The document discusses various models and approaches for effective change management in organizations. It describes Total Quality Management (TQM), the 5-P model of change, the seven levels of change management, Critical Success Factors (CSFs), and the importance of Research and Development (R&D) practices. The 5-P model involves identifying the purpose, priorities, people, process, and proof for change. The seven levels of change management range from effectiveness to doing impossible things. CSFs are metrics to measure success. R&D practices help diagnose problems and develop solutions. Effective change management requires selecting the right approach and gaining employee buy-in for changes.
The document discusses organizational change management. It defines OCM as managing changes to an organization's culture, policies, processes and employee roles in response to business needs and technology changes. Effective OCM requires assessing needs, clear communication, coaching employees through change, and training. John Kotter's influential 8-step model for successful change management is described, including establishing urgency, building teams, communicating vision, empowering employees and creating short-term wins. The roles and responsibilities of change managers are also outlined.
The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.
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.
Change management is a collective term for all approaches to preparing and supporting individuals, teams and organizations in making organizational change
[HR601] 004. Introduction to Change ManagementAriantoMuditomo
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
Leadership, Business Process Improvement, & Process Mapping!Ben Wann
Learn the leadership, communication, and process mapping skills to accelarate your career.
When was the last time that someone wanted to pay you more for doing the same thing? Never.
The problem with being someone who maintains the status quo is that you aren't delivering value to your organization. If you want to earn more and grow faster, you need to find ways to identify problems and then lead teams to implement solutions.
This course will transform your role and teach you how to identify opportunities, understand them fully, work together with your team to create solutions, and then implement them.
This course will teach you how to deliver value to your organization so that your company will be thrilled to pay you even more.
Business Process Improvement (BPI) is a critical skill that is always in demand.
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
The document discusses three levels of change management: individual, organizational/initiative, and enterprise. It provides details on each level and how they are related. For individual change management, it discusses understanding how people experience change and supporting successful transitions. For organizational change management, it involves identifying impacted groups and creating plans to ensure successful changes. Enterprise change management embeds processes across an organization to adapt quickly to changes. The document also discusses principles of change management including addressing the human side, starting change at the top levels, involving every layer, and assessing cultural landscapes. It notes challenges for global change management teams with cultural differences. Finally, it summarizes Lewin's change management model of unfreezing, changing, and refreezing processes
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
The document discusses organizational change management. It defines OCM as managing changes to an organization's culture, policies, processes and employee roles in response to business needs and technology changes. Effective OCM requires assessing needs, clear communication, coaching employees through change, and training. John Kotter's influential 8-step model for successful change management is described, including establishing urgency, building teams, communicating vision, empowering employees and creating short-term wins. The roles and responsibilities of change managers are also outlined.
The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.
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.
Change management is a collective term for all approaches to preparing and supporting individuals, teams and organizations in making organizational change
[HR601] 004. Introduction to Change ManagementAriantoMuditomo
Copyright Notice:
This presentation is prepared by Author for Perbanas Institute as a part of Author Lecture Series. It is to be used for educational and non-commercial purposes only and is not to be changed, altered, or used for any commercial endeavor without the express written permission from Author and/or Perbanas Institute. Appropriate legal action may be taken against any person, organization, or entity attempting to misrepresent, charge, or profit from the educational materials contained here.
Authors are allowed to use their own articles without seeking permission from any person, organization, or entity.
Leadership, Business Process Improvement, & Process Mapping!Ben Wann
Learn the leadership, communication, and process mapping skills to accelarate your career.
When was the last time that someone wanted to pay you more for doing the same thing? Never.
The problem with being someone who maintains the status quo is that you aren't delivering value to your organization. If you want to earn more and grow faster, you need to find ways to identify problems and then lead teams to implement solutions.
This course will transform your role and teach you how to identify opportunities, understand them fully, work together with your team to create solutions, and then implement them.
This course will teach you how to deliver value to your organization so that your company will be thrilled to pay you even more.
