1. ,,Changes Management“ (1)
Project: „Promotion of Integration and Networking in Municipal Social Services through the vocational training of staff employees in relevant Divisions“
,,Changes Management“ (1)
Lektor: Vytautas Stankevicius

2. The classification of the change
Time and process approach:
-Evolutionary
-Revolutionary
Reasons the attitude of leading:
-Motivated by "top-down"/from the bottom
- Internal/external
Volume approach:
Micro-changes
Makro-changes
Changes
An integrated approach:
-Amendments to the
-System
Object attitude:
-Technical
-Economic
-Organizational.
Jucevičius, 1998, Marshak, 1998, Stoškus, Baržanskienė , ,
Content approach:
-Improvements
-Innovations

3. THE SIGNS of EVOLUTIONARY and REVOLUTIONARY CHANGES
Sings
Revolutionary change
Evolutionary change
Essence
Changes are made only when it is unavoidable
People bring only small changes to the consistent
An increase in the company's economic efficiency
Cost efficiency and improving humanity (social efficiency)
Goal
Basically, a new approach to the Organization of the activities of the enterprise and its transformation is strictly for the period
The development of the fixed period, consistently cautious of learning and finding the best operational models; change as a permanent phenomenon
The characteristics of the change
Rational, planned actions, as a reaction to the inner or outer environmental changes
Changes, future-oriented design and development potential
Change philosophy
The rational Planner
Authoritarian Guide
Moderator in the process
Leader, coach
The role of the supervisor
"Pawn"
Fellow
Co-worker's role

4. The purpose of the measures and changes
THEORY OF CHANGE
The purpose of the measures and changes
Theory (E)
Theory (O)
Goal
Maximizing economic value
Develop organizational capacity
Leadership
From top to bottom
In Collaboration
Change object
Management structure and systems
Organizational culture
Planning
Changes in planning and programming
Dramatic changes resulting from
Motivation
Financial incentives
The combination of the various incentives
The participation of consultants
Active.
The use of technology and solutions developed by
Inactive. Employee involvement in the decision-making process

5. The concept of change Rationalization Restructuring Repositioning
Reconceptualisation
Revitalization
Mintzberg, Alhstrand, Lampel, 1998

6. Pyramid of Change Challenging implementation home (not visible)
Cultural changes
Behavioral changes
Changes in structure
Work changes
Challenging implementation home (not visible)
Easy to implement   (visible)
Organization structure
Job Structure
The level of discomfort
Changes in duties
(Stoškus, Beržinskienė, 2005)

7. METHODS of the CHANGES IMPLEMENTATION
From top to bottom
From bottom to top
Beginning of change
Top-level executives
Mid-level managers
Lower-level managers
From center
Parallel

8. The change process -MIT

9. MIT MODEL Persuasive communication Participation Expectations of useII
Participation
III
Expectations of use IV
Role modeling V
External motivation to use VI
Organizational and structural changes in the installation
VII
Pressure

10. change Management Be ready Prepare Exercise Support
Develop a communication plan
Implement and review the change and change management plans
Be ready
To understand the problem and the need for change, 7S
Understanding the environmental factors affecting business, PEST
Prepare
Create a vision
To identify potential resistance, LEWIN
To understand the readiness for change
Develop a change management plan
Prepare the way for changes
Prepare design of change implementation plan
Exercise
Implement a plan
Use appropriate change model, ADKAR, Easier, 4P KOTTER
Support
Constant revision of the guidelines
Recursive relationship and consensus
Vision pursuit, promotion and practice of change

11. The object of change – 7S model

12. 7S McKinsey MODEL Hard parts Soft parts STRATEGY STRUCTURE SYSTEM
VALUES
STYLE
PEOPLE
SKILLS

13. 7S McKinsey MODEL
STRATEGY: prepared plan must advise how to create and maintain a competitive advantage
STRUCTURE: What is the organizational structure and what to report (subordination).
SYSTEMS: activities of daily living and the procedures to enable staff to perform tasks.
COMMON VALUES: "exclusive objectives, key organizational values​​, indicating the culture and code of ethics.
STYLE: leadership style.
STAFF: employees and their competences.
SKILLS: real skills and competences of staff.

14. Analysis of the reasons - PEST

15. THE REASONS FOR THE CHANGES
The management of the organization
The State
The political environment
The error of the past
Change of business strategy
Economic environment
Market participants
Shareholders
Internal
External
Staff exchange
Technologi-cal environment
Change of Management concepts
Collaborators
Social environment
Society

16. A vision for change

17. THE VISION OF THE CHANGE IN REQUIREMENTS
Brevity
Originality
Assessment of the reasons for the change
The realism of the implementation
The assessment of all the Organization's fields of activity
Organization-wide assessment of the hierarchy

18. Preparing for change – Levin model

19. LEWIN 3 steps CHANGE MANAGEMENT MODEL
Signals that "something wrong" distribution from the top-level
Distribution of data on the nature of the issues in your organization
Perception of changes necessity
DEFROST
A specific call for change, supplemented by a discussion on what should be achieved
Dissemination of information on priority solutions
The Experiments
AMENDMENT
Information about the approved strategy publication
Individuals, which are reflected in the new strategy, calming
Information indicating that new solutions are effective, distribution
FREEZING

20. THANK YOU FOR YOUR ATTENTION
Lina Girdauskienė
Mob. phone