Managing Change
Lecture 4
Planning and Steering Change
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Lecture Outline
 Introduction
 Planning
 Engaging
the levers for change
 Monitoring and review
 The agents of change
 The role of leadership
 A project management perspective
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Introduction
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Once the need for change is recognized, it is
necessary for someone with sufficient
experience and influence to be assigned the
responsibility of making it happen.
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It is important to remember that ‘few plan to
fail but many fail to plan’.
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PLANNING
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Deciding what & when action needs to be taken
Estimating and securing resources
Allocating roles and accountabilities
Providing training to prepare staff for changes
Setting deadlines and schedules
Agreeing how progress will be monitored and
reviewed
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Forces For and Against Change
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Attitudes of individuals, work teams and others involved
The impact of change on work practices
The impact of change on quality and performance
targets
The effect on the Organization's products and services
The availability of resources – equipment, technology,
facilities, information and finance – to support the
change
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Creating a Vision for Change
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A key part of planning is to decide what you
want to achieve, and what the outcome of the
change will be – the VISION.
Then specific objectives need to be set and
agreed with the people involved.
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ENGAGING THE LEVERS
FOR CHANGE
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Having taken note of the forces for and against
change, careful planning is undertaken for
engaging the levers of change.
Towards this appropriate tools are used, namely:
SWOT (the strategy), TROPICS (the choice),
Porter’s Value Chain and Competitive forces
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SWOT Analysis
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Strengths – pockets of excellence in the firm (a strong
brand, good supplier, strong sales, etc.)
Weaknesses – (aging workforce, poor market position,
outdated technology, etc.)
Opportunities – favorable conditions in the firm’s task
environment (access to growing market, new laws that
might foreclose competitors, etc.)
Threats – potential adverse conditions in the firm’s
environment (increase of input price, competition from
new entrants, etc.)
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Porter’s Five Forces Model
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The threat of new entrants
The threat of new products & services
The economic power of suppliers
The economic power of customers
The repositioning of existing competitors.
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The TROPICS Test
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Time scales
Resources
Objectives
Perceptions
Interest
Control
Source
Refer to page 134 of Course
Material.
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Areas to understand before change
to processes are initiated:
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Being clear about the purpose of the process and the
outputs
Establishing who does what, when, where, why and
how – this involves monitoring the process
Identifying options for making improvements
Evaluating the options and deciding on appropriate
action
Flowcharting - diagram showing the sequence of
events - page 137
Critical examination – page 138
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MONITORING AND REVIEW
It is important to monitor in order to
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Measure achievements against objectives
Check progress against the plan
Keep track of the use of resources
Assess individual & team performance
Ensure standards are maintained
Anticipate problems and respond promptly
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Areas Frequently Monitored
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Time scales
Finance, materials & equipment
Performance
Quality
Potential problems
Changes in external circumstances
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Monitoring Methods
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Observing people at work
Examining the outputs of work
Chatting informally
Managing by walking about
Collecting and analyzing data
Discussing performance with the team
Obtaining feedback from customers
Ongoing SWOT & TROPICS tests
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Evaluation
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When the change has been implemented, it is
important to carry out a major review or evaluation
and this should be planned right from the start.
Other factors that could contribute to the evaluations:
Discussing performance with the team members
Talking to other departments
Talking to both internal & external customers
Collecting quantifiable information
Feeding back the findings to managers, colleagues and
others
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THE AGENTS OF CHANGE
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The consultant who facilitates the change
May be an independent person from outside the
organization who is brought in solely to advice on
and manage a change process, or
Somebody who is already working with the
Organization, but within a different function.
The manager who has the genuine desire to
change things
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The 4 ‘Golden Rules’ for
Change Agents
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Rule 1 – Change must be voluntary
Rule 2 – Help solve a current or potential
problem
Rule 3 – Need to see a project through and
move on
Rule 4 – Must be an outsider to gain a degree
of objectivity
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The 7 skills for change agents
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Should be able to work independently
Should be effective collaborators
Able to develop high trust relations
Should posses self-confidence
Should respect the process of change
Should be able to work across business
functions
Should be willing to stake rewards on results
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THE ROLE OF
LEADERSHIP
LEADERS
MANAGERS
 Take responsibility for
 Set clear objectives for the
initiating changes
change
 Emphasize and demonstrate
 Define the standards that
commitment and persistence
must be met
to achieve goal
 Allows staffs to influence
 Encourage innovation and
performance goals
take calculated risks in the
 Help staff to develop
long term interests of the
specific plans to improve
Organization.
their performance
 Seek creative ways to resolve
conflicts
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4 Basic Leadership Styles
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Directive – Solves the problem & make
decisions
Consultative –consults with team members
Participative – Shares responsibility by
discussing
Delegative – Team leaders delegate
responsibility
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Situational
Leadership
Source: Daft, R.L.
(2008). The New Era
of Management, 2nd
Edition. Thomson
South-Western, Ohio.
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A PROJECT MANAGEMENT
PERSPECTIVE
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RULE 1: Establish the need for change and make it
clear to everyone
RULE 2: Think through the change & analyze the
benefits and resistance
RULE 3: Initiate change through informal discussion
RULE 4: Encourage people to voice their objections
RULE 5: Be prepared to change oneself
RULE 6: Monitor and reinforce the change
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Additional Readings
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http://www.theoryofchange.org/pdf/Superw
omen_Example.pdf
http://www.au.af.mil/au/awc/awcgate/ndu/
strat-ldr-dm/pt4ch19.html
http://www.marketingteacher.com/Lessons/l
esson_swot.htm
http://www.stfrancis.edu/ba/ghkickul/stuwe
bs/btopics/works/swot.htm
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References
• Daft, R.L. (2008). The New Era of
Management, 2nd Edition. Thomson SouthWestern, Ohio.
• Robbins, S.P. and Coulter, M. (2007).
Management, 9th Edition. Prentice-Hall,
USA.
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