Business Process Improvement (BPI) is a critical skill that is always in demand.
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
The document discusses three levels of change management: individual, organizational/initiative, and enterprise. It provides details on each level and how they are related. For individual change management, it discusses understanding how people experience change and supporting successful transitions. For organizational change management, it involves identifying impacted groups and creating plans to ensure successful changes. Enterprise change management embeds processes across an organization to adapt quickly to changes. The document also discusses principles of change management including addressing the human side, starting change at the top levels, involving every layer, and assessing cultural landscapes. It notes challenges for global change management teams with cultural differences. Finally, it summarizes Lewin's change management model of unfreezing, changing, and refreezing processes
If you need a great program for change management in your organization. Here it is. I would be happy to offer this program to you free of charge and to actually conduct a one hour overview with your organization FREE, if you are in the Phoenix Area. Otherwise, enjoy and use this slide show.
Change Management:
definition, process steps and tools applied.
What is Change Management?
How is it applied? Which tools are involved?
Find out with us.
This document discusses why change management is important for organizations. It notes that having a structured approach to managing change allows an organization to adapt to a volatile environment, lead change rather than fall behind, and realize benefits like return on investment, quality outcomes, and efficient use of resources. The document also outlines some costs of implementing change management, such as investing in training and reducing business-as-usual work. It provides quotes emphasizing the need for organizations to embrace change and have policies in place to initiate, introduce, and balance change with continuity.
This document discusses change management. It defines change management as guiding how individuals adopt changes to drive organizational success. It explains that change management is important to thrive in changing environments, close gaps between requirements and results, increase project success rates, reduce uncertainty in changes, and treat employees well during changes. The document outlines three levels of change management and describes processes for individual, organizational, and enterprise-wide change management. It provides details on preparing for, managing, and reinforcing changes and includes an example change management plan outline.
This document discusses strategies for managing resistance to change and successfully implementing change within an organization. It provides tips for developing a clear vision, educating employees, involving employees in planning and decision making, setting goals, identifying change leaders, making gradual incremental changes, assessing skills and preparing employees for future changes, standardizing changes, and creating a sense of urgency around the need for change. The overall message is that change can be successfully managed by having a vision, educating people, involving people in the process, setting clear goals and expectations, and making the transition gradual.
Organization change involves moving from the present state to a desired future state to increase efficiency. It is a process, not an event, and is necessary for companies to avoid becoming immobilized. There are various forces that can drive organizational change, both internal forces like changes in employee expectations or a crisis, and external forces like globalization, technology changes, or increased competition. Different models and approaches can be used to manage organizational change, such as total quality management (TQM) which takes a continuous improvement approach, or business process reengineering which aims for dramatic improvements through radical redesign. Key steps in the change process include recognizing the need for change, diagnosing problems, planning and implementing the change, and following up on the change.
Royal Mail, Nokia, and Starbucks all faced challenges that required strategic changes. Royal Mail struggled with profitability and modernization. Nokia's market share declined with the rise of smartphones. Starbucks saw its share price drop, so it brought back its founder to refocus on quality. Successful change management requires analyzing the situation, building a vision, planning implementation while overcoming resistance through communication and involvement. Leadership is key to driving strategic change and navigating an organization to a successful turnaround when needed.
Change is an integral part of life. Progress is impossible without change and those who can't change their minds cannot change anything. Change is to survive. Change is to keep yourself updated. So, CHANGE or PERISH.
Change management training course gives the learning and abilities you have to deal with change in your association, and additionally the ideas, methods of insight, and apparatuses related with change management.
Amid this hands-on training, you will increase sufficient information to stay aware of this ceaselessly changing business world, and to know how to see opportunity in such change, seize it, and gain by it. As you definitely know, a standout amongst the most essential abilities of a pioneer is to know how to oversee and convey change.
Change management training course will encourage you how to oversee change as well as roll out the improvement when is required, and adequately discuss it with the partners.
