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Resource Center in Economics Managemen

Managing change in the company

Often experienced as a destabilizing element, change allows the company to adapt to changes in its environment. Before any change, the
company must carry out a strategic reflection on the management of the change and implement a management intended to support the
collaborators in order to anticipate then to fight the resistance to the change.

Summary
(/La-gestion-du-changement-dans- Introduction

lentreprise#outil_sommaire)Introduction I - Wh y the chan ge

II - How the com pany (...)

It is because, in 1998, the management of Daimler-Benz and Chrysler were unable to anticipate and then lead the
Conclusion
changes, in particular human and cultural changes necessarily resulting from their merger, that this one ended in a
Biblio graphy
relative failure. It is because it did not know how to take the turn to digital photography early enough that Kodak
Sito graphy
was confronted, in the 90s, with major difficulties forcing it, in 2003, to close many factories and laboratories then,
forcing it, in 2012, to file for bankruptcy for lack of having been able to rectify its situation. In 2011, the merger
between Veolia Transport, a subsidiary of Veolia Environnement and Transdev, a subsidiary of the Caisse des Dépôts, which nevertheless seemed
to be presenting itself under the best auspices, resulted, two years later, in a step backwards, confirming the failure of the strategy put in place.
From these few examples, it appears to be vital for the company to have the ability to adapt to changes in its environment if it wants to ensure its
sustainability.

The evolutionary theory of economic change (R. Nelson and S. Winter) emphasizes the ability of the company to adapt to changes in its
environment through its ability to learn. The exacerbated competitive environment, the globalization of thoughts and networks, omnipresent
communication, size strategies make the objectives of adaptability, flexibility and self-governance that companies are putting in place more urgent.
Change management then becomes a fundamental element of the company's overall strategy because its ability to adapt to its complex, unstable
and turbulent environment depends on its survival. The "management" of change marks the voluntary nature of the action, in a desire to optimize
the performance of the organization, in a desire to improve the profitability of production factors. According to P. Drucker, “ Management is the
art of making rational
and informed decisions ”. Consequently, "managing" consists in piloting the company by making precise the objectives which must be reached
and by selecting and then implementing the means which will make it possible to reach them. “Change” is a modification that takes place within an
organization. It designates the approach which accompanies the life of any company in the face of instability and the development of its
environment.

Different typologies propose a classification of the different changes that can take place within a company. Among these, we can cite a
classification that studies the areas of change: economic, legal, social, technological, ecological, cultural, political, organizational, strategic ... while
another studies change according to its characteristics: global or partial, slow or fast, marginal or major. Likewise, depending on whether the
change is marginal or major, it is possible to distinguish different degrees of change: adjustment, reform, restructuring or even overhaul. While
adjustment and reform are traditionally managed by the company in its day-to-day operations, restructuring and refoundation, for their part,
constitute real organizational changes. These two types of change lead to a real transformation of the processes at work in the company as well as

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a real “cultural revolution”. These changes, by their propensity to generate resistance, must be the subject of very special management. The
change can also be studied, depending on the behavior adopted: led-directed, spontaneous or even planned (typology by H. Mintzberg). But it can
also be understood according to its nature: radical change or incremental change, emergent or organized change. The change can affect all
decision-making levels within the company, whether they are strategic, tactical or operational decisions (typology of I. Ansoff).

"Change management" refers to the entire process that goes from the perception of an organizational problem to the definition of a framework of
actions that allows the development, choice and implementation of a solution under optimal conditions of success (IMC model by H. Simon).

To implement change, a business must develop and administer an effective change strategy that integrates both people and processes. Thus,
change management will consist in facing the resistance to change that all the individuals concerned inevitably manifest. The process of change
will therefore consist of maneuvering between the areas of uncertainty controlled by the actors (M. Crozier).

The question which then arises is the following:

Why is change imposed on the business and how can it manage it effectively?

(/La-gestion-du-changement-dans-lentreprise#outil_sommaire)I -
Why is the change imposed on the company?
A / Change: the result of a diagnosis

1. Internal diagnosis

Since the early 20 th century, fundamental changes have taken place concerning, in part, internal operating modes to the company. The
analysis of the internal diagnosis should make it possible to answer the following questions: What are the current economic, human and
societal results? What are the expected results ? Where are the gaps? What are the causes ?...

Change management is organized around a process that must be mastered and which requires knowing what already exists, managing the process,
taking action and accepting the risks. Organizing change requires leaders to ask themselves the following questions: How to best lead change with
as low a cost as possible, both financial and human? How to get it accepted? How to change while keeping what is effective and ensuring to
maintain a good image of the company?

Examples include changes linked to business mergers, a change of activity or even profession, a move to new premises and / or a new region, a
change of management, the search for total quality or even the introduction of new technologies or working methods ... This is why, before
undertaking any change, the company must begin by identifying its key success factors, source of competitive advantages, and check that '' they
are in line with the different aspects of the organization: its structure, its management and information system, its technology, its culture and its
management style. Before even considering modifying its structure, the company will have to reflect on the contextual elements which will
necessarily be the subject of questioning: within what time frame is the change necessary? How big is the change? What resources and skills are
required? Are managers capable of leading change and mobilizing staff…?

