[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-241718-105":53,"doc-detail-241718-en":126},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":119,"head_meta":121,"extra_data":123,"updated_unix":125},105,"en","organisational-change-procedure-guidelines-for-managers","Organisational Change Procedure - Guidelines for Managers","","Organisational Change Procedure provides guidance for managers leading organisational change within Higher Education under ongoing external change and financial pressures. It defines effective change management goals: sustainability, realisation of benefits, and fair respectful treatment of affected people. The procedure clarifies leaders’ accountability, the value of partnership with recognised trade unions, and early engagement with HR to support consultation, engagement, and implementation across all phases and change levels.",{"@graph":63,"@context":118},[64,80,101],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":11,"@type":70,"position":76},"https://docshare.wps.com/template/presentations/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/organisational-change-procedure-guidelines-for-managers/241718/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/organisational-change-procedure-guidelines-for-managers/241718.png","ImageObject",442,249,{"name":88,"@type":89},"Cipher","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-10-11","2026-09-12",true,{"@type":98,"interactionType":99,"userInteractionCount":73},"InteractionCounter",{"@type":100},"ViewAction",{"@type":102,"mainEntity":103},"FAQPage",[104,110,114],{"name":105,"@type":106,"acceptedAnswer":107},"What are the key goals of managing organisational change effectively?","Question",{"text":108,"@type":109},"The procedure emphasises that change should be sustainable, benefits should be realised, and people affected by change must be treated fairly and respectfully.","Answer",{"name":111,"@type":106,"acceptedAnswer":112},"How should managers involve trade unions during a change process?",{"text":113,"@type":109},"Managers should engage early with recognised trade unions with support from the HR Business Partner. Consultation and engagement with stakeholders support joint problem solving and smoother implementation and transition.",{"name":115,"@type":106,"acceptedAnswer":116},"What steps does the procedure recommend for delivering effective organisational change?",{"text":117,"@type":109},"It outlines a phased approach including planning and proposal development, initial and final business case approvals, establishing a project team, mitigation planning, consultation and engagement, implementation, and embedding the change through ongoing support such as training and one-to-one discussions.","https://schema.org",{"og:url":78,"og:type":120,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":122,"canonical":78},"index,follow",{"doc_id":124,"site_id":56},241718,1791716762,{"code":4,"msg":5,"data":127},{"doc_id":124,"user_id":128,"nickname":88,"user_avatar":129,"doc_module":9,"category_id":8,"category_name":11,"doc_title":59,"doc_description":61,"doc_content":130,"file_id":131,"file_url":132,"file_type":133,"file_size":134,"view_count":135,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":136,"language":137,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":138,"faqs":139,"seo_title":140,"seo_description":61,"update_tm":141,"read_time":142},687208528416,"https://ap-avatar.wpscdn.com/davatar_9964176cb1d06d4a9deccf72a44ae3dc","Organisational Change Procedure  \nGuidelines for Managers  \nContents  \nINTRODUCTION ......................................................................................................3  \nROLES & RESPONSIBILITIES ................................................................................5  \nDELIVERING EFFECTIVE ORGANISATIONAL CHANGE ......................................7  \nEmotional Responses to Change ..........................................................................8  \nSteps 1-4:Planning & Proposals ready for consultation .................................... 11  \nStep 5 – Consultation & Engagement.................................................................. 15  \nStep 6 – Implementation ....................................................................................... 18  \nStep 7 – Embedding Change................................................................................23  \nTOOLS TO SUPPORT CHANGE ...........................................................................24  \nADDITIONAL SUPPORT/GUIDANCE ....................................................................24  \nINTRODUCTION  \nChange is defined by the Oxford English Dictionary as:  \n‘An act or process through which something becomes different’  \nHigher Education operates within an ever changing environment and with the continued financial pressures we face across the sector, it is likely that we will have to continually change to ensure that we maintain and improve our position.  \nChange needs to be managed effectively to ensure that:  \n• It is sustainable  \n• The benefits are realised  \n• People affected by change are treated fairly and respectfully  \nAs a leader at UWS you have a critical role to play throughout all phases of the change project and you must ensure that you fully understand the change and how to implement it successfully within your area of responsibility. You are also accountable for ensuing that you lead and manage your team effectively through change.  \nThese guidelines are designed to support managers to implement change effectively. It is our aim that regardless of the scale of the  \nexperience and they feel that throughout the process there is open and transparent communication with them.  \nUWS believes in the benefits of working together with our recognized trade unions particularly when there is a need to achieve change in our organisation. This relationship is developing on the basis of mutual trust and respect and in accordance with our principles for partnership working. Our trade unions will play a key role in delivering effective organisational change and will be an integral part of the review teams where their contribution will be welcomed.  \nYou should, with support from your HR Business Partner, engage early on in any change process with the trade unions. Consultation and engagement with our stakeholders is key, it can lead to joint problem solving and easier implementation and transition to change.  \nThere are varying degrees of change,  \nchange that people have a positive  \nincluding:  \nTweeking  \nadjusting systems and processes-a little bit at a time  \nTransitional  \nRe-organisations/ restructuring  \nNew vision/values completely different  \nTransformational  \nRegardless of the level of change, you should work systematically through the key phases of managing effective change, recognising that the detail will vary depending on the scale of the change:  \n\n| Phase |  | General description |\n| --- | --- | --- |\n| Step 1 | Planning and developing proposals | • Determining the need for change, normally triggered by changes to external or internal environment\u003Cbr>• Develop robust proposals focussing on the desired outcome\u003Cbr>• Informal consultation with stakeholders, including trade union representatives, line managers, Finance |\n| Step 2 | Approval of Initial Business Case | • The initial business case for change must be submitted to the Vice Chancellor’s Executive Group for Approval\u003Cbr>• Depending on","cbCairjy1WUQoyWg","https://ap.wps.com/l/cbCairjy1WUQoyWg","pdf",365509,9,24,"English","# Introduction\n## Purpose and principles\n## Partnership with trade unions\n## Degrees of change\n# Roles & responsibilities\n# Delivering effective organisational change\n## Emotional responses to change\n## Steps 1-4: Planning & proposals\n## Step 5: Consultation & engagement\n## Step 6: Approval of final business case\n## Step 7: Implementation\n## Step 8: Embedding the change\n# Tools to support change\n# Additional support/guidance","[{\"question\":\"What are the key goals of managing organisational change effectively?\",\"answer\":\"The procedure emphasises that change should be sustainable, benefits should be realised, and people affected by change must be treated fairly and respectfully.\"},{\"question\":\"How should managers involve trade unions during a change process?\",\"answer\":\"Managers should engage early with recognised trade unions with support from the HR Business Partner. Consultation and engagement with stakeholders support joint problem solving and smoother implementation and transition.\"},{\"question\":\"What steps does the procedure recommend for delivering effective organisational change?\",\"answer\":\"It outlines a phased approach including planning and proposal development, initial and final business case approvals, establishing a project team, mitigation planning, consultation and engagement, implementation, and embedding the change through ongoing support such as training and one-to-one discussions.\"}]","Organisational Change Procedure - Guidelines for Managers | PDF",1789179581,8]