Audience
2-day course designed for:
Senior leaders and executives
Strategic leaders
Vice presidents
Directors and administrative
Division managers
Team leaders
Mid-level, senior managers
Supervisors
Business owners
Training Objectives
Implement and execute change processes
Apply necessary techniques and tools to provide an effective plan for change
Describe the role of a change facilitator
Assist their customers to analyze, plan, and employ a change interference
Generate support, possession, and engagement in change efforts
Evaluate the outcomes of change
Analyze and assess the potential prospects for change and novelty in service, supply chain, product, communication or corporate policies
Implement the plans for change and develop the required metrics to evaluate the success or failure of such plans
Recognize the difficulties against change in their organization and come up with effective guidelines to control those obstacles
Develop a theoretical framework for understanding corporations and the markets that they are part of
Comprehend tactical agility and the importance of having it in place for today’s organizations
Recognize the skills necessary to guide agility
Demonstrate leadership confidence
Create and construct the best team with competencies to communicate.
Course Outline:
Overview of Change Management
Definition of change
Definition of change management
The role of vision in change
What do we call an effective vision?
What do we call an effective strategy?
Usual burdens to change
What is the role of the leader in managing change
Failure elements of change
Major wrong-doings in organizational change efforts
What are the main roles and responsibilities for change
Where, how, and why to start change?
Change management model
More topics in this course:
Eight Phases of Successful Change Management, Communication Policy, Drivers of Change, Three Stages of Transitioning, Change Management Models, Organizational and Cultural Change Standards, Executing the Change in Corporation, TONEX Group Activity Sample: Shell’s Tough Love.
Change Management Training
https://www.tonex.com/training-courses/change-management-training/
Change management is a systematic approach to dealing with change from both an organizational and individual perspective. It involves adapting to change, controlling change, and effecting change. Change management is defined as transitioning individuals, teams, and organizations to a desired future state. It is the process of managing the people side of change to achieve business outcomes. Reasons for change management include dealing with crises, coping with globalization, improving performance gaps, improving organizational culture, introducing new technologies, identifying opportunities, and reacting to internal and external pressures. Key aspects of successful change management include having a compelling need for change, a clear vision, senior management commitment, effective communication, preparation for the unexpected, and celebrating small wins.
This document provides an introduction to managing organizational change. It discusses how change creates uncertainty and threatens employees. Ineffective leadership of change can damage morale and commitment. Change is triggered internally by new goals and strategies or externally by policies. The most famous change model depicts change as a three stage process: unfreezing the current situation, moving to implement changes, and freezing the new situation. Anticipating and addressing employee fears and reactions can help reduce resistance to change.
Change management is a structured approach to transitioning organizations from their current state to a desired future state. There are several models of change management including Lewin's unfreeze-change-refreeze model, the ADKAR model with its five building blocks, and dynamic conservatism which explores an organization's inherent resistance to constant change. Organizational change management includes processes for managing the human aspect of change through techniques like creating change strategies, engaging leaders, building awareness, and sustaining changes.
This document discusses organizational change and change management. It begins with defining change and change management. It then discusses reasons for change being difficult and the benefits of effective change management, including lower risks and increased satisfaction. Key principles of change management are presented, such as different reactions to change and managing expectations. Barriers to change like self-interest and misunderstanding are outlined. Effective ways to manage change include being alert for signs of change and managing learning. A case study on change management at ARAMARK Harrison Lodging is also summarized.
I often use this presentation to introduce/re-introduce change management concepts to leaders prior to starting a new organizational development initiative.
This document discusses organizational change and development. It defines organizational change as the process by which an organization moves from its current state to a desired future state to increase effectiveness. It notes that change can be driven by internal forces like workforce issues or external forces like technological changes. The document also outlines the typical phases in a planned change process - unfreezing, moving, and refreezing. It discusses various types of resistance to change at the individual, group, and organizational levels and strategies to minimize resistance like communication, training, employee involvement, and negotiations. Finally, it defines organizational development as a continuous, planned process using behavioral science to improve communication, problem solving, and learning within an organization.