Answering these questions amounts, first of all, to carrying out an analysis of the company's value chain and, secondly, to carrying out a

diagnosis of its resources and skills in order to identify its strengths. and its weaknesses. a) Value chain analysis

The value chain analysis consists, for the company, in identifying the different stages of its value creation processes (or systems), from the design
of the product or service to its provision to the end customer. The value chain, which covers internal business processes and the interactions
between its various components, shows where and how added value is created within the business. Its ability to optimally coordinate its processes
while minimizing costs but, at the same time, by giving priority to customer satisfaction, must give it a competitive advantage (M. Porter). So, value
chain analysis allows the company to estimate to what extent and in what proportion a link specifically contributes to the value created and
perceived by the customer while taking costs into account. Whenever a step in the process does not create value or does not create enough value,

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a change is necessary which may consist in simply eliminating this step or else in outsourcing it. Processes, whether financial and administrative,
production, economic and commercial, cultural and human or even decision-making, are extremely present in the exercise of the activity of the
company and change can, either directly concern one of them, or concern the interrelationships that exist between them. The change in one or
more of these processes is felt when it is a prerequisite for a change in structure, culture or management style. Before considering any change, the
company must therefore collect information concerning its value chain in order to highlight its distinctive skills but also its weaknesses, thus
guiding it in its choices regarding the changes to be implemented to improve its performance.

Diagram of the value chain (M. Porter)

b) Diagnosis of resources and skills

Collecting information about the company's resources will allow it to develop a change strategy that takes into account what it may have. For her,
it is a question of evaluating the quantity of available resources, their nature and their uniqueness in terms of physical, human, financial, intangible
and information resources. The financial diagnosis will allow the company to ensure that it has the financial resources necessary for the
implementation of the change, which represents a cost induced by the establishment of a new organization. To be a strength and not a weakness,
financial resources must be greater than needs and they must be stable. The marketing diagnosis allows the company to collect information on the
analysis of the coherence of the marketing mix (Product / Price / Distribution / Communication) in order, if necessary, to make changes in terms of
major strategic choices. The five forces model identifies the factors that influence a company's performance (M. Porter): the bargaining power of
customers, the threat of potential entrants, the bargaining power of suppliers, the threat of substitute products and the intensity of intra-sector
competition. The company will verify, for each of these factors, whether it constitutes a strength or a weakness for it and, in doing so, it will be
able to identify its key success factors,

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 Analysis of the 5 forces (M . Porter)

The Research and Development diagnosis allows the company, depending on the evolution of its environment, to change its priorities and
consequently to modify its choices in terms of innovations, development of new products and new processes taking into account the increasingly
shorter lifecycle of products. The diagnosis of human resources allows the company to collect information on the various knowledge and know-
how available, on the study of qualifications and on the analysis of the social climate. The theory of resources (G. Hamel and CK Prahalad) shows
that this information, essential to any prior change, will enable the company to rely on its fundamental skills which constitute for it a specific asset.
For these two authors,

Thus, all of the company's activities are concerned, including those related to human resources management. As soon as the company has
identified, through the behavior of the various actors, the proactive, the passive and the opponents of the change, it will adapt a much better
targeted and therefore much more effective change strategy.

2. External diagnosis

The fundamental changes that have taken place within companies also concern the relationships they maintain with their environment.
The analysis of the external diagnosis should make it possible to answer the following questions: What is relevant in the environment?
What are the scenarios that can be a source of constraints or threats? What are the scenarios that can create opportunities?

a) Analysis of the macro-environment

According to the evolutionary theory of the firm (R. Nelson, S. Winter), the behavior adopted by the firm stems directly from the informational
signals that it perceives in its environment. The firm is a learning organization which will, within the framework of a dynamic approach, always seek
to improve its organizational skills. The external diagnosis takes on its full meaning with regard to the constraints, threats and opportunities of the
environment. The company is led to make changes in its strategy due to the very fact that it is a system open to the outside, that is to say that it is
in interaction with its environment. The analysis of the macro-environment of the company can be carried out through the identification of
demographic, political, legal, economic, socio-cultural and technological factors, through their changes and their evolutions (PESTEL analysis). It is
then necessary to determine which ones have a real impact on the company and whose evolutions require that it put in place real changes.

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 PESTEL analysis

b) Analysis of the micro-environment

Among the actors who influence the organization, we can mainly cite customers, suppliers, subcontractors, intermediaries and competitors. The
company collects information on the supply and demand of its sector of activity in order to anticipate possible and probable developments. The
diagnosis of the offer, the diagnosis of the cost structure of the sector, the degree of concentration or atomization of the players in the sector, the
competitive intensity are all essential information for the company which, within the framework of the management of economic intelligence, will
enable it to set up a better adapted strategy. So, for example,

The internal and external diagnostics which show the evolutions occurring within the company and in its environment explain that this one sets up
an effective management of the change. The initiation of change arises, in fact, from the perception of a mismatch between the functioning of an
organization and its goals. Five factors are usually put forward to justify the implementation of a change process: technology, strategy, culture,
power and structure.

