Mudança Organizacional
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This document discusses change management and organizational change. It begins by defining change management as an approach to transitioning individuals, teams, and organizations to a desired future state. It then asks questions about recognizing complexity and variability in organizations and change as an evolutionary process. The rest of the document discusses change management concepts like creating a sense of urgency, establishing a vision, communicating the vision, empowering actions, and celebrating short-term wins.
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1) Organizations must manage change to adapt to rapid technological and social changes and maintain competitive advantage.
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20 Management ServicesSummer 2012 Change ManagementEffecti.docx
20 Management ServicesSummer 2012 Change Management
Effective Change Management:
The Simple Truth
I
n a previous life I remember
walking into my new boss's
office for my induction talk
- it was my first day of my first
people management job and
I was full of excitement and
anticipation. Then he sat me
down and said: "Your job is
to get the unwilling to do the
impossible for the ungrateful."
I nearly turned around
and walked back out the
door! If we put our hands
on our hearts how many of
us would admit that change
management sometimes
feels like this? A recent
change management study
by Towers Watson surveyed
over 600 organisations that
have recently gone through
significant change and
unearthed the practices that
are at the heart of effective
change management. They are
simple truths and can make
the difference between success
and failure in many cases, but
evidence suggests that they
are often forgotten when in
the midst of a challenging
change project.
It is a fact that change is
a constant reality for any
organisation looking to
survive and thrive in these
turbulent and uncertain
times. When you boil it
up, change is about doing
things differently or doing
different things. Whether
you have to change, help
others change or define what
the change is, we all have a
vested interest in getting it
right. Our recently published
research shines a light on
what those organisations
that are effective at change
management have in common
when it comes to managing
change. So bearing this in
mind, the first issue to put to
bed is what do we mean here
when we say 'effective change
management'? In a nutshell,
if change programmes
achieve their stated goals on
time and within budget and
deliver sustainable benefit
then that would fit most
people's definition. We used
this definition to classify
organisations that are really
good at change management
and then looked at what they
did well in comparison with
their peers.
Significantly and perhaps
not surprisingly, we also
found that those businesses
that plan and execute change
well are also the ones that
are outperforming their
peers when it comes to
bottom line performance.
Companies highly effective
at both communication and
other change management
activities are 2.5 times as likely
to outperform their peers that
are not highly effective in
either area.
So considering the
prevalence of change -
and the effect of change
management on bottom-line
performance - there are plenty
of reasons to take a hard look
at how those organisations
are approaching change
management and to learn the
lessons.
From our research we
found that the following
are self-evidently true
Effective change management
is a little bit art and a little
bit science. The best change
practitioners balance rational,
data driven approaches with
a deep understanding of
emotional drivers. It's about
understanding the unique
needs of the business and its
people and then applying
insight and the right tools
to deliver the change. It is.
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Organizational Change Management PaperContentsYour paper.docx
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Contents
Your paper MUST follow this outline:
Identify and describe a failed organizational change
Identify and describe one organizational change theory
Apply the theory above to the failed change above
In General
Strict APA formatting
Minimum three professional sources
Full use of in-text citations
8-10 pages on content
Title page
Running head
Table of Contents
Reference page
Due Date
Due by the 7th class meeting at class time
Late papers will suffer a 10% grade reduction
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By Michael W. Durant, CCE, CPA
The increased pace of change that many of us have encountered over the past ten years
has been dramatic. During the late 1980s, many of us were grappling with issues that we
had never encountered. The accelerated use of leverage as a means of increasing
shareholder wealth left the balance sheet of some of America’s finest organizations in
disarray. Many of our largest customers, that for years represented minimal risk and
required a minimum amount of time to manage, consumed most of our energy. By the end
of 1993, many of these organizations had either resolved their financial troubles in
bankruptcy court or no longer existed.
Just as we began to think the external environment would settle down and our
professional lives would return to a normal pace, many of our organizations initiated
efforts to improve operating efficiency to become more competitive in the world
marketplace.