This document provides an overview of change management. It defines change management as a systematic approach to dealing with organizational transitions. It discusses the importance of having an effective vision to guide change efforts. It also outlines principles of change, different forces that can drive change, models of change management, and common responses to and obstacles of change. The document concludes by noting that the nature of change has become more abrupt and impactful in today's context.
MANAGEMENT 3.0 - change and innovation practicesRatekoulutus
Management 3.0 is a workshop, a course, a couple of books, and a collection of concrete practices, to inspire managers and team members, who face the challenge of transforming their organizations to be more innovative, with a higher productivity.
Organizational Change
Forces for Change
Case Study – General Motors
Planned vs Unplanned Change
Case Study – Coca Cola
Resistance to Change
Dealing with Resistance
Case Study – Uber
Approaches to Change Management
Case Study – Merger of ING Vysa and Kotak Mahindra Bank
Click Here: http://lung-detoxification.lir25.com - Clean Out the Lungs
Many people, especially smokers and ex-smokers
have become more concerned about the state of
their lungs.
Building in the lungs that inhibit your bodies natural
healing and trap pathogens, impurities, toxins and
carcinogens in the lungs to be free to cause such
problems as: Deadly Lung Cancer, Emphysema , Chronic Bronchitis,
Strokes ,Heart attacks and more...
To clean out your lungs you need to embark on a lung
detoxification program designed to remove the tar in
your lungs but also to kick your bodies natural detox
processes into high gear! It involved a combination of
things you must do such as:
Changing Your Diet
Avoid foods that cause mucus such as dairy foods, wheat and soy.
Eat more foods that tilt your bodies Ph Level slightly
to Alkaline which gives very good health benefits.
For more information please visit:
http://lung-detoxification.lir25.com
This document discusses how energy upgrades can help banks improve their bottom lines through cost savings, increased productivity and customer satisfaction, and reduced environmental impact. High efficiency lighting upgrades usually offer the highest return on investment. Other opportunities include weatherization, HVAC/mechanical system optimization, installation of renewable energy systems, and implementation of advanced energy controls. Precise measurement of energy usage through software and analytics allows banks to effectively manage costs and savings over time.
Change Management:
definition, process steps and tools applied.
What is Change Management?
How is it applied? Which tools are involved?
Find out with us.
This document discusses why change management is important for organizations. It notes that having a structured approach to managing change allows an organization to adapt to a volatile environment, lead change rather than fall behind, and realize benefits like return on investment, quality outcomes, and efficient use of resources. The document also outlines some costs of implementing change management, such as investing in training and reducing business-as-usual work. It provides quotes emphasizing the need for organizations to embrace change and have policies in place to initiate, introduce, and balance change with continuity.
This document discusses change management. It defines change management as guiding how individuals adopt changes to drive organizational success. It explains that change management is important to thrive in changing environments, close gaps between requirements and results, increase project success rates, reduce uncertainty in changes, and treat employees well during changes. The document outlines three levels of change management and describes processes for individual, organizational, and enterprise-wide change management. It provides details on preparing for, managing, and reinforcing changes and includes an example change management plan outline.
This document discusses strategies for managing resistance to change and successfully implementing change within an organization. It provides tips for developing a clear vision, educating employees, involving employees in planning and decision making, setting goals, identifying change leaders, making gradual incremental changes, assessing skills and preparing employees for future changes, standardizing changes, and creating a sense of urgency around the need for change. The overall message is that change can be successfully managed by having a vision, educating people, involving people in the process, setting clear goals and expectations, and making the transition gradual.
Organization change involves moving from the present state to a desired future state to increase efficiency. It is a process, not an event, and is necessary for companies to avoid becoming immobilized. There are various forces that can drive organizational change, both internal forces like changes in employee expectations or a crisis, and external forces like globalization, technology changes, or increased competition. Different models and approaches can be used to manage organizational change, such as total quality management (TQM) which takes a continuous improvement approach, or business process reengineering which aims for dramatic improvements through radical redesign. Key steps in the change process include recognizing the need for change, diagnosing problems, planning and implementing the change, and following up on the change.