For Serge Raynal, “ A project responds to the wishes of managers to mobilize energies in order to create and develop, in an autonomous
form, multidisciplinary teams corresponding to the different trades in relation to this project and to best meet the needs of the market and
client ". Management by project assumes that we are at the level of the definition of the general
strategy of the company. This must put in place the conditions for it to integrate into the corporate culture. The notion of project is linked to that
of change because it is about breaking with the traditional methods of managing organizations. The approach is based on the organization that we
want to optimize by streamlining its operation, whether it be processes or management systems. Once the change has taken place, it will be

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necessary to consolidate the movement, to ensure the permanence of the achievements and to carry out evaluations which may give rise to
possible adjustments. Project management implies a redefinition of the company's structures. H. Mintzberg defines the structure of a company as
“ The total sum of the means
employed to divide the work into distinct tasks and then to ensure the necessary coordination between these tasks ”. The author
distinguishes several coordination mechanisms: mutual adjustment, direct supervision, standardization of procedures, standardization of
results and standardization of qualifications. These different means of coordination are not necessarily mutually exclusive. However, depending
on the nature of the organization, one of these modes of coordination tends to dominate and impose itself as a structuring principle.

Project management corresponds to a temporary action, limited in time which induces both novelty and change in the sense that it profoundly
modifies the working conditions of employees involved in interdisciplinary groups with greater autonomy since they are responsible. both in the
design and execution of the project. This management method provides a response to the requirements facing the company in terms of
adaptation to the environment. While the work of T. Burns and GM Stalker highlights the link between the type of organizational structure and the
nature of the environment, the theory of contingency (P. Lawrence and J. Lorsch) identifies the many factors that influence the evolution of the
structure of the company: the size of the company, its age, the technology it uses, its strategy, its sector of activity, its corporate culture, the
personality of its leader and its environment. These authors show that the more complex and unstable the environment, the more the
organization has an interest in implementing a flexible and decentralized structure, weakly formalized, an organic type model. They also show that
the more the environment imposes uncertainties requiring differentiation at the organizational level, the more it is necessary to develop internal
integration structures. the more the organization has an interest in implementing a flexible and decentralized structure, weakly formalized, an
organic model. They also show that the more the environment imposes uncertainties requiring differentiation at the organizational level, the more
it is necessary to develop internal integration structures. the more the organization has an interest in implementing a flexible and decentralized
structure, weakly formalized, an organic model. They also show that the more the environment imposes uncertainties requiring differentiation at
the organizational level, the more it is necessary to develop internal integration structures.

The emergence of structures by project is linked to the fact that it is a flexible structure allowing the realization of complex projects calling on
several specialists of the company. It combines a double line of authority, each employee depending simultaneously on a functional manager and a
project manager. This structure is by nature scalable because, when the project is completed, the team assembled for the realization of this
project is dissolved and distributed over other projects. This type of management certainly involves both strategic and structural changes, but it
allows the company to increase its performance by allowing it to benefit from greater flexibility and greater responsiveness.

Structure by project

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b) The relationship between strategy and structure

A. Chandler considers that strategy change and organizational change are linked. Thus, according to this author, “ The structure of an
organization arises from and results from strategic decisions taken according to the environment, which lead to new organizational needs
modifying the structures. »At each stage of their development, marked by a major change in strategy, companies are implementing changes to
their structures. This is why, according to the author, the strategy determines the structure but, for all that, this link is not automatic because a
change of strategy only brings about a change of structure if it turns out to be unsuitable for the implementation of the new strategy. Likewise, the
structure can lead to a change in strategy because the latter is based on an analysis of the environment. However, the structure influences the
perception of the environment because it conditions the way in which information circulates in the company.

Social, economic, technological transformations… but above all the speed at which these transformations occur require companies to be in
constant reorganization to meet this need for flexibility and responsiveness which will allow them to "survive" in global competition. Because,
as P. Drucker underlines it “ The greatest danger, in the moments of turbulence, it is not the turbulence, it is to act with the logic of
yesterday ”.

2. Network organization, information system and management

a) Network organization and information system

The creation of project-teams implies the establishment of a network organization within the company promoting its adaptability, its dynamism
but also its capacity for permanent learning. This new organization is characterized by decompartmentalization, de-hierarchization and
decentralization which lead to the creation of a more flexible transversal structure. For example, the adoption at Air Liquide of this mode of
organization has led to the elimination of several intermediate hierarchical levels bringing more flexibility and responsiveness to its operation and
thus allowing teams to be able to manage scientific and technological projects. , complex, large-scale and mostly multicultural environment. A
change in the company's information system must support project teams in achieving their mission. The company's information system must
enable it to acquire, process, store and disseminate information, which is used first and foremost to decide and then to act (R.
Reix).

The networking of the company's information system must allow the actors who have access to it to undertake and carry out joint projects. The
objective of the computer network is to facilitate collaborative work between users, to share material, software and also information resources.
Thus, the change concerns, above all, the substitution of cooperative work for individual work as well as the sharing of resources but also of
knowledge. The manager of the company, as coordinator of the network, must integrate knowledge management into his overall strategy. The
latter constitutes a real change in the sense that the objective of capitalizing on knowledge requires the passage from an individual memory to a
collective memory.

