Principles of Management

Management of change.
Name : Aishwarya Shinde.

Std :FYBBA Roll no : 63
Subject : Principles of management.
Table of contents.
1.Introduction
2.Causes of change
3.Guiding principles
4.Process of change management
5.Importance
Introduction
• Change is universally permanent ,important for personal and economical growth.
• Adapting to change is simple on a personal level but hard on organisational level .
• For change management – the alignment of the company’s culture, values, people, and behaviour's is also
needed to encourage the desired results.
 Long-term structural transformation has four essential characteristics:

 Scale
 Magnitude
 Duration
 Strategic importance.
• Leadership teams that fail to plan for the human side of change often find themselves wondering why their
best-laid plans have gone awry.
Causes of change.
External Factors Internal Factors
Globalization Organisational changes
Technical Advances Relocation
Micro economic changes Cost cutting (for competitiveness)
Legal changes
Competitors actions
Environmental factors
Guiding principles.
• 1. Address the “Human Side” Systematically:
▫ Any significant transformation creates “people issues.” New leaders will be asked to step up, jobs
will be changed, new skills and capabilities must be developed, and employees will be uncertain and
resistant.
• 2. Start at the Top:

▫ As change is inherently unsettling for people at all levels of an organisation, when it is on the
horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction.
The leaders themselves must embrace the new approaches first, both to challenge and to motivate
the rest of the institution.
• 3. Involve Every Layer of the Organisation :
▫ As transformation programs progress from defining strategy and setting targets to design and
implementation, they affect different levels of the organisation. Change efforts must include plans for
identifying leaders throughout the company and pushing responsibility for design and implementation
down, so that change “cascades” through the organisation.
• 4. Make the Formal Case:

▫ Individuals are inherently rational and will question to what extent change is needed, whether the
company is headed in the right direction, and whether they want to commit personally in making change
happen. They will look to the leadership for answers. The articulation of a formal case for change and the
creation of a written vision statement are invaluable opportunities to create or compel leadership-team
alignment.
▫
▫ These steps should be followed in developing the case:
▫ 1st Step: Confront reality and articulate a convincing need for change.
▫ 2nd Step: Demonstrate faith that the company has a viable future and the leadership to get there.
3rd Step: Provide a road map to guide behaviour and decision making.
• 5. Create Ownership:
▫ Leaders of large change programs must over perform during the transformation and be the zealots who create a critical
mass among the work force in the favour of change. This requires more than mere buy-in or passive agreement that the
direction of change is acceptable. It demands ownership by leader’s willingness to accept responsibility for making
change happen in all of the areas they influence or control.
• 6. Communicate the Message:

▫ Too often, change leaders make the mistake of believing that others understand the issues, feel the need to change, and
see the new direction as clearly as they do. The best change programs reinforce core messages through regular, timely
advice that is both inspirational and practicable. Communications flow in from the bottom and out from the top, and are
targeted to provide employees the right information at the right time and to solicit their input and feedback.
• 7. Assess the Cultural Landscape:

▫ Successful change programs pick up speed and intensity as they cascade down, making it critically important that
leaders understand and account for culture and behaviours at each level of the organisation. Companies often make the
mistake of assessing culture either too late or not at all. Thorough cultural diagnostics can assess organisational
readiness to change, bring major problems to the surface, identify conflicts, and define factors that can recognize and
influence sources of leadership and resistance.
• 8. Address Culture Explicitly:
▫ Once the culture is understood, it should be addressed as thoroughly as any other area in a change program. Leaders should be
explicit about the culture and underlying behaviours that will best support the new way of doing business, and find opportunities
to model and reward those behaviours. This requires developing a baseline, defining an explicit end-state or desired culture, and
devising detailed plans to make the transition.
• 9. Prepare for the Unexpected:

▫ No change program goes completely according to plan. People react in unexpected ways; areas of anticipated resistance fall away; and the
external environment shifts. Effectively managing change requires continual reassessment of its impact and the organisation’s willingness
and ability to adopt the next wave of transformation. Fed by real data from the field and supported by information and solid decision-
making processes, change leaders can then make the adjustments necessary to maintain momentum and drive results.
• 10. Speak to the Individual:

▫ Change is both an institutional journey and a very personal one. People spend many hours each week at work; many think of their
colleagues as a second family. Individuals (or teams of individuals) need to know how their work will change, what is expected of them
during and after the change program, how they will be measured, and what success or failure will mean for them and those around them.
Team leaders should be as honest and explicit as possible. People will react to what they see and hear around them, and need to be involved
in the change process.
Process of change management.
Importance of change management.
• The organisations can respond faster to customer demands.
• It helps to align existing resources within the organisation.
• Change management allows the organisation to assess the overall
impact of change.
• Organisational effectiveness and efficiency is maintained or even
improved by acknowledging the concerns of staff.
Thank You!

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Management of change.

Name : Aishwarya Shinde.

• Adapting to change is simple on a personal level but hard on organisational level .

 Long-term structural transformation has four essential characteristics:

Globalization Organisational changes

Technical Advances Relocation

Micro economic changes Cost cutting (for competitiveness)

• 2. Start at the Top:

• 4. Make the Formal Case:

• 6. Communicate the Message:

• 7. Assess the Cultural Landscape:

• 9. Prepare for the Unexpected:

• 10. Speak to the Individual:

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