Change Management

Thurley and Wirdenius’s Change Strategy Thurley and Wirdenius introduced the main advantages and disadvantages of change management in 1973, which was brief by Lockitt and 3T Productions Ltd. (2004) as follows: Directive change strategy.  This strategy explained the manager’s right to manage change and using authority to execute transformation with little or without the participation of other individuals. T s approach leads to valuable data and concepts being missed and there is solid resentment from staff when changes are forced rather than discussed and agreed. Expert change strategy.  According to this strategy management of change can be considered as a problem-solving method that requires to be determined by an ‘expert’. This method is mostly applied to more technical issues and will normally be led by a specialist project staff or senior manager. There is possible to be a slight connection with those affected by the change. Negotiated change strategy.  Th

ADKAR Analysis The ADKAR model is a coaching tool used in change management. It assists to measure the involvement, support, and trust of employees. A wareness D esire K nowledge A bility R einforcement The ADKAR model clearly shows a set of goals that management should make an effort to accomplish, Support of the team direct to successfully implementation of the change strategy. Step 1: Spread awareness Make aware of the features of change and the necessity of change. Step 2: Inspire desire Supporting employees to change and build desire in them rather than forcing them Step 3: Impart knowledge Conducting training programs, coaching programs, tutorials, and checklists to support employees to adopt changes.  Step 4: Improve the ability Support employees in improving their skills through evaluations and feedback. Step 5: Reinforce the changes Make sure that empl

The 7 C’s of change is beneficial both as a descriptive and diagnostic tool. Each of the 7C’s defines the stages of the change cycle. In every stage, there are basics that must be determined to let the process implementing. The change cycle is very essential to identify the task, which is implemented for succeeding in the change process. Choosing team Look for excellent communicators. Seek members that are well-organized and self-disciplined. Find an exceptional project manager. Find some one to leading the team Hire the best fit for the role. Crafting vision Step 1: Define the team. ... Step 2: Be transparent. ... Step 3: Take stock. ... Step 4: Hash it out. ... Step 5: Call someone's if necessary. ... Step 6: Get feedback. ... Step 7: Finalize and communicate. Connecting hard issues with soft issues When management uses  soft HRM , it views its employees as critical resources who are key to

Managing Changes in Mergers and Acquisitions Mergers and Acquisitions Issues with Mergers and Acquisitions Motivation and retention of key people in mergers and acquisitions People related issues are the most critical characteristics which leading to success or failure of mergers and acquisitions (M&As). Leaders should concern on deal with the problems of how to keep the team motivated and retained in the time of mergers and acquisitions implementing.     There are few reasons for difficulties to motivate and retained of key people in the organizations. Findings - The main reasons why the motivation and retention of key people during M&As are so difficult to master are that often damage is done prior to the closing of the deal. It is hard to handle the speed at which M&As are concluded and so it can be difficult to quickly and efficiently identify the key people to retain. The right packages need to be design

Change Through Management Hierarchy Usually, the most important changing decisions are taken by the top-level managers of the management hierarchy. Lower-level managers and other executives are only implementing those changes. In such a hierarchy some time misses out small details of planning. Therefore, managers must know how to design for changes under such situations. It is hard to implement vast changes under a management hierarchy structure. Organizations can implement some effective procedures to resolve this problem. Keeping a specialized planning unit is the solution to overcome the said problem. This planning unit occupied with all levels of management and they are responsible for the smooth implementation of changes. Involving external management consultants is an effective strategy and these consultants are skilled, expertise, professional in executing changes successfully. Employees are often less likely to resist changes when they are enforced and manag

Resistance to Change Resistance to change is the most important facets of change management and resistance is human nature to react to changes. Organizations must make every effort to implement changes with minimum hassle rather than resisting changes. Reasons for Resistance to Change Resistance to change is common in every organization and to succeed in the changing process, leaders should able to identify the actual reasons for resistance. Employees are trying to find a convenient method to continue the existing works they have always been doing. Implementing new things is very difficult for them. Employees who have affected by the changing process will always resist as changes are always come out with alteration in powers, influence and workers' duties. Employees who are inflexible on continuing duties instead of doing new things and accepting risk will always resist changes. This will be happened due to the lack of creativity of organizational staff.