BENEFITS

Recognize the inevitability of change, deal with their own reactions/resistance to change and develop strategies for dealing with subordinates’ reactions.

Identify the driving and restraining forces in assessing the organizational readiness for change, using the Kurt Lewin’s Force-Field Analysis.

Develop change managerial skills such as planning, formulating strategies and communicating in view of success realization and implementation of organizational change. 

Apply the process of organizational change involving the un freezing, moving and refreezing stage with the application of effective intervention activities to ensure the smooth running of the change process.

2009 SCHEDULE

TRAINER PROFILE

AIM OF THE COURSE:

To be able to understand and manage changes in an organization

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INTRODUCTION:

Going through organizational change is, in many ways, like going through an amusement park funhouse. While organizational change is a lot more serious, the range of ways in which people approach and react to such change is similar to the range of ways people react to funhouse surprises.

Some people approach the experience cautiously, with great concentration. Some people run through it light-heartedly, impatient to see what’s next. Still others refuse to enter, choosing instead to find something more calm and reassuring.

Knowing what to expect can make organizational change somewhat easier, while having someone to guide you through the experience can make it easier still. This ‘Dynamic Change for Personnel’ programme is designed to help any interested organization in understanding and facing the reality of change and further managing the surprises of organizational change.

WHO SHOULD ATTEND:

CEO / Managing Director, Heads of Department, Human Resources Executives / Manager, Marketing Executives / Manager, Training Personnel, IR Executives / Officers, Clerical support employees, Supervisors and Executives