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A CHANGE IN MANAGEMENT PROCESS

A revised form of three models to change the process introduced by:-


1. “JICK” (Steps for Implementing Change - 1991)
2. “KOTTER” (Strategic model for Transforming Organization – 1995)
3. “GE” (Change Model Garvin)

INTRODUCTION
In this article the author had discussed the major step of changing
management due to the failure of the management; this realization
took place after many surveys and researches in Defense Industry
under which 500 companies were working for the security
measurements. This revolution came after 9/11 tragedy when the U.S.A
security controls were in shock that how it happened and why. At last
they came to the point that this event happened due to the great after
effects of shrinking the defense budget after collapse of former Soviet
Union. The reduced defense expenditure caused the consolidation of
firms with in industry.

LITERATURE REVIEW
In this article the author had explained how the previous methods
failed and why. By reviewing all the given major points it is openly
understandable that reasons for the de-stability of Defense Industry is
due to the low budgeting. By which the industry was lacking to have
new modernized equipments to secure the boundaries. A new concept
of METAPHORS (Morgan – 1998; Davenport – 1999) came to existence
in which all the working steps were selected in the best so that what
ever change should be made results in the best way. The twelve steps
of this frame work contain the base of learning the previous mistakes
and experience gained throughout the late 1990’s.

METHEDOLOGY ADAPTED FOR MAKING NEW


FRAMEWORK FOR CHANGE.
After all the realization that few of the steps of the given three models
to change the process some how some where fails, the new framework
is the mixing of the pervious mixing of the steps which were the best
after analyzing its after affects.

The twelve steps of this frame work are:-


1. THE NEW IDEAS AND ITS CONTEXT
In this step it is to motivate the new ideas, new
innovations and bring the sufficient leading change over
the competitors. The gap between two generates a natural
tension, and this change driven by creative tension tending
to be intrinsic. Recognizing change (the need for, the ideas
of, and the context thereof) is just the first step.

2. DEFINE THE CHANGE INITIATIVE


Defining the change initiative steps closely with Jick’s step
1, of analyzing the organization and its needs for the
change in the whole system. This step took Importance by
taking view on late 1990’s project which involves the
development of a radio tactical radio system for military.
The change management team was successful in defining
the change and getting the target audience behind them.

3. EVALUATING THE CLIMATE FOR CHANGE.


This step is to make realize that what its strengths and
weaknesses are. No product development are improvement
ever occur without someone else’s effort being hindered.
The compatibility of change goals with company’s Long-
Range Strategic Plan (LRSP) is a significant plus. The focus
in the initials was radars are the major components. Three
words to follow are to priorities, focus and align your efforts
such that you built an internal alliance(s) to support your
efforts.

4. DEVELOP A CHANGE PLAN.


At minimum the plan should include specific goals and
provide details and clear responsibilities for strategists,
implementers and recipients. Ground work needs to be
done to discover what seeds will be the most fruitful or
whether the ground needs to be broken apart forcefully
(the hammer) before anything will take roots and grow.

5. FIND AND CULTIVATE A SPONSOR.


In this step it is clearly defined that the commitment chart
should help one to:
• To identify targets individual or groups whose
commitment to the change is needed.
• Define the critical mass needed to ensure the
effectiveness of the change.
• Create a monitoring system to assess the
progress.

6. PREPARE YOUR TARGET AUDIENCE, THE RECIPT OF


CHANGE.
Here it has been observed that it des not matter whether
the change is perceived as being a positive or negative. Resistance
is generated because the status quo will be affected. The people are
comfortable with knowns.

7. CREATE THE CULTURAL FIT-MAKIING THE CHANGE LAST.


The change manager needs to consider the changes in the
organization design factors such as structure,
measurement system, and development systems and
reward system. Which are needed to help the change to
“take” and thrive in supportive environment.

8. DEVELOP AND CHOOSE A CHANGE LEADER TEAM.


It requires a carefully developed ecosystem of plans and
dedicated working in harmony. Our change effort requires
team members that should be carefully selected who are
committed, competent and who shares common goals.

9. CREATE SMALL WINS FOR MOTIVATION.


The employees of the companies should be awarded by
some motivational rewards so that they work on more
toughly and results there dedication in there best to up rise
the motive plans.

10. CONSTANTLY AND STRATEGICALLY COMMUNICATE THE


CHANGE.
The process by which the change is introduced can set the
acceptance or rejections. The goals of the communication efforts
should be
• To increase organization’s understanding and
commitment to change to the fullest extent
possible.
• To reduce the confusion and resistance.
• To prepare the employees for both the positive
and negative effects of change.

11. MEASURE THE CHANGE EFFORT.


It is a Psychometric idea where the bests are done to avoid
the criterion deficiency. A key to measure he variable
believed to be logical relate important in the changing
effort.

12. INTEGRATE LESSONS LEARNED.


No step is directly affected positively because it has some
drawbacks too.
This is the step where many questions are answered. Because the
past is the base from where the lessons are taken by the mistakes
and deficiencies. The new ideas takes birth and the lessons results
to the positivism ever time if it is recovered with the experience.

CONCLUSION
The author’s purpose of this metaphorical story telling is that how
much we plan and initiate of decisions, somewhere the deficiency takes
place but experiencing the past and the guideline given should be in
working form but the selected ones. So this way the change
management process gets its successive peak and the problems get
resolved automatically. So the employees be motivated in their best
and selection of that best team proves too be an art of achieving the
success.