Management of Change

1.    Perceive a situation for change:

Every organization has objectives. They are framed for the organization as a whole, its departments and division. In order to achieve these objective, managers must perform better than competitors and to do so, they constantly need to scan the external environment, find threats and opportunities, link them with the organization’s strengths and weaknesses (that is, carry out a SWOT analysis), review their policies and performance periodically (monthly, quarterly or half-yearly) and if required, modify the organization structure and policies.

The first step in the management of change, therefore, is to feel the need for change, which is defined by the organization’s desire to move from the existing situation (or equilibrium) to the desired situation (or equilibrium).

2. Analyze the existing situation:

The desire to reach a new state of equilibrium requires analysis of the organization’s existing goals, structure, technology and people. A careful analysis of the organization’s existing structure and it s comparison with the planned situation helps managers in identifying the of change to be made (structural  technological or people).

3. Prepare a plan for change:

When the existing situation is analyzed and need for change is felt, managers prepare a plan for initiating the exchange. The kind of changes to be made in the organization structure, development of new authourity-responsibity  relationships, new policies procedures, standards, market operation and people help to make plans for change.

Preparing plans for change offers many advantages to the organization:
 
(a)    Change can be implemented in a systoles to the organization:
(b)    People participate in the change process rather than resist the change.
(c)    Communications improves amongst organizational members.
(d)    Capital resources are optimally utilized.
(e)    All department coordinate their activate towards the proposed change.
 (f)    Details on who will be the change3 agent, (managers or outside agency), what will be the
         methodology for implementing the change, what is the right time to initiate the change, can be
         worked in advance.
(g)    Future requirements of jobs in the new structure, people needed to work on those jobs,
         training programs to improve their potential can also be ascertained.

4. Try the plan:

Resources committed in the change plan cannot be easily reversed. A pilot run of the plan should, therefore, be made by the organization (on a functional area or a product division) and if it is successful in one unit, it should be implemented in the entire transition. Problem in the pilot run or protesting of the plan should be corrected before e the overall change plan is implemented.

5. Overcome resistance to change:

Change may invite resistance from members as it involves rearrangement of people and resources. There may be fear of insecurity, discontentment, and loss of social interactions, position or status amongst members. Managers must, therefore, overcome the resistance. When resistance is overcome, people will willingly accept the change. This will ease the process of transition or change from present situation to the ideal situation.

6. Implement the change:

After the above steps to the management of change are accomplished, the change process is put into operation. Resources are commuted to various functional area, new authority-responsibility relationships are established, people are trained and placed at their respective jobs, a sound communication system is designed and other operative and administrative arrangements are made. Managers pass information to people at different levels and clarity their doubts on the proposed change. How effectively the change is planned determines how effectively it is implemented.

7. Monitor or review the change:

A successfully planned and implemented change may not always bring the desired results. The change process should, therefore, be regularly monitored and reviewed to analyze the effects of change. Discrepancies or deviations should be brought to the native of managers and corrective action should be taken o smooth the process of change. Observing the level of production, profits and behavior of employees towards the changed structure at frequent and regular interval of time provides timely feedback to manager about successful implementation of change.

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