Change management is a term defining multiple approaches. A term that refers to the processes governing major change in an organization, identifying the various steps, and successfully supporting employees to make organizational change. Helps in monitoring and controlling the entire system after identifying and implementing processes, stages, especially in production manufacturing sectors.
In this process, be it any organization, when it applies change management, it changes both its internal and external processes.
It is therefore imperative to prepare and support all employees, which may include monitoring pre- and post-work activities to establish the necessary steps for change and ensure successful implementation.
The organization must keep an eye on the wider effects of change, especially on people and how they, as individuals and teams, move from the current state to the changed state. If the organization is to achieve its potential, the change in question can range from a simple process change, to a major change in policy or strategy.
What is the difference between Change Management Model, Change Management Process and Change Management Plans?
Although all seem to be the sides of the same coin, but there are many similarities and differences between them. In the last several years, there have been many changes in these three, that is, they have developed. However, planning started only when models and processes helped to make change in the organization simple and flexible. So, do you know how these three are different?
Change management model
A change management model is developed based on research and experience on how to best manage change in an organization or in your personal life. Most change management models provide a supporting process that can be applied to your organization or personal development.
Change management process
It involves a sequence of system steps or activities that lead from change to delivery. Specifically, there is a process of requesting, receiving, planning, implementing, and evaluating change. Its main goal is to support the processing and detection of changes for an interconnected set of factors.
Change management plans
These three are related to each other in themselves, it is very important that only by understanding these three, the correct assessment of the situation is possible.
Accessories and Components
It is a fact that any process needs the help of ancillary components and equipment to function and be implemented effectively. Most often these tools are created and developed and managed internally by team or manager members. The following are helpful tools and components for implementing change management processes:
- Product or business roadmap
- Readiness assessment
- Training Tutorials & Education Sessions
- Stakeholder Feedback Forum
- Post mortem review
- Measurement and analysis
- Resistance management
- Continuous improvement plan
- Business case
These supporting tools and components help in operating the change management process effectively.
Types of change management
Change management for development
In fact, this is a normal transition that every organization goes through from time to time, by far the most common type of change management that comes into play naturally. Especially, after the formation of any organization, some changes are bound to happen, it is inevitable when there are small changes, small adjustments or changes in response by people and groups to the changing environment.
Revolutionary change management
These types of changes happen on a large scale, the consequences of these changes can be serious. Due to which the organization can suffer a lot. Especially this type of change is forced by external forces on them for forced change, only then there is a need for such change, such as shifting of big power.
Direct change management
The third type of change management is called ‘directed’ or ‘planned’ change. Direct change was uncommon in the early part of the 20th century, but has become common in organizations over the years.
Its incidence, despite its complexity and relative lack of success, is increasing rapidly. It is called ‘directed’ change because it is designed to achieve a specific objective. Having this type of change involves aligning the management and work force and organizational culture with the strategies, structure, processes and systems to achieve the desired state (vision).
Developmental change management
All developmental changes involving improvement of skills, processes, methods, performance standards or conditions are called developmental change management. Increasing sales or quality, interpersonal communication training, simple work process improvement, team development and problem solving efforts, improving business processes, and activities – these are great examples.
Transformational management
A third and more challenging type of change is called transformational change. In this the future state, although not part of the future vision, and cannot be known in detail – much of the final state arises from development – the result of trial and error as new information, new boundaries and new interactions are integrated Huh.
It is partly for this reason that the disciplines of programs and program management were developed. In contrast to projects requiring predetermined outputs and outcomes and a linear trajectory of activity defined within a tightly bound plan programs are designed to deal with ambiguity and unfold one tranche at a time.
Adoption of change with delivery – Although a vision and a strategy are fundamental, the actual change process, sequence and content and timing of change will be determined less by planning and more by the rates at which underlying beliefs and values hold. Systems change.
Change management Process
Change management is one of the key factors in the successful implementation of the quality and development system of the organization as a whole. Therefore, from the very beginning of work, you need to understand what changes can occur in the organization and how to manage them. Change management will allow you to monitor the development of the organization and adjust the progress of the project to implement SMC.