Wright emphasizes the need for organizational learning, for a learning organization, and justifies it by the fact that knowledge has become a
strategic element to be mastered. Companies are aware of this and they do not hesitate to embark on large and costly knowledge management
programs such as, for example, Valeo which, assisted by Nemesia, a consulting firm expert in knowledge management, has set up since 1999, a
project called "K" for knowledge. Knowledge management has become an integral part of business management and, like Valeo, knowledge
management projects have emerged and have been successful at Air Liquide, Lafarge or even Saint-Gobain. . The change will therefore bring on
the one hand, on a wider dissemination of information which becomes accessible to all employees and, on the other hand, on the capture of tacit
knowledge in order to transform it into explicit knowledge in the form of routines, procedures and standards. I. Nonaka and H. Takeuchi
distinguish two types of knowledge: explicit knowledge which can be easily expressed in documents and therefore accessible to all collaborators
and tacit knowledge, knowledge acquired through experience and difficult to express. The transformation of tacit knowledge into explicit
knowledge will increase the performance of the company as soon as all employees will be able to have the information contained in the databases
at the right time and in the right form, so as to facilitate decision-making. This ability to create and develop new knowledge will provide a
competitive advantage to the company, constituting a fundamental source of its success.

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b) The systemic approach of the company and participatory management

According to D. Bériot, the passage from an analytical vision to a systemic vision of the company appears inevitable when it comes to accessing a
system whose management is increasingly complex. The systemic approach is a more dynamic approach which searches for the modalities of
support for the change and decides on the actions to be implemented to lead it. However, the analytical vision which consists in describing,
understanding, explaining or predicting socio-organizational phenomena must not be ruled out and managers must combine these two
orientations insofar as knowledge and action are inseparable: any decision depends of the knowledge that the actors have of the system and the
knowledge of the dynamics of the system only progresses by observing the effects of their actions on it.

Characteristics of analytical logic Characteristics of systemic logic

Part of the present to look to the past Part of the present to move towards the future

Interested in "Why" Is interested in "Towards what"

Postulates that root cause is seldom necessary to resolve a

Postulates that awareness of the causes is necessary to solve a problem
problem

Analyze a problematic situation to understand its complexity Finds the invariant elements of the system concerned to
understand the complexity and not to understand it

Uses the problem as material for analysis and considers its elimination as First clarifies and specifies the objective that would be achieved if
an objective the problem were solved

Starts with an inventory of the apparent system Identifies the actors who Identifies the actors who will make up the only system to be
will make up the only system to be considered considered

Establishes a coherent link between a process and a standard

Establishes a coherent link between a process and an objective

Find the actors responsible for a problem Research influential actors (brakes and resources) on achieving the
objective

Explain the reasons for the behavior Is interested in interactions between people

Try to change people Tries to act on the relations between the actors

Seeks to predict the behavior of actors Regulates behaviors according to a goal

Comparison between analytical and systems modes of thought and action
Thus, within the framework of a systemic approach of the company, management by project generates an organizational change which results in
the adoption of an organization by learning process, an organization which requires the establishment of process teams. . Process teamwork
implies the need to communicate, collaborate and coordinate through mutual adjustment. Thus, for L. Thévenot, “ Individuals can act only on
condition of carrying out a work of coordination, whether it is a question of coordination between individuals, between the individual and
his environment, but also of the relationship of the individual with himself in an environment where he has to coordinate his own conduct
". This is why, in addition to the need to use new
information and communication technologies, this new organizational approach also requires a radical change in the way human resources are
managed. Participatory management (R. Likert) facilitates change management since it seeks to develop relationships of trust around a business
project by promoting two-way communication, being less directive and encouraging the initiative. It allows the company to be more responsive in
the sense that decisions are made at lower levels, closer to the field. Employee participation has a double meaning, that of involvement in the
functioning of the organization and that of profitsharing in its results.

The organizational changes imposed on the company by a rapidly accelerating world allow it to cope with the constant changes in its environment.
However, the success of change management in the company requires the establishment of an effective management system that mobilizes all
components of the organization.

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 (/La-gestion-du-changement-dans-lentreprise#outil_sommaire)II -
How can the company effectively manage change?
A / Managing change

1. The evolution of human resources management

a) Authoritarian management of human resources

At the beginning of the 20 thcentury, the neoclassical firm responds to the following characteristics: a rather rigid organization of work based on
stability and duration and, in general, a globally uncompetitive world. Thus, within the framework of a mechanistic vision of the company, this one,
endowed with a pyramidal structure, a very great rigidity and a centralized power, is only one place of production (a black box), that is, a place
where the factors of production are combined. The firm has only one objective: that of maximizing its profit. Its activity will therefore consist in
transforming raw materials (inputs) into finished products (outputs). The firm is assimilated to a single individual: its owner, the one who takes and
assumes all the risks. The various actors who make up the company are not taken into account, whether they are employees, shareholders or even
managers. The organization is characterized by a strong division of labor, great hierarchical coordination and a high degree of formalization. The
principles of organization intended to rationalize the function of production in order to increase the productivity of the labor factor were stated by
F. Taylor (Scientific Organization of Labor) then applied by H. Ford. H. Fayol sought to rationalize the administrative function while Mr. Weber was
interested in structural rationality considering bureaucracy as the most efficient form of organization since it is based on competence,

