The management of change

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The management of change
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Search questions

• What do you know about the management of change?

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Change

• Change is not a sideline in business leadership,
  it is integral to the whole idea to describe a
  man who left things exactly as he found them as a
  great leader would be a contradiction in terms

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Change

• The process of change is continual and
  inescapable.
• To bring about change managers must adopt a style
  appropriate to the situation, that is a
  systematic approach
• In implementing Roll Back Malaria we will be
  obliged to bring about change

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Change in malaria control

• Admitting that eradication is not possible,
  perhaps not even desirable in many situations
• Having to live with malaria
• Improving communication structures
• Enhancing local capacities
• Funding good quality and effective training

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Change in malaria control

• Integrating cross sectoral activities
• Getting drugs and appropriate clinical skills to
  the primary level of care
• Effectively managing the partnership
• Technical coordination among partners
• Successfully negotiating new partnerships

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The management of change

• Formal changes
• Responses to major internal forces and external
  pressures.
• Main external pressures are
• The economic climate and government funding
  support
• Technological change and new capabilities
• Government legislation
• Social needs for the future

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The management of change

• Informal changes
• Informal changes are the responses to local
  practice needs and shifts of attitude
• These internal forces for change are brought
  about by
• Need to harmonise inter-personnel relationship in
  local working environment
• Personal agendas
• Managerial attitudes and style
• Strength /weakness of the formal organisation
  structure

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Objectives of change

• Numerous, may be overt and covert
• Objectives of formal process of change may be
• To break established customs, practices and
  technologies to allow for innovation
• To create a climate where transition from one
  state to another can be accomplished
• To transform some facet of an organizations way
  of coping with internal and external demands

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Key problem in making change

• How to minimize resistance by those involved
• Resistance can take many forms and ranges widely
  from
• Enthusiastic cooperation and support-to-
• Cooperation
• Acceptance
• Cooperation under pressure from management
• Acceptance
• Passive resignation
• Indifference

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Key problem in making change

• Indifference
• Apathy loss of interest in the job
• Doing only what is ordered
• Passive resistance
• Regressive behaviour
• Non-learning
• Protests
• Working to rule

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Key problem in making change

• Active resistance
• Doing as little as possible
• Slowing down
• Personal withdrawal
• Committing errors
• Spoilage
• Deliberated sabotage

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A systematic approach to making changes
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A systematic approach to making changes
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A systematic approach to making changes
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A systematic approach to making changes
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Management balance sheet

• Building a management balance sheet is a very
  useful exercise
• Consider the malaria control programme in your
  country
• List the assets on one side and the liabilities
  on the other side of a table
• Draw some conclusions from the comparison
• Devise the means whereby the assets could be
  increased and the liabilities reduced

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Management balance sheet

• Assets
• High commitment(researchers and trainers)
• Cheap drugs
• Willing learners
• High quality information
• High quality training resources
• New telecommunication and telematics techniques
• Wide variety of donors

• Liabilities
• Drug resistance
• Poverty
• Lack of trained personnel
• Political corruption and /or ignorance
• Poor distribution systems
• Problems of intersectoral collaboration
• Inadequate funding
• Poorly developed health infrastructure
• Time