, Ph.D. http://www.squarewheels.com/content/teaching.htm l
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THANK YOU
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