Change management can be present in different forms and consist of numerous change environments. The most general usage to this term belongs to organizational change management, which is the method of developing an intended approach to changes in the company. Naturally the purpose is to make the most of the collective benefits for everyone occupied with the change process and reduce the risk of collapse of realizing the concrete change. The control over the change management deals first and foremost with its human aspect, and thus is connected with the industrial and pure psychology.
A lot of technical disciplines (for instance Information technology) have expanded analogous approaches to officially control of the procedure of making changes to surroundings.
Change management can be both 'reactive' and proactive. In the first case change management takes place in the macroenvironment (i.e. the basis of the alteration is external) and in the second case management starts the transformation for the achievement of a desired aim (i.e. the source is internal). Change management is almost always carried out on an uninterrupted basis, on a ordinary plan, or when deemed obligatory on a basis of program-by-program.
Change management can be applied to various organizational processes and approached from a numerous angles. CM most widespread uses are in strategic management, process management and information technology management. In order to be successful, change management should apply to various disciplines, to touch numerous aspects of the organization. Though, at its nucleus, applying new technologies, procedures, and overcoming the refuses of any alterations are primarily the matter of human resource management.

Attitudes towards alteration result from a complex interaction of cognitive processes and emotions. Because of this complexity everyone the reactions are rather different. On the constructive side, change is presented as rejuvenation, progress, growth, innovation and akin to opportunity. But just as reasonably, alteration can also be regarded as upheaval, unpredictability, akin to instability, disorientation and threat. Whether recruits identify change with anxiety, demoralization and fear, or with confidence and excitement depend to some extent on the personal's psychological makeup and to some extent on management's actions, and also on the particular nature of the change.

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