,,changes management“ (1) lektor: vytautas stankevicius project: „promotion of integration and...

,,Changes Management“ (1)

Lektor: Vytautas Stankevicius

Project: „Promotion of Integration and Networking in Municipal Social Services through the vocational training of staff employees in relevant

Divisions“ 

Jucevičius, 1998, Marshak, 1998, Stoškus, Baržanskienė , 2005,

THE CLASSIFICATION OF THE CHANGE

Content approach:

-Improvements-Innovations

Content approach:

-Improvements-Innovations

THE SIGNS of EVOLUTIONARY and REVOLUTIONARY CHANGES

Sings Evolutionary change

Revolutionary change

Essence

Goal

The characteristics of the change

Change philosophy

The role of the supervisor

Co-worker's role

Fellow

Moderator in the process Leader, coach

Changes, future-oriented design and development

potential

"Pawn"

People bring only small changes to the consistent

An increase in the company's economic efficiency

The rational PlannerAuthoritarian Guide

Cost efficiency and improving humanity (social

efficiency)

Basically, a new approach to the Organization of the activities of

the enterprise and its transformation is strictly for the

period

Changes are made only when it is unavoidable

The development of the fixed period, consistently cautious of learning and finding the best

operational models; change as a permanent phenomenon

Rational, planned actions, as a reaction to the inner or outer

environmental changes

The purpose of the measures and

changes

Theory (E) Theory (O)

Goal Maximizing economic value

Develop organizational capacity

Leadership From top to bottom In Collaboration

Change object Management structure and systems

Organizational culture

Planning Changes in planning and programming

Dramatic changes resulting from

Motivation Financial incentives The combination of the various incentives

The participation of consultants

Active. The use of technology and solutions developed by

Inactive. Employee involvement in the decision-making process

THEORY OF CHANGE

• Rationalization

• Restructuring

• Repositioning

• Reconceptualisation

• Revitalization

Mintzberg, Alhstrand, Lampel, 1998

THE CONCEPT OF CHANGE

The level of discomfort

Cultural changes

Behavioral changes

Changes in structure

Work changes

Challenging implementation home (not visible)

Easy to implement   (visible)

Organization structure

Job Structure

PYRAMID OF CHANGE

(Stoškus, Beržinskienė, 2005)

Changes in duties

METHODS OF THE CHANGES IMPLEMENTATION

Beginning of change

Top-level executives

Mid-level managers

Lower-level managers

From top to bottom

From bottom to top

From center Parallel

The change process -MIT

MIT MIT MODELMODEL

CHANGE MANAGEMENT

The object of change – 7S model

7S McKinsey MODEL7S McKinsey MODEL

Hard parts Soft parts

STRATEGY

STRUCTURE

SYSTEM

VALUES

STYLE

PEOPLE

SKILLS

7S McKinsey MODEL7S McKinsey MODELSTRATEGY: prepared plan must advise how to create and maintain a competitive advantageSTRUCTURE: What is the organizational structure and what to report (subordination).SYSTEMS: activities of daily living and the procedures to enable staff to perform tasks.COMMON VALUES: "exclusive objectives, key organizational values , indicating the culture and code of ethics.STYLE: leadership style.STAFF: employees and their competences. SKILLS: real skills and competences of staff.

Analysis of the reasons - PEST

THE REASONS FOR THE CHANGES

Internal

External

The

pol

itic

al

envi

ronm

ent

Economic

environme

ntTechnologi

-cal environme

ntSocial

environ

me

nt

The e

rror

of th

e

past

Change of business strategy

Staff

exchange

Chan

ge

of

Man

agem

ent

conce

pts

The State

Market participantsShareholders

The management

of the organization

Collaborators Society

A vision for change

THE VISION OF THE CHANGE IN REQUIREMENTS

•Brevity

•Originality

•Assessment of the reasons for the change

•The realism of the implementation

•The assessment of all the Organization's fields of activity

• Organization-wide assessment of the hierarchy

Preparing for change – Levin model

LEWIN 3 STEPS CHANGE MANAGEMENT MODEL

DEFROST

AMENDMENT

FREEZING

• Signals that "something wrong" distribution from the top-level

•Distribution of data on the nature of the issues in your organization

•Perception of changes necessity

• A specific call for change, supplemented by a discussion on what should be achieved

•Dissemination of information on priority solutions

• The Experiments

• A specific call for change, supplemented by a discussion on what should be achieved

•Dissemination of information on priority solutions

• The Experiments

•Information about the approved strategy publication

•Individuals, which are reflected in the new strategy, calming

• Information indicating that new solutions are effective, distribution

THANK YOU FOR YOUR ATTENTION

• Lina Girdauskienė

• lina@commedia.lt

• Mob. phone +370 618 06069