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casestudy block42 Handout2ManagingChangeVersion1 Gulf_3SCO_Student_Slides_-_Version_3
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Version 1 11/3/2014
Managing Change – 7C’s of Change
1. Choosing a team
It is very important to ensure that those involved in leading, managing and implementing the change
have the required knowledge and skills to give the best chance of success. This may involve different
people at different times and/or the use of external consultants to provide particular expertise or
facilitation skills.
2. Crafting the vision and path
In any change, a clear vision of what you are trying to achieve is needed along with an understanding
of the things you have to do to get there – the ‘what’ and the ‘how’. A popular tool to use for doing
this is a ‘roadmap’ for change – which generally includes three stages: initial vision, ongoing project
management and detailed implementation. Such a roadmap helps you to consider the actions you
must take and what outcomes you are aiming for at each of the different stages.
3. Connecting organisation – wide change
It will improve the chances of success if the different aspects of the change are considered together.
This will allow you to identify the connections between these different aspects – such as changes in
ways of working, changes in any systems and processes, and changes needed in equipment and
facilities.
4. Consulting stakeholders
In any change there are likely to be a range of different stakeholders – for example those with a
stake in the outcome of the change and those affected by the change. The different stakeholders are
likely to have different views and responses to change. It is important to try to anticipate these
different views and respond appropriately.
5. Communication
The different stakeholders will also have different needs when it comes to communication, so
thinking about using existing and new channels of communication can help. At a minimum,
communication needs to be honest, consistent and up to date.
6. Coping with change
Both organisations and individuals need to cope with the change. For an organisation the challenge
is managing the change while keeping the day-to-day business running effectively. For individuals
change can be very difficult and stressful and most will go through a cycle of emotions. This cycle of
emotions has been looked at by many people and is often described as a change curve (or
rollercoaster).
7. Capturing learning
With the pace and frequency of change seen in most organisations today, it can increase the chances
of success if organisations built their capability to manage change successfully. In part this will
depend on capturing and sharing learning from previous change processes, an area in which HR
practitioners can have a big impact through the development of processes to capture and share.
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Supporting Change within
Organisations
Diploma in HR Practice
Version 3
01/03/2017
Domestics
• Fire Exits
• Toilets
• Breaks
• Mobile Phones
• Timings of the sessio
n
• Ground Rules
Learning Outcomes
By the end of this session, you will be able to:
1. Understand why organisations need to
change and how change affects
organisations
2. Understand the key factors involved in the
change process and different approaches to
managing change
3. Understand the impact of change on
employees and the role of HR
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Learning Outcome 1
Understand why organisations need to
change and how change affects
organisations
Change Management –
Definition
… is the process of achieving
the smooth implementation
of change by planning and
introducing it systematically, taking into
account the likelihood
of it being resisted.
Source: Armstrong, M. (2009). Armstrong’s Handbook of Human Resource
Management Practice. London: Kogan Page.
Why do organisations change?
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• Change is ‘the only thing’ that remains constant
(Armstrong 2009)
• Major change tends to happen approximately
every 3 years (CIPD)
• Change needs to be managed
• Most change initiatives fail
CIPD research suggests that less than 60% of re-
organisations met their stated objectives
Source: http://www.cipd.co.uk/subjects/corpstrtgy/changemmt/chngmgmt.htm
Change is inevitable
Internal Pressure
• Increasing costs
• Desire to enter into new markets
External Pressure
• Changing economic conditions
• Pressure from customers
Indicators of change
Some internal factors that may drive change
1. Strategic objectives
2. Expansion/downsizing of business
3. Critical incidents
4. Results from internal analyses
Internal Factors
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Some external factors that may drive change
1. Global/national/local change
2. External analyses
3. Changing needs/demands of customers
4. Changing economic conditions
External Factors
Group Exercise
Identify a company that has gone through
a major change driven by either internal
or external pressures
List all the factors that have made
this change happen.
1. Strategic Change
2. Operational Change
3. Transformational Change
Types of Change
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• Broad, long-term and organisation wide
• Purpose and mission of the organisation,
philosophies
• Growth, quality, innovation, values, competitive
positioning
e.g. British Telecom
• Strategic goals for achieving and maintaining
competitive advantage
• Product market development
1. Strategic Change
New systems, procedures, structures or
technology that will have an immediate effect
on working arrangement
e.g. New procedure for charging expenses
2. Operational Change
Fundamental and comprehensive changes in
structures, processes, and behaviours that have
a dramatic effect on the way in which the
organisation functions
e.g. Mergers between two companies
3. Transformational Change
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Using the company identified in the previous
group exercise, decide whether these
changes that you have identified are
1) Strategic
2) Operational or
3) Transformational
(or a combination)
Highlight at least 3 reasons why
Group Exercise
Learning Outcome 2
Understand the key factors involved in
the change process and different
approaches to managing change
Change Models
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1. Lewin’s Model – Unfreeze, Change, Refreeze
2. Beckhard’s Model – Change Programme
Processes
Change models
1. Lewin’s Change Model
Unfreeze Change Refreeze
According to Beckhard, a change programme
should incorporate the following processes:
1. Set goals and define the future state
2. Diagnose the present condition
3. Define the transition state activities
4. Develop strategies and plan actions
2. Beckhard’s Processes
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Change impacts the culture of the organisation.