b) Flexible management of human resources

The change in human resources management comes with the advent of the organic vision of the company. From the 1930s, changes in
organizations took place. Originally, the questioning of F. Taylor's principles and the “one best way” which did not lead to the expected
productivity gains. The Decision School (H. Simon, J. March, R. Cyert) rejects the mechanistic vision of F. Taylor and H. Fayol. The School of Human
Relations (GE Mayo, K. Lewin) takes into account the actors present in the organization, their reactions, their behaviors sometimes in contradiction
with the rational logic of the company and which it is necessary to know how to manage. The company is still a place of production but the actor of
the organization has a human dimension, which implies that the material working conditions but also psychological are taken into account (theory
of F. Herzberg on the motivation at work and the enrichment of the tasks and pyramid of the needs of A. Maslow). Hierarchical authority leaves an
important place for more flexible coordination mechanisms and this flexibility will result in the reduction of hierarchical levels and the
establishment of a transversal organization. D. Mc Gregor opposes two styles of management which take into account the implicit attitudes of the
leaders on the basis of their behavior: theory X set up by the leader who thinks that the man does not like work and refuses responsibilities. The
worker must be controlled and directed, the management style is therefore authoritarian (vision of the Taylorist approach). But when the leader
thinks that the man can be motivated by the work, that he accepts, even that he seeks the responsibilities, he changes his style of management,
relaxes it and applies theory Y, a theory considered preferable by D. . Mc Gregor. P. Drucker recommends management by objective, then this
concept is explored

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further, by O. Gélinier who recommends participatory management by objective, which consists of involving employees in defining objectives. It
also advocates the establishment of independent working groups, the enhancement of execution tasks as well as collective profit-sharing in the
company's results. All these measures are supposed to increase the motivation of the employees and allow a better adhesion and involvement of
the latter in the business plan.

2. Implementing the change

a) Resistance to change

A company is made up of three layers that are more or less easy to change. Layer 1 concerns techniques and technologies. These are all of the
company's formalized procedures and this layer is relatively easy to change. Layer 2 concerns regulatory functions and is more difficult to change.
Layer 3 concerns corporate culture and its ethics. It affects the value system of individuals and, consequently, it is the most difficult to change. The
importance of the corporate culture, insufficiently taken into account, is often the cause of many failures of change process because the culture
cannot be decreed, it evolves slowly and this, more under the effect of daily actions than under that of training actions or management decisions.
So, The corporate culture
has established itself as the glue between all the systems of the organization, it should lead each employee to feel that their personal
success depends on that of their establishment. ". However, a change is never neutral for the personnel and it breaks down into three phases:
the mobilization phase, the transformation phase and the consolidation phase. Each phase can be subject to resistance, the causes of which are
multiple: the individual causes are explained by the fact that the change is anxietyprovoking for individuals insofar as it is synonymous with
rupture, questioning, loss of landmarks and many questions about its future. Collective causes can be explained by the fact that the standards,
rites and beliefs shared by all employees and which help to create a feeling of belonging to the group are threatened with disappearing. The
structural and cyclical causes, for their part, are linked to working conditions, the organizational functioning of the company or even the business
climate. Changes are always a source of conflict because they lead to a destabilization of social actors, a questioning of power situations and the
role of executives in the company (M. Crozier and E. Friedberg). These conflicts are inevitable and they must be managed transparently through
multiple negotiations.

b) Gradual acceptance of change

The company's ability to fight resistance, defuse conflicts and gain acceptance for change depends in part on the leadership of its managers. For
leadership to be effective, the leader must be visionary, he must know how to communicate, he must know how to delegate and he must know
himself well, that is to say, know his strengths and weaknesses. Leadership is based on intellectual, technical and relational skills (Socio-technical
school E. Trist and F. Emery). The construction of a shared vision, the modification of behavior, the acceptance of uncertainty, the removal of
brakes and resistance to change are also based on the confidence that the manager inspires in employees. The leader can choose between two
methods of leading the change process. The process of disruption consists of changing formal structures and responsibilities, then changing
interpersonal relationships and processes, and finally changing individual attitudes and mentalities. The emergence process consists of first
changing individual attitudes and mentalities, then changing interpersonal relationships and processes, and finally changing formal structures and
responsibilities. Change management, regardless of the method chosen, must make it possible to effectively guide the company throughout the
change process. It is a question of thinking about the flexibility necessary for the users to allow them to enrich their involvement. Planning, both
strategic and operational of the change, must take into account the temporal aspect, an essential element of the process. Piloting lasts until the
new habits are perfectly integrated and accepted by all. The monitoring of the smooth running of the day-to-day change process is mainly carried
out by the facilitation team. Its mission is to overcome resistance, to untie any knots that could block the process and to facilitate dialogue and
exchanges at all hierarchical levels. It is up to him, in fact, to accompany the change, to facilitate its appropriation by all the actors, almost all the
resources of the company having to be mobilized in this direction. essential element of the process. Piloting lasts until the new habits are perfectly
integrated and accepted by all. The monitoring of the smooth running of the dayto-day change process is mainly carried out by the facilitation

team. Its mission is to overcome resistance, to untie any knots that ▲ could block the process and to facilitate dialogue and exchanges at all

hierarchical levels. It is up to him, in fact, to accompany

the change, to facilitate its appropriation by all the actors, almost all the resources of the company having to be mobilized in this direction.
essential element of the process. Piloting lasts until the new habits are perfectly integrated and accepted by all. The monitoring of the smooth
running of the day-to-day change process is mainly carried out by the facilitation team. Its mission is to overcome resistance, to untie any knots
that could block the process and to facilitate dialogue and exchanges at all hierarchical levels. It is up to him, in fact, to accompany the change, to
facilitate its appropriation by all the actors, almost all the resources of the company having to be mobilized in this direction. The monitoring of the
smooth running of the day-to-day change process is mainly carried out by the facilitation team. Its mission is to overcome resistance, to untie any
knots that could block the process and to facilitate dialogue and exchanges at all hierarchical levels. It is up to him, in fact, to accompany the
change, to facilitate its appropriation by all the actors, almost all the resources of the company having to be mobilized in this direction. The
monitoring of the smooth running of the day-to-day change process is mainly carried out by the facilitation team. Its mission is to overcome
resistance, to untie any knots that could block the process and to facilitate dialogue and exchanges at all hierarchical levels. It is up to him, in fact,
to accompany the change, to facilitate its appropriation by all the actors, almost all the resources of the company having to be mobilized in this
direction.

