Factors Affecting Change Management

The change in the organization does not accomplish immediately since there involves an announcement, kickoff meetings or go-live date. Every person does not change simply considering that they received an email or attended a training program.

Although by evaluating change as a process is a fundamental element of successful change and successful change management. By splitting change down into different stages, one can customize and familiarize their approach to ensure individuals successfully adopt the change to how they work.

4.1 Definition of successful change management

The determinations of success are ambiguous. The simplest way of defining success would be to assess whether the goals set for change are met. The objectives of proportionate

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4.2 Factor influencing successful change management

• Understanding the changing

The phenomenon of how organizations change pulls-up on miscellaneous disciplines of psychology and behavioral science towards engineering and system thinking. The critical presumption is that change does not happen in disengagement. It after-effects the entire organization and respective individual connected with it.

Overview of Change Management

It is intrinsic in considering that ‘organizations’ are not the ones that change; it is the general population within organizations that change. Therefore, the achievement of the project eventually measured by the difference in work done by every individual multiplied by the number of employees affected by the change. Thus, effective change management requires an understanding for, and appreciation of how one person accomplishes a change successfully. Without an individual point of view, change management adds-up for activities performed without objectives or outcomes achieved.

ADKAR

It begins with generating the stimulus to change (unfreeze) and moves through the change process by promoting effective communication and empowering people to undertake contemporary ways of working (change). The process terminates when the organization acknowledge to a sense of stability (refreeze), which is necessary for creating the confidence to embark on the later, inevitable change. Each of the three phases also proposes specific activities that address motivation, implementation, and attachment to organizational changes.

Kotter’s Eights-Step Model

John Kotter’s (1996) eight steps to transforming organizations based upon analysis of 100 different organizations endure change. His research highlighted key lessons which he converted into practical eight- step model.

Step 1: Establishing a sense of urgency: Examine the company’s competitive realities, marketing trends, financial performance

Step 2: Creating the guiding coalition: Form powerful coalition in terms of titles, information and expertise, reputation and relationship

Step 3: Developing a vision and strategy: Create vision to help the change effect and strategy to achieve that vision

Step 4: Creating and communicating a vision for change: Make use of companies existing communication methods and also try advance or modern methods for communication

Step 5: Empowering broad based action: Remove all obstacles