Royal Mail, Nokia, and Starbucks all faced challenges that required strategic changes. Royal Mail struggled with profitability and modernization. Nokia's market share declined with the rise of smartphones. Starbucks saw its share price drop, so it brought back its founder to refocus on quality. Successful change management requires analyzing the situation, building a vision, planning implementation while overcoming resistance through communication and involvement. Leadership is key to driving strategic change and navigating an organization to a successful turnaround when needed.
Change is an integral part of life. Progress is impossible without change and those who can't change their minds cannot change anything. Change is to survive. Change is to keep yourself updated. So, CHANGE or PERISH.
Change management training course gives the learning and abilities you have to deal with change in your association, and additionally the ideas, methods of insight, and apparatuses related with change management.
Amid this hands-on training, you will increase sufficient information to stay aware of this ceaselessly changing business world, and to know how to see opportunity in such change, seize it, and gain by it. As you definitely know, a standout amongst the most essential abilities of a pioneer is to know how to oversee and convey change.
Change management training course will encourage you how to oversee change as well as roll out the improvement when is required, and adequately discuss it with the partners.
Audience
2-day course designed for:
Senior leaders and executives
Strategic leaders
Vice presidents
Directors and administrative
Division managers
Team leaders
Mid-level, senior managers
Supervisors
Business owners
Training Objectives
Implement and execute change processes
Apply necessary techniques and tools to provide an effective plan for change
Describe the role of a change facilitator
Assist their customers to analyze, plan, and employ a change interference
Generate support, possession, and engagement in change efforts
Evaluate the outcomes of change
Analyze and assess the potential prospects for change and novelty in service, supply chain, product, communication or corporate policies
Implement the plans for change and develop the required metrics to evaluate the success or failure of such plans
Recognize the difficulties against change in their organization and come up with effective guidelines to control those obstacles
Develop a theoretical framework for understanding corporations and the markets that they are part of
Comprehend tactical agility and the importance of having it in place for today’s organizations
Recognize the skills necessary to guide agility
Demonstrate leadership confidence
Create and construct the best team with competencies to communicate.
Course Outline:
Overview of Change Management
Definition of change
Definition of change management
The role of vision in change
What do we call an effective vision?
What do we call an effective strategy?
Usual burdens to change
What is the role of the leader in managing change
Failure elements of change
Major wrong-doings in organizational change efforts
What are the main roles and responsibilities for change
Where, how, and why to start change?
Change management model
More topics in this course:
Eight Phases of Successful Change Management, Communication Policy, Drivers of Change, Three Stages of Transitioning, Change Management Models, Organizational and Cultural Change Standards, Executing the Change in Corporation, TONEX Group Activity Sample: Shell’s Tough Love.
Change Management Training
https://www.tonex.com/training-courses/change-management-training/
Change management is a systematic approach to dealing with change from both an organizational and individual perspective. It involves adapting to change, controlling change, and effecting change. Change management is defined as transitioning individuals, teams, and organizations to a desired future state. It is the process of managing the people side of change to achieve business outcomes. Reasons for change management include dealing with crises, coping with globalization, improving performance gaps, improving organizational culture, introducing new technologies, identifying opportunities, and reacting to internal and external pressures. Key aspects of successful change management include having a compelling need for change, a clear vision, senior management commitment, effective communication, preparation for the unexpected, and celebrating small wins.
This document provides an introduction to managing organizational change. It discusses how change creates uncertainty and threatens employees. Ineffective leadership of change can damage morale and commitment. Change is triggered internally by new goals and strategies or externally by policies. The most famous change model depicts change as a three stage process: unfreezing the current situation, moving to implement changes, and freezing the new situation. Anticipating and addressing employee fears and reactions can help reduce resistance to change.