Competition has heated up across the board. To succeed, the organization of the future
must serve customers better, create new advantages and survive in bitterly contested
markets. To stay competitive, companies must do away with work and processes that
don’t add value.
This hypercompetition has invalidated the basic assumptions of sustainable markets.
There are few companies that have escaped this shift in competitiveness. Entry barriers,
which once exerted a stabilizing force on competition, have fallen in the face of the rapid
changes of the information age. These forces have challenged our capacity to cope with
organizational life.
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Things are not going to settle down. Many things we used to take for granted are
probably gone forever. We cannot predict with any certainty what tomorrow will be like,
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This document provides an overview of change management and how it can enhance project success. It defines change management and distinguishes it from related concepts like project management. It discusses how change is personal and the importance of leadership, engagement, communication and feedback to successfully manage change. Change management principles like establishing a shared purpose and building commitment are reviewed in the context of projects and how change management can help ensure projects meet their objectives.
Organizational Change
Organizational change management aims to successfully implement significant changes through understanding, preparation, execution and taking full advantage of the changes. Lewin's force field analysis model states that change occurs through a three step process of unfreezing old ways of thinking, changing to new ways of thinking and behaviors, and refreezing the changes into place. The document also discusses various strategies for minimizing resistance to change such as communication, learning, employee involvement, stress management, and negotiation.
managing change
Managing change is about transitioning from the old way of doing things to the new way. It involves recognizing the context and factors driving change, creating a clear vision and communicating it effectively, addressing resistance to change, and anchoring changes in the organizational culture. Key steps include forming a coalition to lead change, removing obstacles, creating short-term wins to build momentum, and focusing on continual improvement. Guiding principles are to have a plan but remain adaptable, involve stakeholders, set objectives to celebrate successes, and gain commitment. Successfully implementing change requires strong communication, training, and leadership support to guide the transition.
Are you managing change or vice versa short
This document discusses several models and theories for managing organizational change:
- Kurt Lewin's three-stage model of change involving "unfreezing", "changing", and "refreezing" stages.
- John Kotter's eight-step model for leading change, including creating urgency, forming a coalition, communicating vision, removing obstacles, creating short-term wins, and anchoring changes in corporate culture.
- The McKinsey 7S model which examines seven internal elements of an organization: strategy, structure, systems, shared values, style, staff, and skills.
- Additional concepts discussed include the Attitude Bell Curve, barriers to change, and analyzing internal and external drivers requiring organizations to
Change Management Presentation Helsinki
This is the presentation of Vesa Purokuru and Holger Nauheimer from their workshop in Helsinki, January 8-9, 2009
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This slide set is part of the "Leading Successful Change" seminar, which is based on the award-winning story of "Our Iceberg is Melting" that illustrates how eight steps produce needed change under any conditions.
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- The document discusses 10 insights on organizational change based on over 120 combined years of experience studying and applying change.
- It notes that the pace of change is increasing exponentially due to factors like technology and globalization. Change happens constantly in both personal and professional lives.
- While most change efforts fail, some organizations are able to successfully transform themselves. The document examines why some people and organizations can change while others cannot.
- Effective HR professionals help organizations build the capacity for change by improving individual and organizational abilities to respond to and embrace change.
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The document discusses creating a culture of transformational change in organizations. It notes that many organizations feel pressure to make financial savings but recognize that true transformational change is needed. However, discussions often focus on change processes rather than implementation. The psychology section explains that people resist changing behaviors and culture is reinforced through leadership behaviors. Therefore, successful transformation requires a change in leadership behavior. The transformation strategy outlines appointing leaders who demonstrate the right behaviors, helping them restructure based on cultural fit, and reinforcing behaviors through performance and talent management.
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Change management involves structuring the transition of individuals, teams, and organizations from their current state to a desired future state. There are various types of changes an organization may undergo, including missionary, strategic, operational, technological, and changes to personnel attitudes and behaviors. Operational changes specifically can occur in areas like manufacturing, production units, and processes, and may include structural changes. Effective change management is important for organizations to adapt to shifting circumstances and ensure ongoing success.
