LMGT 311 I 2024
LABORATORY OUR LADY OF FATIMA UNIVERSITY
MANAGEMENT
LECTURE I LABORATORY BACHELOR OF SCIENCE IN MED LAB SCI
THIRD YEAR I 1ST SEMESTER TRANSCRIBED BY: J. HERSHEY REYES
WEEK 5: CHANGE MANAGEMENT
Change Management
Targets of Change
● Change management is a series of tools,
● Human resources
techniques and processes aimed at a successfully
➔ Investment in training and development
effecting change
➔ Socializing employees into the
organizational culture
● These tools and techniques can be implemented
➔ Changing organizational norms and
in a variety of contexts, but often they support the
values to motivate a multicultural and
application of other initiatives such as:
diverse workforce
➔ Promotion and reward systems
➔ Six sigma
➔ Changing the composition of the
➔ CRM
top-management team
➔ Total Quality Management
➔ Enterprise applications such as SAP
● Functional resources
➔ Transferring resources to the functions
● Downey describes common tools and techniques
where the most value can be created is
that a change management practitioner might use
response to environmental change
during a change initiative such as:
➔ An organization can improve the value
that its functions create by changing its
➔ Questioning skills gather the information
structure, culture and technology
about the “as is” and “to be” statues of
the business process
● Technological capabilities
➔ Process mapping for both “as is” and “to
➔ Efforts intended to give an organization
be” processes
the capacity to change itself in order to
➔ Gap analysis
exploit market opportunities
➔ Business case development
➔ Adoption and sue of new technologies
➔ Project management
➔ Development of new products or
➔ Problem solving
technologies and the changing of
existing one’s
Four Types of Change ➔ Technological capabilities are a core
competence
1. Operational changes can influence the way ● Organizational capabilities
dynamic business tasks are led, including the ➔ Changing organizational design
computerization of a particular business segment ➔ Changing strategy
➔ Changes that permeate entire
2. Strategic changes occur when the business organization
direction, in relation to its vision, mission, and
philosophy, is altered
Change Management
3. Cultural changes influence the internal
organizational culture
● Change is inevitable and pervasive
● Organizations are driven to change in order to
4. Political changes in human resources occur
respond to the many pressures they encounter
primarily due to political reasons of varying types
from their environment:
These pressures usually include:
➔ Global competition
➔ Changes in customer demand
1
➔ Technological advances
➔ New legislation management in a competitive world
➔ Step 1: Increase urgency
Lewin;s Force Theory of Change ➔ Step 2: Building guiding team
➔ Step 3: Develop the Vision
Argues that two sets of opposing forces within an ➔ Step 4: Communicate for Buy-in
organization determine how change will take place: ➔ Step 5: Empower action
➔ Step 6: Create short term wins
● Forces for change and forces making ➔ Step 7: Don’t let up
organizations resistant to change ➔ Step 8: Make change stick
● When forces for and against change are equal,
the organization is in a state of inertia
● To change an organization, managers must
increase forces for change and/or decrease
forces resisting change
Driving Forces: Thought of as problems or
opportunities that provide motivation for change
Restraining Forces (Barriers): Lack of resources,
resistance from middle managers, inadequate employee
skills
Kurt Lewin’s Three Step: Unfreeze Change Refreeze
Model
● Proposed by the universally recognized
founder of social psychology in the 1950s
● Highly relevant today and often used as the
basis for many change management strategies
Unfreeze:
➔ Friction causes change
➔ Reduction of forces that support the
status quo
Change:
➔ Creation of new behavior
➔ Creation of culture that supports the
change
Refreeze:
➔ Developing new methods to get the
change to stick
➔ Creation of support mechanisms to
enhance change
Proski’s ADKAR Model
● Awareness of the business reasons for
change
● Desire to engage and participate in the change
● Knowledge about how to change
● Ability to implement change
● Reinforcement to ensure change sticks
Kotter’s 8-Step Model of Change
● Developed by harvard business school’s john
kotter
● Focuses on efficient and effective change
