Change management has goal organizational change
Change management (sometimes abbreviated as CM) is a collective term for all approaches to prepare, support, and help individuals, teams, and organizations in making organizational change. It includes methods that redirect or redefine the use of resources, business process, budget allocations, or other modes of operation that significantly change a company or organization.
Organizational change management (OCM) considers the full organization and what needs to change, while change management may be used solely to refer to how people and teams are affected by such organizational transition. It deals with many different disciplines, from behavioral and social sciences to information technology and business solutions.
As change management becomes more necessary in the business cycle of organizations, it is beginning to be taught as its own academic discipline at universities. There are a growing number of universities with research units dedicated to the study of organizational change. One common type of organizational change may be aimed at reducing outgoing costs while maintaining financial performance, in an attempt to secure future profit margins.
In a project-management context, the term "change management" may be used as an alternative to change control processes wherein changes to the scope of a project are formally introduced and approved.Drivers of change may include the ongoing evolution of technology, internal reviews of processes, crisis response, customer demand changes, competitive pressure, acquisitions and mergers, and organizational restructuring.Awareness of the need for change
Desire to participate and support in the change
Knowledge of what to do during and after the change
Ability to realize or implement the change as required
Reinforcement to ensure the results of a change continueThe ADKAR Model is prescriptive and goal-oriented, each milestone must be achieved to define success. It uses a 1–5 scale to determine how strongly an individual meets the requirements of each milestone. If a person scores a three or below, that specific step must be addressed before moving forward, Prosci defines this as a barrier point.Levels, goals, and strategies
Measurement system
Sequence of steps
Implementation and organizational changesBalogun and Hope Hailey types of change
Balogun and Hope identified four different classifications of change that depend on the speed of change and the extent of change:
Evolution, involves implementing change slowly through interrelated initiatives.
Adaption, involves undertaking a series of steps to realign the company culture.
Revolution, involves taking huge steps to change company culture.
Reconstruction is change undertaken to realign the company culture and is often forced and reactive, involving many initiatives.Managing the change process
Although there are many types of organizational changes, the critical aspect is a company's ability to win the buy-in of their organization's employees on the change. Effectively managing organizational change is a four-step process:
Recognizing the changes in the broader business environment
Developing the necessary adjustments for their company's needs
Training their employees on the appropriate changes
Winning the support of the employees with the persuasiveness of the appropriate adjustmentsAs a multi-disciplinary practice that has evolved as a result of scholarly research, organizational change management should begin with a systematic diagnosis of the current situation in order to determine both the need for change and the capability to change. The objectives, content, and process of change should all be specified as part of a change management plan. Change management processes should include creative marketing to enable communication between changing audiences, as well as deep social understanding about leadership styles and group dynamics. As a visible track on transformation projects, organizational change management aligns groups' expectations, integrates teams, and manages employee training. It makes use of performance metrics, such as financial results, operational efficiency, leadership commitment, communication effectiveness, and the perceived need for change in order to design appropriate strategies, resolve troubled change projects, and avoid change failures.