,,changes management“ (1) lektor: vytautas stankevicius project: „promotion of integration and...
TRANSCRIPT
,,Changes Management“ (1)
Lektor: Vytautas Stankevicius
Project: „Promotion of Integration and Networking in Municipal Social Services through the vocational training of staff employees in relevant
Divisions“
Jucevičius, 1998, Marshak, 1998, Stoškus, Baržanskienė , 2005,
THE CLASSIFICATION OF THE CHANGE
Content approach:
-Improvements-Innovations
Content approach:
-Improvements-Innovations
THE SIGNS of EVOLUTIONARY and REVOLUTIONARY CHANGES
Sings Evolutionary change
Revolutionary change
Essence
Goal
The characteristics of the change
Change philosophy
The role of the supervisor
Co-worker's role
Fellow
Moderator in the process Leader, coach
Changes, future-oriented design and development
potential
"Pawn"
People bring only small changes to the consistent
An increase in the company's economic efficiency
The rational PlannerAuthoritarian Guide
Cost efficiency and improving humanity (social
efficiency)
Basically, a new approach to the Organization of the activities of
the enterprise and its transformation is strictly for the
period
Changes are made only when it is unavoidable
The development of the fixed period, consistently cautious of learning and finding the best
operational models; change as a permanent phenomenon
Rational, planned actions, as a reaction to the inner or outer
environmental changes
The purpose of the measures and
changes
Theory (E) Theory (O)
Goal Maximizing economic value
Develop organizational capacity
Leadership From top to bottom In Collaboration
Change object Management structure and systems
Organizational culture
Planning Changes in planning and programming
Dramatic changes resulting from
Motivation Financial incentives The combination of the various incentives
The participation of consultants
Active. The use of technology and solutions developed by
Inactive. Employee involvement in the decision-making process
THEORY OF CHANGE
• Rationalization
• Restructuring
• Repositioning
• Reconceptualisation
• Revitalization
Mintzberg, Alhstrand, Lampel, 1998
THE CONCEPT OF CHANGE
The level of discomfort
Cultural changes
Behavioral changes
Changes in structure
Work changes
Challenging implementation home (not visible)
Easy to implement (visible)
Organization structure
Job Structure
PYRAMID OF CHANGE
(Stoškus, Beržinskienė, 2005)
Changes in duties
METHODS OF THE CHANGES IMPLEMENTATION
Beginning of change
Top-level executives
Mid-level managers
Lower-level managers
From top to bottom
From bottom to top
From center Parallel
The change process -MIT
MIT MIT MODELMODEL
CHANGE MANAGEMENT
The object of change – 7S model
7S McKinsey MODEL7S McKinsey MODEL
Hard parts Soft parts
STRATEGY
STRUCTURE
SYSTEM
VALUES
STYLE
PEOPLE
SKILLS
7S McKinsey MODEL7S McKinsey MODELSTRATEGY: prepared plan must advise how to create and maintain a competitive advantageSTRUCTURE: What is the organizational structure and what to report (subordination).SYSTEMS: activities of daily living and the procedures to enable staff to perform tasks.COMMON VALUES: "exclusive objectives, key organizational values , indicating the culture and code of ethics.STYLE: leadership style.STAFF: employees and their competences. SKILLS: real skills and competences of staff.
Analysis of the reasons - PEST
THE REASONS FOR THE CHANGES
Internal
External
The
pol
itic
al
envi
ronm
ent
Economic
environme
ntTechnologi
-cal environme
ntSocial
environ
me
nt
The e
rror
of th
e
past
Change of business strategy
Staff
exchange
Chan
ge
of
Man
agem
ent
conce
pts
The State
Market participantsShareholders
The management
of the organization
Collaborators Society
A vision for change
THE VISION OF THE CHANGE IN REQUIREMENTS
•Brevity
•Originality
•Assessment of the reasons for the change
•The realism of the implementation
•The assessment of all the Organization's fields of activity
• Organization-wide assessment of the hierarchy
Preparing for change – Levin model
LEWIN 3 STEPS CHANGE MANAGEMENT MODEL
DEFROST
AMENDMENT
FREEZING
• Signals that "something wrong" distribution from the top-level
•Distribution of data on the nature of the issues in your organization
•Perception of changes necessity
• A specific call for change, supplemented by a discussion on what should be achieved
•Dissemination of information on priority solutions
• The Experiments
• A specific call for change, supplemented by a discussion on what should be achieved
•Dissemination of information on priority solutions
• The Experiments
•Information about the approved strategy publication
•Individuals, which are reflected in the new strategy, calming
• Information indicating that new solutions are effective, distribution
