Management in Practice
Cyrusxx
Week2Lecture-MIP2021-MLBt.pptxDr Carol Bond
Melbourne
BUSM4546 – Management in Practice Change Management – Topic One
Week 2
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Drivers of Change
Globalization
Technology
Innovation
Economy
Operating Environment
Social Factors
(New) leadership
Government Policy
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Organisations
People
Project
Globalisation
Globalisation:
The worldwide interdependence of:
resource flows
product markets
business competition.
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Technology
Computers allow organisations of all types and sizes, locally and internationally, to speed transactions and improve decision-making.
In ‘virtual space’ people in remote locations can hold meetings, access common databases, share information/files, make plans and solve problems together, without having to meet face to face.
Computer literacy must be mastered and continuously developed as a foundation for career success.
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Ethics
Ethical and social responsibility issues involve all aspects of organisations, the behaviour of their members and their impact on society.
Expectations now include:
sustainable development, environmental protection
product safety and fair practices
protection of human rights
in the workplace: equal employment opportunities, equity of compensation, privacy, job security, health and safety, and freedom from sexual harassment.
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Forces and targets for change
Forces of organisational change include the global economy and market competition, local economic conditions, government laws and regulations, technological developments, market trends and social forces.
The many targets for planned change include tasks, people, culture, technology and structure.
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Planned and unplanned change
A performance gap is a discrepancy between the desired and actual state of affairs.
Planned change is a direct response to a person’s perception of a performance gap.
Unplanned changes occur spontaneously without the benefit of a change agent’s attention; examples of unplanned changes could include a strike, plant closure or interpersonal conflict.
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What is change management?
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Change management
Change management - Change management is the process, tools and techniques to manage the people side of change to achieve the required business outcome.
Change management incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change.
Change management focuses on the people
impacted by the change.
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Project management
Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements.
Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and closing.
Project management focuses on the tasks to achieve project requirements.
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Project Management
Change Management
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Current
Transition
Future
Lewin’s Change Model
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Phases of planned change
Unfreezing phase: a situation is prepared for change, and felt needs for change are developed.
Changing phase: change is implemented. Managers initiate changes in tasks, people, culture, technology and structure.
Refreezing phase: change is stabilised and conditions for its long-term continuity are created.
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Kotter’s Eight Steps of Change
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Kotter emphasises personal connection
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Change Management Framework
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The Prosci® ADKAR® model
The Prosci® ADKAR® model, based on research of more than 2600 companies over 14 years, has five stages that represent the five milestones an individual must achieve in order to change successfully:
awareness of the need for change
desire to support the change
knowledge of how to change
ability to demonstrate new skills and behaviours
reinforcement to make the change stick.
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Critical considerations For each of the five Prosci® ADKAR® model stages
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Prosci-ADKAR model of implementation (adapted from Steyn, And Van der, 2013) https://www.researchgate.net/figure/Prosci-ADKAR-model-of-implementation-adapted-from-Steyn-And-Van-der-2013_fig1_286048486
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Final Thoughts
Change will only be successful if communicated and accepted by employees or project team members.
It is also critical that an organization or project team should be able to manage CM effectively with appropriate support,
Next time … we will undertake an organisational analysis of our Partner – Future Fuels CRC.
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References
Galli, J (2018). Change Management Models: A Comparative Analysis and Concerns, IEEE Engineering Management Review, 6(3): 124- 132.
Project Management Institute (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 6e. (ISBN-13: 978- 1628251845)
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