Change management is a structured approach to transitioning organizations from their current state to a desired future state. There are several models of change management including Lewin's unfreeze-change-refreeze model, the ADKAR model with its five building blocks, and dynamic conservatism which explores an organization's inherent resistance to constant change. Organizational change management includes processes for managing the human aspect of change through techniques like creating change strategies, engaging leaders, building awareness, and sustaining changes.
This document discusses organizational change and change management. It begins with defining change and change management. It then discusses reasons for change being difficult and the benefits of effective change management, including lower risks and increased satisfaction. Key principles of change management are presented, such as different reactions to change and managing expectations. Barriers to change like self-interest and misunderstanding are outlined. Effective ways to manage change include being alert for signs of change and managing learning. A case study on change management at ARAMARK Harrison Lodging is also summarized.
I often use this presentation to introduce/re-introduce change management concepts to leaders prior to starting a new organizational development initiative.
This document discusses organizational change and development. It defines organizational change as the process by which an organization moves from its current state to a desired future state to increase effectiveness. It notes that change can be driven by internal forces like workforce issues or external forces like technological changes. The document also outlines the typical phases in a planned change process - unfreezing, moving, and refreezing. It discusses various types of resistance to change at the individual, group, and organizational levels and strategies to minimize resistance like communication, training, employee involvement, and negotiations. Finally, it defines organizational development as a continuous, planned process using behavioral science to improve communication, problem solving, and learning within an organization.
This document provides an overview of change management. It defines change management as a systematic approach to dealing with organizational transitions. It discusses the importance of having an effective vision to guide change efforts. It also outlines principles of change, different forces that can drive change, models of change management, and common responses to and obstacles of change. The document concludes by noting that the nature of change has become more abrupt and impactful in today's context.
MANAGEMENT 3.0 - change and innovation practicesRatekoulutus
Management 3.0 is a workshop, a course, a couple of books, and a collection of concrete practices, to inspire managers and team members, who face the challenge of transforming their organizations to be more innovative, with a higher productivity.
Organizational Change
Forces for Change
Case Study – General Motors
Planned vs Unplanned Change
Case Study – Coca Cola
Resistance to Change
Dealing with Resistance
Case Study – Uber
Approaches to Change Management
Case Study – Merger of ING Vysa and Kotak Mahindra Bank
Click Here: http://lung-detoxification.lir25.com - Clean Out the Lungs
Many people, especially smokers and ex-smokers
have become more concerned about the state of
their lungs.
Building in the lungs that inhibit your bodies natural
healing and trap pathogens, impurities, toxins and
carcinogens in the lungs to be free to cause such
problems as: Deadly Lung Cancer, Emphysema , Chronic Bronchitis,
Strokes ,Heart attacks and more...
To clean out your lungs you need to embark on a lung
detoxification program designed to remove the tar in
your lungs but also to kick your bodies natural detox
processes into high gear! It involved a combination of
things you must do such as:
Changing Your Diet
Avoid foods that cause mucus such as dairy foods, wheat and soy.
Eat more foods that tilt your bodies Ph Level slightly
to Alkaline which gives very good health benefits.
For more information please visit:
http://lung-detoxification.lir25.com
This document discusses how energy upgrades can help banks improve their bottom lines through cost savings, increased productivity and customer satisfaction, and reduced environmental impact. High efficiency lighting upgrades usually offer the highest return on investment. Other opportunities include weatherization, HVAC/mechanical system optimization, installation of renewable energy systems, and implementation of advanced energy controls. Precise measurement of energy usage through software and analytics allows banks to effectively manage costs and savings over time.
a few slides on common challenges faced when designing instruction for higher education. based on Power, M. (2009). A Designer,s Log. Athabasca University Press.
Mubarak announced reforms in response to protests in Egypt, including appointing a vice president for the first time and reshuffling his cabinet. However, the reforms did not satisfy protesters as the economic and food crises continued, protests grew larger, and order was not restored, with many prisoners escaping. Despite demands, Mubarak refused to resign.