Culture is “the personality of an organization.”
– Edgar H. Schein
Organisational Culture
Organisations affected by
change
•Purchased UK bank Abbey
•Acquired 3 UK businesses within 5 years
•Purchased 318 branches of RBS in August 20
10
What did they do?
•Sent UK staff over to Spanish branches to gain
best practices
•Reduce the pressure on staff
•Support resources put in
Santander’s strategies
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What other change strategies can you think of
that Santander can do to make the transition
easier?
Group Exercise
Depends on many factors for individuals:
• How significant is the change?
• What are their personal circumstances?
• How well do they cope with change?
• Do they view change positively or negatively?
Also depends on the impact of individuals on
change
• Was the change driven by external factors? If so, it is
imperative to get some people to be in favour of it
• Who here has been impacted by change?
Impact of change
Peter Senge identifies the different responses to change:
Reactions to change
Position Response to Change
Commitment Want change to happen and will work to make it happen
Enrolment Want change to happen; will devote time and energy to make it happen within
given frameworks
Genuine compliance See the virtue in what is proposed, do what is asked of them and think
proactively about what is needed
Formal compliance Can describe the benefits of what is proposed and are not hostile to them. Do
what they are asked, but no more.
Grudging compliance Do not accept that there are benefits to what is proposed and do not go along
with it. Do enough of what is being asked of them to not jeopardise their
position. Voice opposition and hopes for failure.
Non-compliance Do not accept that there are benefits and have nothing to lose by opposing the
proposition. Will not do what is asked of them.
Apathy Neither in support of nor in position to the proposal, just serving time.
Source: Peter Senge (2006) The Fifth Discipline
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Refer to Impact of Change handout.
1. Identify different individuals/groups of
individuals that will be affected by this
merger and think about what position they
are likely to take in this change.
2. What are the factors that will influence the
positions taken?
Group Exercise
Individual’s Emotional
Reaction to change
Em
o
ti
o
n
Time
Denial
Depression
Acceptance
Commitment
Source: Elizabeth Kübler-Ross’ Change Curve
CIPD’s tool for supporting change
•
Approaches to change
: Key issues and challenges
‘7C’s of Change’
1. Choosing a Team
2. Crafting the vision and path
3. Connecting organisation-wide change
4. Consulting stakeholders
5. Communicating
6. Coping with Change
7. Capturing Learning
Approaches to change
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Learning Outcome 3
Understand the impact of change on
employees and the role of HR
1. Advisory
– Provide advice for managers on people-related
issues (dealing with individual reactions)
2. Administrative
– Co-ordinating change by developing project plans or
roadmaps, monitor and keep track of change while it
is happening
3. Supporting Role
– Support in coping with change particularly in
behavioural and emotional aspects.
HR’s role in change
Two broad types of resistance:
1.
Resistance
to the content of the change
– Change in technology or the introduction of a
new reward system
2. Resistance to the process of the change
– The way change is introduced i.e. Management
restructuring jobs without prior consultation to
employees
Resistance
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• Loss of control
• Shock of the new
• Uncertainty
• Inconvenience
• Threat to status
• competence
Why resist?
Refers to those employees who ‘survive’ an
organisation after change has happened.
• Attitudes, feelings, perceptions of survivors
• Lower levels of employee morale
• Increased work pressure and stress on survivors
• Survivors feeling ‘cheated’ if those who left get
generous severance packages
• Perceptions of fewer career development
opportunities
Survivor Syndrome
Group Exercise
Your company is restructuring and downsizing your mail-order
business moving from 3 different offices 10 miles apart to 1
new purpose-built office building. As an HR professional
equipped to handle change, you have decided to use 3
methods of communication to help you in this transition.
1. Focus Groups
2. Employee Survey
3. Team Meetings
Using the above methods, list the benefits of each, and list
ways on how you would involve employees.
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• Communication and consultation
• Employee Support
• Employee Assistance programmes
• Outplacement
• Change policies
Supporting Change
Case study: Vodafone handout.
Read case study and answer the questions in
your group.
Group Exercise
CIPD Qualifications | Training | HR Advice | HR Projects | HR Outsourcing | HR Software 40
Professional Standards
Plagiarism
What do you think this means?
“Plagiarism is the act of presenting the ideas or discoveries of another as one’s own.
To copy sentences, phrases or even striking expressions without acknowledgement in a
manner which may deceive the reader as to the source is plagiarism; to paraphrase
in a manner which may deceive the reader is likewise plagiarism.” University of Kent (2015).
See Student Handbook Page
16.
Examples of Plagiarism:
Copying colleagues or friends work – with or without their permission.
Using published text from the Internet, Books, magazines, journals or newspapers – not sourced.
Asking or paying other people or organisations to produce your assignment work.
Note – It is acceptable to collaborate with fellow students, but the work you submit must be significantly different and your
own.
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THANK YOU!