B / Management, communication and performance evaluation tools

1. Management tools and communication techniques

a) Management tools

Information monitoring is a tool that allows, before making any change, to collect, as part of an internal and external diagnosis, the information
essential for decision-making. Information is a decision aid in the sense that it allows the decision maker to make the most satisfactory decisions
possible (concept of limited rationality by H. Simon). The diagnosis, a tool used to assess and understand the level of adaptability to change in the
company, is based on the use of main criteria such as: the sociodemographic structure (age, seniority, level of education, distribution by CSP ...),
the hierarchical structure (number of levels, roles of formal and informal structures), the management style (authoritarian directive, consultative,
participatory), change habits (past types of change, frequencies, successes / failures). The risk analysis grid makes it possible to identify the origin
of the causes of resistance to change but also the identification of facilitating factors such as coaching, training, communication and valuation of
actors.

Within the framework of the learning enterprise, C. Argyris and D. Schön recommend the implementation of a double-loop learning which consists
in reconsidering, not only action strategies and principles, but also values and principles. standards that define performance. It is about "learning
to learn" which also implies "learning to unlearn", that is to say, being able to question existing routines which can be destabilizing and source of
disturbance. Coaching intervenes when "learning to learn collectively" requires the setting up of training, information and simulations appropriate
to each case. It allows the individual support of a manager or a leader to help him face new situations. So, within the framework of a renewed
human resources management, the change which would concern the increasingly important use of new information and communication
technologies (e-learning, erecruitment, knowledge management) would require the implementation in place of training intended, on the one
hand, to teach employees to use the human resources information system and, on the other hand, to give them confidence in the departments.
For example, following a change in activity in 2004, the Bourbon group, a Reunion-based company, leader in maritime services but which wishes to
refocus on a range of services intended for offshore petroleum, confided to Christa
Roqueblave, vice-president in charge of communication, the mission of sharing information and preparing teams to be versatile. To help her
effectively in this mission, she received training but was also followed by a coach for two years whose role was to help her design a new
communication service by gradually integrating versatile employees. and extremely adaptable in a group facing major changes. As the company
grows, Christa Roqueblave, who has made the choice of transparency, shares information by organizing service meetings at the end of each
management committee and, concerning the work of the teams, by making the update each week on current cases. It also brings together its
employees very regularly to discuss substantive objectives. she received training but was also followed by a coach for two years whose role was to
help her design a new communication department by gradually integrating versatile and extremely adaptable employees in a group facing
challenges. major developments. As the company grows, Christa Roqueblave, who has made the choice of transparency, shares information by
organizing service meetings at the end of each management committee and, concerning the work of the teams, by making the update each week

▲
on current cases. It also brings together its employees very regularly to discuss substantive objectives. she received training but was also followed
by a coach for two years whose role was to help her design a new communication department by gradually integrating versatile and extremely
adaptable employees in a group facing challenges. major developments. As the company grows, Christa Roqueblave, who has made the choice of
transparency, shares information by organizing service meetings at the end of each management committee and, concerning the work of the
teams, by making the update each week on current cases. It also brings together its employees very regularly to discuss substantive objectives.

Electronic data interchange (EDI) should be favored in the context of change management in the field of internal (intranet) or external (extranet,
internet) communication. Likewise, the implementation of an integrated management software package (ERP) intended to reduce the costs of the
company, is a tool conducive to change because, with this IT system, the company relies on an IT structure. global which no longer takes into
account the partitioning between services. It is, in fact, a tool integrating all of the company's activities and which covers all planning, management
and monitoring operations: accounting management, management control, production management, purchasing. and stocks, quality
management, maintenance, sales administration, personnel management and project management.

OMAR management (Objectives - Control - Assessment - Recognition) takes into account both the requirements of continuous adaptation to
change and the play of the actors. When the process of change is initiated, the last two objectives take priority. The added value that everyone can
bring must be recognized and appreciated as it deserves, in particular through the change of the remuneration system which must be oriented
towards the individualization of salaries with a variable part (bonuses, bonuses, stock- options) in relation to the results obtained, taking into
account the performance of each employee. It is an effective way to encourage men to participate actively in change since it values and rewards
everyone's efforts. Benchmarking can lead to change insofar as it allows the company, within the framework of a comparative evaluation, to
evaluate its practices by comparing them with those recognized as being benchmarks, in the interests of continuous improvement. This technique
can be carried out internally, by comparing the practices of the different departments or units of the organization or externally by observing the
methods and processes of organizations belonging or not to its sector of activity. This technique helps to improve the efficiency and quality of a
company's processes (time saving, better dissemination of knowledge, better process efficiency, etc.). for the sake of continuous improvement.
This technique can be carried out internally, by comparing the practices of the different departments or units of the organization or externally by
observing the methods and processes of organizations belonging or not to its sector of activity. This technique helps to improve the efficiency and
quality of a company's processes (time saving, better dissemination of knowledge, better process efficiency, etc.). for the sake of continuous
improvement. This technique can be carried out internally, by comparing the practices of the different departments or units of the organization or
externally by observing the methods and processes of organizations belonging or not to its sector of activity. This technique helps to improve the
efficiency and quality of a company's processes (time saving, better dissemination of knowledge, better process efficiency, etc.).