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Managing change in organizations is challenging as it requires employees to adapt to new processes and environments. Resistance to change stems from employees developing set routines and relationships within the workplace. Effective change management aims to restore equilibrium when change causes unbalance. It also considers employees' attitudes and feelings toward change, as responses are conditioned by these human factors rather than direct adjustments. Finally, change management strategies typically involve three stages - moving to introduce change, unfreezing existing behaviors, and refreezing to stabilize the new processes.
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For an Agile transformation to succeed, an organization not only needs to adopt Agile methods on a widespread scale, it is also essential to develop an agile culture. Overarching both these needs is the need for agile leadership. In this talk you’ll learn a fresh new approach to agile leadership that’s based on years of in-depth research and work with leaders.
This approach, called “leadership agility,” says that, yes, agile leaders need to adopt an agile mindset, but there’s a lot more that’s needed. The Leadership Agility approach identifies three predictable levels that leaders can move through in increasing their agility. These levels are based on well-established stages of adult development. These stages are not age-based but instead represent increasing levels of cognitive complexity and emotional intelligence.
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• Tools and methods for developing agile leaders with brief case examples
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As lead researcher and author for the award-winning book, Leadership Agility, Bill has become one of the world’s foremost thought-leaders on understanding and developing agile leadership. Bill has decades of experience completing successful consulting and coaching projects with companies based in the US, Canada, and Europe. He is founder and CEO of ChangeWise, a firm that partners with senior leaders to transform leadership culture. ChangeWise also provides training for coaches – Agile and otherwise – in the Leadership Agility 360, the Leadership Agility Accelerator, and in Leadership Agility Coaching.
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This document provides strategies for changing careers, including maximizing transferable skills. It discusses experiencing boredom, job loss, or other triggers that prompt career changes. A paradigm shift is described as changing one's way of thinking to enable change. The concept of change management is introduced as a structured process to transition from one state to another. A three-phase process is outlined to establish a plan, make a decision to change, and determine success criteria. Transferable skills that can apply to different careers are discussed, along with identifying passions and potential employers to network with to achieve a career change.
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The document discusses change management training provided by a UK consultant. It covers several key points:
1) Organizations must manage change to adapt to rapid technological and social changes and maintain competitive advantage.
2) There are typically two approaches to change - incremental or fundamental transformation.
3) People often resist change due to fears around loss of control, unclear roles, and challenges to their credibility and beliefs.
4) Successful change involves creating a shared understanding of needs and goals, a common vision for the future, and building capacity for ongoing change through communication, training, and support structures.
20 Management ServicesSummer 2012 Change ManagementEffecti.docx
20 Management ServicesSummer 2012 Change Management
Effective Change Management:
The Simple Truth
I
n a previous life I remember
walking into my new boss's
office for my induction talk
- it was my first day of my first
people management job and
I was full of excitement and
anticipation. Then he sat me
down and said: "Your job is
to get the unwilling to do the
impossible for the ungrateful."
I nearly turned around
and walked back out the
door! If we put our hands
on our hearts how many of
us would admit that change
management sometimes
feels like this? A recent
change management study
by Towers Watson surveyed
over 600 organisations that
have recently gone through
significant change and
unearthed the practices that
are at the heart of effective
change management. They are
simple truths and can make
the difference between success
and failure in many cases, but
evidence suggests that they
are often forgotten when in
the midst of a challenging
change project.
It is a fact that change is
a constant reality for any
organisation looking to
survive and thrive in these
turbulent and uncertain
times. When you boil it
up, change is about doing
things differently or doing
different things. Whether
you have to change, help
others change or define what
the change is, we all have a
vested interest in getting it
right. Our recently published
research shines a light on
what those organisations
that are effective at change
management have in common
when it comes to managing
change. So bearing this in
mind, the first issue to put to
bed is what do we mean here
when we say 'effective change
management'? In a nutshell,
if change programmes
achieve their stated goals on
time and within budget and
deliver sustainable benefit
then that would fit most
people's definition. We used
this definition to classify
organisations that are really
good at change management
and then looked at what they
did well in comparison with
their peers.
