CHANGED OR FORCE TO

CHANGE
Be changed or force to
change
GROUP MEMBERS
 Salman khan
 Shahab saleem

 Waqas farooq

 Farooq nasri

 Mohammad junaid
OUTLINE’S
 Driving forces for change
 Role of change agents

 Why people resist change

 Ways organizations may overcome the

resistance to change
THE IMPACT ON BUSINESS
The purpose, premise, rationale and viability of
every organization are under attack because
of an environment that is increasingly:

Global

Complex Commoditized

Chaotic ”Loud“
CASE IN POINT
Apple Computer — a new product dynamo
Lives up to its reputation
 Known as iconoclastic risk-taker
 Stood PC industry on its head with Macintosh
 Constantly breaking new ground
 iMac, eMac, Mac OS X, reinvented iMac (multiple
times)
 Revolution: iPod and iTunes Music Store
 Reinvented Apple and the music industry
 Changes the game in other industries
 Drew out new competitors
 Everyone else is playing catch-up — Sony, Dell,
Microsoft, Time-Warner, Yahoo, et al.
CEO Steve Jobs’ vision is key

Invites people along for the ride with

cutting-edge products that define and
enhance their “digital lifestyle”
Put Apple at the forefront of new lifestyle
trend
Apple’s reputation is built on its unique ability to
communicate that vision effectively to its many
constituencies

Customers, investors, employees, media, etc.

 CONTINUOUS GLOBAL CHANGE
Truths…
•Technology will always advance
•The world will get smaller every day
•Relationships becoming more
important
•Trustimpacting internal and
external relationships
•New business models forcing major
changes in employer-employee
compact and organization-customer
dynamic
•Leaders must act fast to change
 Every market force (customers, competitors,
technology, regulations, distribution
channels, suppliers, etc.) creates change that
forces our change in response.
 Globalization of markets demands
globalization of businesses.
 Change with times,
or get left behind.
 You will be hired to
bring about change;
not to just maintain
the status quo.
 You will need to
become a change
agent.
People who drive change are
change agents.
We are all agents of change:
Change-agent skills are as
important to our success
as our professional
discipline skills.
The purpose of our jobs is to
change what is possible,
as companies and as
individuals, by adding
value every day.
DRIVING FORCES OF
:CHANGE ARE

Technology
Nature of the workforce
International effects
Mergers – competition
Economic shocks
Social trends
 CHANGE IS CONSTANT
Change is constant
 Change is everywhere – it’s constant.
 Everyone is affected by change.
 The pace of change is accelerating.

If the above is true, why do people and

organizations resist change?
 Habits – We are creatures of

WHY PEOPLE RESIST CHANGE


habit.
 Fear of the unknown.

 Security – The higher the need

for security, the stronger the
resistance.
 Economic factors.

 Selective information processing

– We all have our own ideas of
what is right.
 Group inertia – Peer pressure, group norms.
 Threat to established power relationships.

 Threat to established resource allocations.

 Limited focus of change – Change affects

others in the organization.
 Poor communication.

 Threat to expertise.
ORGANIZATIONAL CHANGE

Restraining
Desired Forces
State

Status
Quo

Driving
Forces
GETTING PEOPLE AND
ORGANIZATIONS TO CHANGE
((DRIVING FORCES
 Education and training
 Participation and cooperation

 Support

 Economic incentives

 Increased communication

 Negotiation

 Coercion – Forcing

17
?WHAT TO CHANGE
 Structure – organization’s design.
 Technology – Competitive factors or
innovations within an organization often
require to introduce new equipment, tools, or
methods.
 People – Help individuals and groups within
the organization work more effectively
together.
 Physical Settings – Environment.
ORGANIZATIONAL CHANGE
 Resistance is not all bad. Resistance:
 forces management to check and recheck
the proposals.
 helps identify specific problem areas where
change is likely to cause difficulty.
 gives management information about the
intensity of employee emotions on the
issues.
 provides a means of release of emotions.
This causes employees to think and talk
more about the changes.

“The trouble with the future
is that it usually arrives
before we’re ready for it.”
Arnold H.
Glasow
SUCCESSFUL CHANGE

Listen
Watch
Ask
Listen
Act
THANK YOU