Companies Benchmarking type Purpose of Benchmarking Partners

Microsoft Internal Microsoft

Compare the different subsidiaries by business area

Microsoft Generic Reduce specific process costs General Electric, Motorola

GAN Generic Improve customer satisfaction UAP, IBM, Societe Generale

Renault Generic Reduce the number of hierarchical levels Nestlé, Air Liquide

Credit North Improve customer retention rate

Generic, competitive Club Méditerranée, Mc Donald, DELL, IBM ...

Sources: Benchmarking Club de Paris, Public Service Commission of Canada

Because non-quality represents a cost for the company, the change can relate to the search for quality improvement. Quality circles are then
formed to offer concrete solutions to an identified problem. The circle looks for solutions with the possible help of a “facilitator” or specialists on a
particular point. All the companies and among them, we can cite in a non-exhaustive way, Dassault Aviation, Renault, France-Télécom, Citroën,
Rank Xerox, IBM France ... have implemented a quality approach which generates changes intended to achieve Total Quality and to obtain ISO
9001 certification.

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 Total quality : the 5 zeros

b) Communication techniques

Organizational change requires redefining the role of managers. The latter, due to the increase in transversal communication via networks, are
deprived of their power, which was that of transmitting information from the hierarchy and intended for operational staff. The change in the role
of executives is reflected, on the one hand, by the fact that today, they must devote themselves to information monitoring and the management
of economic intelligence and, on the other hand, by the fact that they must also lead teams and motivate them around a unifying project.
Communication between employees therefore occupies an essential place in the management of change and involves the establishment of a
communication structure within the administration as well as the appointment of a manager responsible for promoting change. Communication
must fulfill at least six objectives in relation to the change: make the vision known to all the actors concerned, inform about the progress of the
process, reassure on the merits of the change and on the coherence of the adopted approach, enhance the efforts made by the actors to make the
change a reality, help anticipate or resolve difficulties and disseminate the new rules, the new behaviors to be adopted that support the change.
The communication plan indicates the procedure to be followed to produce and disseminate the messages necessary to lead the change.
Responses and reactions to the messages disseminated are taken into consideration and lead to an adaptation of the communication plan. For
example, if NRG France SA, the result of the successful merger between Gestetner and Nashuatec, two former players in the world of office
automation, became, in May 2000, a new entity capable of reaching third place on the market in France and in Europe, it is because Clem Garvey,
CEO of NRG France SA since 2001 and responsible for this merger, complied with certain rules which are the keys to the success of such an
operation: upstream of the merger, he took care to send a letter to each employee of Gestetner and Nashuatec announcing the intention to merge
and the merits of this decision then, throughout the change process, he made sure to display absolute neutrality towards one or the other of the
two structures, to create a link between the teams of the two partners, to organize seminars for employees to get to know each other and
discover their respective ways of working, and he also promoted communication by regularly organizing and frequently face-to-face meetings
between the heads of the various departments and their employees, interviews devoted solely to the difficulties arising from the merger.
However, and although we are talking about a successful merger here, Clem Garvey himself acknowledged " he took care to display absolute
neutrality towards one or the other of the two structures, to create a link between the teams of the two partners, to organize seminars for
employees to get to know each other and discover their respective ways of working, and it also promoted communication by regularly and
frequently organizing face-to-face meetings between the heads of the various departments and their employees, interviews devoted solely to the
difficulties arising from the merger. However, and although we are talking about a successful merger here, Clem Garvey himself acknowledged " he
took care to display absolute neutrality towards one or the other of the two structures, to create a link between the teams of the two partners, to
organize seminars for employees to get to know each other and discover their respective ways of working, and it also promoted communication by
regularly and frequently organizing face-to-face meetings between the heads of the various departments and their employees, interviews devoted
solely to the difficulties arising from the merger. However, and although we are talking about a successful merger here, Clem Garvey himself
acknowledged " and it also promoted communication by regularly and frequently organizing face-to-face meetings between the heads of the
various departments and their employees, interviews devoted solely to the difficulties arising from the merger. However, and although we are
talking about a successful merger here, Clem Garvey himself acknowledged " and it also promoted communication by regularly and frequently
organizing face-to-face meetings between the heads of the various departments and their employees, interviews devoted solely to the difficulties

▲
arising from the merger. However, and although we are talking about a successful merger here, Clem Garvey himself acknowledged " Not having
been sufficiently sensitive to the cultural difficulties which
persisted for months and months after the completion of the legal merger and having underestimated the critical importance of the
engagement of middle management in such a context ”.