Significantly and perhaps
not surprisingly, we also
found that those businesses
that plan and execute change
well are also the ones that
are outperforming their
peers when it comes to
bottom line performance.
Companies highly effective
at both communication and
other change management
activities are 2.5 times as likely
to outperform their peers that
are not highly effective in
either area.
So considering the
prevalence of change -
and the effect of change
management on bottom-line
performance - there are plenty
of reasons to take a hard look
at how those organisations
are approaching change
management and to learn the
lessons.
From our research we
found that the following
are self-evidently true
Effective change management
is a little bit art and a little
bit science. The best change
practitioners balance rational,
data driven approaches with
a deep understanding of
emotional drivers. It's about
understanding the unique
needs of the business and its
people and then applying
insight and the right tools
to deliver the change. It is.
Leading change
This document discusses change management and leadership. It defines change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It also discusses various change models, including Kotter's 8-step change model, and identifies common obstacles to and factors affecting change, such as resistance, communication, and organizational culture. The key difference identified between change management and leadership is that the former focuses on controlling change through incremental steps while the latter takes a more collaborative approach through inspiring vision.
Organizational Change Management PaperContentsYour paper.docx
Organizational Change Management Paper
Contents
Your paper MUST follow this outline:
Identify and describe a failed organizational change
Identify and describe one organizational change theory
Apply the theory above to the failed change above
In General
Strict APA formatting
Minimum three professional sources
Full use of in-text citations
8-10 pages on content
Title page
Running head
Table of Contents
Reference page
Due Date
Due by the 7th class meeting at class time
Late papers will suffer a 10% grade reduction
Managing Organizational Change
By Michael W. Durant, CCE, CPA
The increased pace of change that many of us have encountered over the past ten years
has been dramatic. During the late 1980s, many of us were grappling with issues that we
had never encountered. The accelerated use of leverage as a means of increasing
shareholder wealth left the balance sheet of some of America’s finest organizations in
disarray. Many of our largest customers, that for years represented minimal risk and
required a minimum amount of time to manage, consumed most of our energy. By the end
of 1993, many of these organizations had either resolved their financial troubles in
bankruptcy court or no longer existed.
Just as we began to think the external environment would settle down and our
professional lives would return to a normal pace, many of our organizations initiated
efforts to improve operating efficiency to become more competitive in the world
marketplace.
Competition has heated up across the board. To succeed, the organization of the future
must serve customers better, create new advantages and survive in bitterly contested
markets. To stay competitive, companies must do away with work and processes that
don’t add value.
This hypercompetition has invalidated the basic assumptions of sustainable markets.
There are few companies that have escaped this shift in competitiveness. Entry barriers,
which once exerted a stabilizing force on competition, have fallen in the face of the rapid
changes of the information age. These forces have challenged our capacity to cope with
organizational life.
Permanent White Water
Things are not going to settle down. Many things we used to take for granted are
probably gone forever. We cannot predict with any certainty what tomorrow will be like,
except to say that it will be different than today.
Peter Vaill has captured the essence of the problem of a continuously changing context in
a compelling image - “permanent white water.” In the past, many of us believed that by
using the means that were under our control we could pretty much accomplish anything
we set out to do. Sure, from time to time there would be temporary disruptions. But the
disruptions were only temporary, and things always settled back down. The mental image
generated by these thoughts is that of a canoe trip on a calm, still lake.
However, Vaill explains, in today’s environment, we never get out of the rapids. As soon
as we digest one .
