40- Anjana kurup

28- Harsha Jain

- Babli Yadav
Organizations do
not change!
People
Change………
One person at a
time
Itsan era of change.
You’ve got to
basically accept
change as an
everyday event and
believe that it is a
good thing!
 1. Why is the change necessary?
 ( rationale)
 2. What are we changing to?
 ( Vision)
 3. How and when do we intend to get there?
 (plan)
 4. What is the personal impact?
 (what's in it for me?)
 5. Is help available to support transitions?
 (resources)
 To survive in today's changing market
 PCA’s can be seen / treated as a commodity
 To keep up with changing customer needs, such
as build to order, immediate delivery
 To achieve our goal of leading the sector of low
to mid-volume / high mix EMS business’s
 Increase efficiency and customer satisfaction
and therefore profit
 Develop strategic relationships with key
customers
 Provide best in class product and process quality
 Create world class manufacturing processes
 Develop strategic supplier relationships
 Become employer of choice
 Globally unified
 More efficient
 More profitable
 More customer focused
 Through Implementation of key strategies such
as:
 Supply chain management
 Core teams
 Six-Sigma
 Lean Manufacturing
 Inter Company Benchmarking
 More successful company which can invest in its
resources
 Increased stock value and profit sharing
 Employer of choice talented,
challenging co-workers.
 Working for a globally recognized industry leader
 More enjoyable work enviroment
 Training classes for you and managers
 Increased corporate-wide communication
 Visible senior management support
 Change infrastructure built around projects
 New, consistent vocabulary to talk about
change.
 Culture consists of the norms, values,
beliefs, expectations, behaviors and
assumptions that exist in an organization
 No matter how positive , promising or proactive
the change is, expect a sense of loss
 No matter how competent and comitted
stakeholders are , expect a sense of confusion
 No matter how loyal employees are, expect
some initial skepticism and an increase in
“me” focus
 Hopeful Realism
Informed (Hope)
Pessimism Informed Optimism
(Doubt) (Confidence)

Uniformed
Optimism Completion
(Certainty) (Satisfaction)
Active Acceptance
Anger

R
e Bargaining
s
i Stability
s
t Denial
Testing
a Immobilization
n
c
e
Depression

Passive Time
 Not Enough Time
Anger Attack

Silence
Withdrawal Intellectualizing
Endless
Questions Confusion Just
Going Through
The motions don’t want To Get
Details It
Ignore IT
Details
Deny It
Details
Glorify the Past
 Move people toward commitment
 Help people make informed choices
 Build trust through honesty and openness
 Demonstrate empathy
 Seek to understand
 Report progress-or lack of-so people can be
responsible contributors to success
 Ensures that both parties have the same
understanding of a situation
 Reduces misunderstandings
 Provides a vehicle to build trust and
demonstrate empathy
 E-mail  Voice mails
 Business Monday  Focus groups
 Company magazines  Bulletin boards
 News letters  Home mailings
 Press release  Network broadcasts
 All employees  Video/DVD
meetings  Letters from CEO
 Posters  Internet
 Hotlines  Paycheck stuffers
 Staff meetings
1. Understand the organization’s culture
2. Develop a case for change
3. Integrate change management into project
management
4. Know your stakeholders
5. Have a sponsorship strategy
6. Engage supervisors and managers
7. Communicate what’s in it for me to a variety of
audiences
8. Training Effectively: The Cone of Learning
9. Measure the value of the change
10. Have a sustainment plan

21