Change Management
Change management theory.
Change management process.
Implementing a change within an organization can be a very challenging process even for top management. In order for the change to be successful it might need the cooperation of tens even hundreds of managers . The resistance to change can be considerable while the manager is trying to finalize the change the company will continue serving it’s clients. Sometimes the resistance to change can be so strong that the initiator of the change is obliged to leave the company.
In 2000-2001, the CEO of Ford, Jacques Nasser tried to impose some changes that would transform Ford in “ One of the best managed companies in the world”. He tried to change the way the company was manufacturing and selling its cars along with how it dealt with its employees. As a CEO he had massive influence over his pears, but then again not enough to win over the resistance to change coming from the managers, employees and dealers. He was forced to leave the company in less than a year.
Not all organizational changes are as complex as the one presented above, sometimes it’s enough just to mediate the problems that arise between departments, improve the IT equipment and motivate your employees to embrace risk.
Even if we are dealing with a simple or complex change that we are looking to implement, the structure of the process stays the same, and usually the change agent is faced with the following 3 questions:
1. What are to forces that work against me? In other words, what should I take into account when deciding to initiate the change and how I should approach it. For example: Which are the external forces that demand the chance? – maybe some new players on the market or a different type of product that threatens our market share and how fast should we react to these elements.
2. What should we change? Should we conduct changes that are strategically planned and its effects to be reflected throughout the entire company or do we need
Change management process.
Implementing a change within an organization can be a very challenging process even for top management. In order for the change to be successful it might need the cooperation of tens even hundreds of managers . The resistance to change can be considerable while the manager is trying to finalize the change the company will continue serving it’s clients. Sometimes the resistance to change can be so strong that the initiator of the change is obliged to leave the company.
In 2000-2001, the CEO of Ford, Jacques Nasser tried to impose some changes that would transform Ford in “ One of the best managed companies in the world”. He tried to change the way the company was manufacturing and selling its cars along with how it dealt with its employees. As a CEO he had massive influence over his pears, but then again not enough to win over the resistance to change coming from the managers, employees and dealers. He was forced to leave the company in less than a year.
Not all organizational changes are as complex as the one presented above, sometimes it’s enough just to mediate the problems that arise between departments, improve the IT equipment and motivate your employees to embrace risk.
Even if we are dealing with a simple or complex change that we are looking to implement, the structure of the process stays the same, and usually the change agent is faced with the following 3 questions:
1. What are to forces that work against me? In other words, what should I take into account when deciding to initiate the change and how I should approach it. For example: Which are the external forces that demand the chance? – maybe some new players on the market or a different type of product that threatens our market share and how fast should we react to these elements.
2. What should we change? Should we conduct changes that are strategically planned and its effects to be reflected throughout the entire company or do we need