Change
This document discusses change management. It defines change and identifies forces for change, including the internal and external business environments and management functions. It describes two types of change: incremental/transactional change and radical/transformational change. It also identifies sources of resistance to change, such as facts, beliefs, values, self-interest, consideration of others, and threats to an individual's work environment. Managing change effectively requires understanding and addressing sources of resistance.
Organizational change tensions
This document discusses various paradoxes that arise during organizational change efforts. It presents 12 pairs of tensions or contradictions that change leaders must navigate, such as visible vs invisible changes, planned vs emergent changes, and certainty vs uncertainty. For each tension, it provides a brief explanation of how both sides are important to consider during change. The overall message is that productive change requires addressing contradictory demands and imagining how they can be united creatively rather than seeing them as oppositional forces. Change involves balancing many paradoxes to achieve unusual insights and initiatives.
Unrelenting Change and What to Do About It
In today's do-it-now world, change is unrelenting. So, what steps do leaders need to take to make sure their people are ready, willing, and able to meet that change and thrive?
How does change management enhance project success? webinar
This document provides an overview of change management and how it can enhance project success. It defines change management and distinguishes it from related concepts like project management. It discusses how change is personal and the importance of leadership, engagement, communication and feedback to successfully manage change. Change management principles like establishing a shared purpose and building commitment are reviewed in the context of projects and how change management can help ensure projects meet their objectives.
Organizational Change
Organizational change management aims to successfully implement significant changes through understanding, preparation, execution and taking full advantage of the changes. Lewin's force field analysis model states that change occurs through a three step process of unfreezing old ways of thinking, changing to new ways of thinking and behaviors, and refreezing the changes into place. The document also discusses various strategies for minimizing resistance to change such as communication, learning, employee involvement, stress management, and negotiation.
managing change
Managing change is about transitioning from the old way of doing things to the new way. It involves recognizing the context and factors driving change, creating a clear vision and communicating it effectively, addressing resistance to change, and anchoring changes in the organizational culture. Key steps include forming a coalition to lead change, removing obstacles, creating short-term wins to build momentum, and focusing on continual improvement. Guiding principles are to have a plan but remain adaptable, involve stakeholders, set objectives to celebrate successes, and gain commitment. Successfully implementing change requires strong communication, training, and leadership support to guide the transition.
Are you managing change or vice versa short
This document discusses several models and theories for managing organizational change:
- Kurt Lewin's three-stage model of change involving "unfreezing", "changing", and "refreezing" stages.
- John Kotter's eight-step model for leading change, including creating urgency, forming a coalition, communicating vision, removing obstacles, creating short-term wins, and anchoring changes in corporate culture.
- The McKinsey 7S model which examines seven internal elements of an organization: strategy, structure, systems, shared values, style, staff, and skills.
- Additional concepts discussed include the Attitude Bell Curve, barriers to change, and analyzing internal and external drivers requiring organizations to
Change Management Presentation Helsinki
This is the presentation of Vesa Purokuru and Holger Nauheimer from their workshop in Helsinki, January 8-9, 2009
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Mudança Organizacional
- 2. Change Management? l O que é fishbowl?
- 3. Change Management? l O que é fishbowl?
- 4. Change Management? l O que é fishbowl?
- 8. Change Management? Wikipedia: Change management is an approach to transitioning individuals, teams, and organizations to a desired future state. In some project management contexts, change management refers to a project management process wherein changes to a project are formally introduced and approved.
- 9. Change Management? l O que seria esse “desired state”?
- 10. Change Management l Reconhecer-se como sistema complexo, reconhecer a variabilidade e reconhecer que a mudança é um processo evolutivo e contínuo
- 12. Change management? l Quem é o culpado?
- 16. Change Management? Você mexe em time que está ganhando?
- 17. Change Management? Mudança evolucionária na organização
- 22. Change Management! Create a sense of urgency
- 23. Change Management? Create a sense of urgency
- 24. Change Management! Create a sense of urgency
- 28. Change Management! Create a guiding coalition
- 29. Change Management! Estabilish a structured vision
- 30. Change Management! Comunicate the vision