A change of management can also be a source of fears about the future of the company. This is why, at Alter Eco, when Tristan
Lecomte, charismatic founder of the fair trade brand, left in 2011, Alter Eco employees felt the need to be reassured. Grégoire Bleu, the sales
director, was responsible for restoring the confidence of his team of 22 people. For this, he took the initiative to write in black and white the Alter
Eco project, its mission, its values. This 5-year plan also provided for employee participation in the results as well as the holding of two formal
career interviews per year. As part of project-based management, reporting, a collaborative management tool,  

2.Performance evaluation

a) Control tools and techniques

Performance analysis is a very important step in the process of evaluating an organization, especially since it involves evaluating both individual
performance (the results of the individual), the performance of the team (the results of the project group) and the organizational performance
(the overall results of the organization). Effectiveness, efficiency, relevance and financial sustainability are the indicators on which this assessment
is based. The coach's mission, in the context of setting up a support structure for a manager, is to observe the manager for several months facing
these new missions in order to determine his degree of efficiency. The results are evaluated on the basis of a comparison between forecasts and
realizations which take account of experience, of the leader's experience and personality. A sustainability plan is drawn up which defines a set of
actions to be implemented to accelerate, preserve and maintain the benefits of the progress made. These actions relate to involvement, results,
origin, implementation and follow-up. A monitoring committee for these actions, made up of members of the General Management, the project
manager, project facilitators and employees, can meet regularly to assess the performance of the organization.

In order to be able to measure performance in the context of project management, the objectives set must be measurable, that is to say that they
are specific, quantifiable, achievable, realistic and time-bound. Dashboards, privileged instruments for shortterm information and analysis, are a
real tool for managing change within the company. The edge indicators must make it possible to assess the results achieved by the company in
terms of costs, time and quality while highlighting the improvement in the performance of the company induced by the changes made. The control
audit put in place by the company will allow the results to be taken into account in order to draw up, at a given moment, a report of compliance
with the reference system used by it.

Management control, most often based on the budget technique, makes it possible to control the management of a company by facilitating
decision-making. It makes it possible to verify the economic viability of the project by relying on a financial study which makes it possible to
compare the needs and the financial resources of the company. It can be based on budgets, general accounting or cost accounting of the company.

b) The impact of the change on the organization

The change represents, in the short term, a cost for the company as soon as it bears the expenses of staff training, restructuring, acquisitions of
equipment and materials. But the company must consider it, not as a burden but as an investment since it is intended, in the medium term, to
increase its performance. Thus, the return on investment is the financial ratio that will determine the return on invested capital. It then becomes a
tool for monitoring results and should support the company in the merits of the change made. The development of a questionnaire intended to
collect information on employees' feelings about change allows management to identify the sources of satisfaction on a daily basis or, on the
contrary, the sources of dissatisfaction, of malfunction or non-quality. As soon as the change is perceived as beneficial by employees, their buy-in
and involvement will have positive repercussions on the economic and social performance of the organization. We can cite the example of IBM,
present in the IT sector for several years and which has achieved a major organizational change, that of the introduction of tices in the company
from the 90s. , L. Gerstner, charismatic and visionary leader called upon to turn around the struggling company, adopted the following approach
intended to make IBM an e-company in line with the general strategy of carrying out e-business: interweaving and complementarity of
technologies and strategy and removal of a certain number of elements present in the previous organization (reduction of staff, restructuring,

▲
modification of processes, etc.) which thus did not constitute obstacles to the implementation implementation of the new strategy. In terms of
human resources management, those opposed to the use of tices highlighted the fact that the systematic use of tools for all communication (email
or videoconference) led to the feeling of being more of “robots”. as collaborators. They deplored a lack of a “real” relationship in favor of a
“virtual” relationship and felt a sense of invasion due to the fact that the technical possibility of working anywhere and at any time changed the
boundary between private and professional life. IBM management has solved these problems by adopting an effective change management policy:
disseminating information and communicating in order to change mentalities, disseminate the manager's vision by explaining the merits of this
new strategy, relaying information by members of the change with the objective of convincing those resistant to change ... To do this, IBM has
favored the intranet but also provided training and provided explanations on the evolution of professions. Gradually, the new strategy was
imposed on all and won the support of all. Today, IBM continues its ascent in the field of IT and, although operating in a competitive environment,
it is among the first companies in its sector of activity even occupying the first place in the offer of some services such as application management
services or even business process outsourcing services.

(/La-gestion-du-changement-dans-
lentreprise#outil_sommaire)Conclusion
In conclusion and in response to the issue raised in the introduction: " Why is change imposed on the company and how can it manage it
effectively?" », We can say that the restructuring of a company involves organizational changes that it is up to it to
manage as well as possible because, on their success, its future depends. The implementation of change management within the company aims to
increase its flexibility, flexibility and responsiveness in order to cope as best as possible with fluctuations in its environment. To carry out the
change, the person in charge of the change management must master basic principles such as the mastery of the change management process
which involves the perception of what an organization is and the reasons that oblige it to evolve. , knowledge of the main factors that can bring
about a change, the typology of the causes of resistance to change, the different degrees and levers of change, the factors facilitating the success
of the change as well as the evaluation tools and indicators to use. And if, for Mr. Thévenet, change must be an integral part of the corporate
culture, for all that, according to the commitment theory of RV Joule and JL Beauvois, it does not appear necessary to seek prior adherence to the
change through a communication strategy since " It is by getting employees to carry out engaging actions that we will be able to
implement the desired change ”! As for J. Fellows, American industrialist, President of IBM from 1985 to 1993, he expressed himself in the
following way: “ Never reorganize except for a good reason. But if it's been a while since you've done it, that's a
good reason ”!

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lentreprise#outil_sommaire)Bibliography:

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