Contents

• Introduction
• Change: Theories & Practice
• ORGANISATIONAL AND INDIVIDUAL CHANGE MANAGEMENT
• THEORIES AND MODELS
• Unfreeze-Change-Refreeze
• Kübler-Ross
• ADKAR Model
• Case studies - SIEMENS NIXDORF INFORMATIONSSYSTEME (SNI)
• BRIEF HISTORY
• IDENTIFYING NEED TO CHANGE
• TRANSITION LEADERSHIP: IMPLEMENTATION OF PLAN
• IMPACT OF CHANGE ON PEOPLE/HUMAN RESOURCE CHAIN
• RECOMMENDATIONS
• Case Study 2 - PolyProd (M&DDiv)
• BRIEF HISTORY
• IDENTIFYING NEED TO CHANGE
• TRANSITION LEADERSHIP- IMPLEMENTATION OF PLAN
• IMPACT OF CHANGE ON PEOPLE/HUMAN RESOURCE CHAIN
• RECOMMENDATIONS
• Conclusion
• References

Description

– “To exist is to change” goes a famous adage. And this would be the simplest and shortest explanation to describe how important the change factor is. Change affects different situations and different individuals differently. With changing patterns of technology and advancement, organisational change has come into the motion of big question to solve at organisational and corporate levels. Gone are the days when individuals could expect to work in the same business, under the same ownership, with the same people, and the same customer base for the whole of their life and career (Cook, et al, 2004)
Question now arises what this change is and why change has become so important? In laymen terms, Organisations are not same all time. This process of becoming different in order to transform to a new system can be defined as organisational change. In plain words, Change is a transformation where its source is past and can be forecast into the future.
Though change is often seen as good but it is often very difficult to change. As organisation (profit and non-profit) tends to change they often ignore impact of change on people and individuals working towards the organisation goals. Cameron & Green (2004) suggests that individual change is at the heart of everything that is achieved in organisation. Once individual has motivation to do something different; the whole world can begin to change. However, this story is not as simple. Individuals, teams and organisational responsibility all plays a part in the process to change, and leaders, particularly have onerous responsibility and that can be termed as “making it happen”
Roping in these complex phenomena of change and its impact on human resource; this report focus on theories and leadership change required to enforce the change process in organisations. To delve more into the practicality of the concept two case studies viz. Siemens and PolyProd, has been incorporated to explain in depth the problem and how and what organisation could do to bring upon the change to instil success towards the company growth. Finally, recommendations along with conclusion has been given following with a brief section of implementation plan.