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Change Management
Dr. Kamran Shams
Organizational Complexity
• Detail Complexity• Dynamic Complexity
Org. Paradigm
Stories
Rituals
Routines
Symbols
History
Vision
Power structure
Control systems
Culture
“pattern of basic
assumptions”
“shared patterns of behavior”
• In which these assumptions are taught to the new members as the way to perceive things
“Socialization process”
Culture takes over when CEO leaves the office
• Strong Culture Responds because of Values
• Weak Culture Responds through extensive procedures and
bureaucracy
• More than 70% failure rate of Change Management efforts internationally
Tools of Change Management1. Leadership tools
Vision Motivation
2. Management Tools Plan Organize Direct Control
3. Power tools Punishment Coercion
Vision of Higher Education Department http://hed.punjab.gov.pk/overview
• The vision of Higher Education is to promote development of an enlightened and prospering Punjab by reinforcing knowledge economy along with a focus on equitable and quality learning. The realization of the higher education department’s vision of “enlightened and prospering Punjab by reinforcing knowledge economy” rests on the shift from access to quality which is evident from the key initiatives it has taken in recent past.
SingaporeVision of Education Department
“Thinking Schools Learning Nation”TSLN
Designed in 1997
Change Management has to Change
70 % failure rate• Either whatever we know about Change
Management is wrong• Or
• Ron Ashkenas says, “the contents of change management is reasonably correct but the managerial capacity to implement it has been woefully underdeveloped.”
• “instead of strengthening the managers capacity we have allowed managers to outsource change management to consultants instead of taking responsibility and accountability themselves.”
Harvard Business Review.
April, 2013
Thank You
Q&A
Change Management Theories
1. Kurt Lewins---3 Stage1. Unfreeze2. Move3. Freeze
2. John Kotter---8 Steps1. Sense of urgency2. Guiding coalition3. Clear Vision4. Communication of Vision5. Empower to act6. Create short term wins7. Consolidate and build on gains8. Institutionalize the change
McKinsey’s Model of Change
Shared Vision
Style
Skills
Systems
Structures
Staff
Strategy
Nudge Theory• Understanding of how people think, make decisions, and
behave• Helping people improve their thinking and decisions• Identifying and modifying existing unhelpful influences
on people.• Nudge theory is a concept in Behavioral Sciences
– Positive reinforcement– Non-forced compliance– Indirect suggestionsTo influence the motives, incentives and decisions– British Cabinet office-Nudge unit– USA– New South Wales
Change Management
Change Management
Structural Aspect
People Aspect
Change Management
People Aspect
Visio
n
History and
Culture
Outer Explicit Layer
Norms and Values
Basic Assumptions