The process of change will start from the beginning of the implementation of the quality system in the organization. The change will be continuous throughout the SMC implementation project and when it is completed. This process needs to be monitored, as uncontrolled changes can delay the implementation of the system or even lead to the collapse of the project.
In the early stages, changes may be subtle and inconspicuous, but as the project progresses, they will increase in volume and number and involve more and more people in the change process. Quality management “preaches” an evolutionary approach to the development of the organization; therefore, the management of change should be based on the principles of Kaizen: a large number of small changes in all areas of activity lead to a significant improvement in the work of the organization as a whole. organization as.
Management of change in elements related to organizational structure, processes, technologies, management systems etc. should be based on project management approaches. This management of change can be called organizational change management.
Managing Change at the Individual Level
A quality system is a system that targets people. By managing change, it is necessary to ensure that people start working on new things without changing the way they work. Here the quality system is met with the psychological and social issues of managing changes in people’s behavior.
If we can change the behavior of people, motivate them to do their work according to the new rules, then changes will begin in individual departments and in the organization as a whole. In this case, we can say that the quality system has started working and is implemented in the organization.
The quality system includes three components of personality change:
- Person;
- The collective;
- Organizational.
Personal component
The personal component implies a change in the work of each individual employee. Changes in the personal component occur in several stages, which are related to the attitude of the employee to the ongoing changes.
The first step is that the employee realizes the need for change. Then there is a change in the attitude of the employee to the requirements of the quality system. In the final stage, the employee accepts the changes and begins to implement them in his work.
When people work in a familiar environment, they don’t really want to change anything. Therefore, as a rule, the first reaction of employees to the proposed methods of the quality system will be a reaction of resistance. Managing changes related to the personal component leads to the fact that employees perceive the proposed changes in work as a negative factor and accept the changes. Psychologically, they get ready to work on the processes and procedures of the quality system.
Collective component
The next part of individual change is related to change in the collective component. It is not an individual but a group of staff involved in the processes identified in the quality system. Naturally, not all of them start working in a new way at the same time. It’s going to take time. The collective component implies a change in the relationship between employees. The organizational component of individual changes means a change in the culture of production. The overall level of production culture is growing and the employees of the organization need to create and manage corporate knowledge.
Organizational component
This component of personal change creates a system of exchange of advice, experience and knowledge in the organization between different employees and teams.
As a rule, changes occur in the individual and collective component during the introduction of the quality system.
The organizational component is already affected as the quality system develops.
How to control change management?
Managing change is time consuming and time consuming. Mistakes in this job can be costly for both the organization and its employees. Therefore, by changing the mindset of the employees, it is necessary to ensure that they will get the desired results – to improve the quality of work and improve performance. Such a belief can be done by respecting the basic principles of change management.
Change management includes the following basic principles:
Clear definition of the objectives of the change.
To manage change, you need to understand what goals you want to achieve. The goals of change at the individual level should be closely linked with the objectives of organizational change. Otherwise, there is a risk that organizational change will not receive the necessary support at the individual level.
Clear understanding of the current state of affairs.
Individual change management is linked to organizational change. In order to make changes to the work of employees, it is necessary to know how this work is currently being complete, what factors force employees to work in this way.
Planning for change.
Without a plan, it is impossible to manage change effectively. Change planning allows you to determine the impact of individual change on organizational change, identify the benefits of change, potential difficulties and options for implementing the planned organizational changes.
Notifying employees.
Change management cannot happen if employees are cut off from information. As we implement changes, people try to get as much information as possible about what changes are being made and what they should do. Ignoring the objectives of change increases the anxiety level of the employees. Therefore, the employees should be regularly informed of the changes and expected results.
The first and essential condition for employees interested in implementing the proposed changes should be their involvement in the study of the issues of the existing activity. Unless employees understand why the new rules or procedures are being in implementation. They will consider it all nonsense and a waste of time.
Employees should be inform of plans for changes in the distribution of responsibility for quality. Managers should make it clear to subordinates that the use of maps and quality system procedures is a command, not an opportunity for discussion. That it will result in positive results for all who implement them, and vice versa. There should be effective communication between subordinates and managers. Managers must provide subordinates with the necessary amount of information about their tasks to work on the new work pattern.