Spout - Building a RESTful web app with Angular.js and BEAR.SundayRichard McIntyre
This document discusses building a RESTful web application with Angular.js and Bear.Sunday. It describes using Bear.Sunday as a RESTful backend CMS and Angular.js for the frontend. Key points include everything being a resource, relationships between resources, overriding functionality through AOP, dependency injection, testing, and integrating Angular.js components like routes, directives and services with the Bear.Sunday API.
This document is a presentation about Patrick Jones, a local YA hero and author. It summarizes that Patrick Jones is revered among librarians for his groundbreaking guides to YA books and services. It also notes that he has published YA novels for the past 8 years and received several awards for his work, including the Catholic Library Association Lifetime Achievement Award and the American Library Association / Scholastic Lifetime Achievement Award. The presentation provides biographical details and quotes from Patrick Jones about his career and focus on writing fiction that makes teens think critically.
El documento contiene una serie de números y letras sin orden ni significado aparente, así como algunas palabras sueltas y tablas vacías sin información relevante.
This short letter from Rainey expresses her deep love and appreciation for her best friend Jessica. Rainey considers Jessica to be her true best friend who has stayed by her side through many shared inside jokes, memories, and laughs over their friendship. Rainey states that she couldn't live without Jessica and her friendship means everything to her.
12 Principles to Adopt to Live an Abundant LifeDeeKae
The document outlines 12 principles for living an abundant life: simplify your life and eliminate clutter; accept yourself and others as they are; focus on your natural gifts and talents; control negative thoughts and release fears; make choices that bring peace and progress; rest and nourish your body; understand your wants and focus; balance priorities and enjoy simple things; know what you can and cannot control; be willing to grow; be grateful for what you have; and have faith in your higher power. The principles are presented by a life coach to help people feel good about themselves.
Este documento describe una práctica de laboratorio sobre análisis armónico realizada por un estudiante. El objetivo era utilizar un analizador de vibraciones y un osciloscopio para medir las vibraciones de un rotor girando y obtener su espectro de Fourier. El estudiante midió las velocidades del motor y el rotor, y calculó la velocidad teórica del rotor usando las dimensiones de la polea y el rotor, encontrando una pequeña diferencia con la medición. Finalmente, el estudiante concluyó que aprendió a determinar y anal
El documento hace una serie de preguntas breves sobre los hábitos de entretenimiento de televisión de una persona, incluyendo el tiempo que ven televisión al día, los canales y programas favoritos como noticieros, deportes, dibujos animados, películas y series de televisión.
Clic Here: http://hypothyroidism-revolution.lir25.com - What Cause Hypothyroidism
There are several potential diseases and conditions that
can cause of Hypothyroidism.
Hashimoto’s disease - This an auto-immune disease, where your
antibodies, which usually ward off foreign infections or substances,
turn on your own body and attack the thyroid gland, This causes
inflammation in the thyroid gland, gradually affecting its ability
to function and produce thyroid hormone.
Hypothyroidism caused by thyroid gland inflammation – also
called thyroiditis. This is caused when inflammation of the
thyroid gland leaves a large percentage of the thyroid cells
damaged and unable to produce enough hormones. This inflammation
could be due to things like infection or trauma.
Pituitary/hypothalamic disease – You could also be at risk of
developing hypothyroidism if the pituitary gland fails to produce
enough TSH – the hormone responsible for ‘instructing’ the thyroid
to produce T3 and T4.
Radiation therapy – Radiation used to treat cancers of
the head and neck can affect your thyroid gland and may
lead to hypothyroidism.
Fore More Information Visit:
http://hypothyroidism-revolution.lir25.com
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a la invasión de Ucrania. El embargo prohibirá las importaciones marítimas de petróleo ruso a la UE y pondrá fin a las entregas a través de oleoductos dentro de seis meses. Esta medida se suma a las sanciones anteriores de la UE contra Rusia y se espera que cause un daño económico significativo.
MHRM587Foundational Model of ChangeManaging change is a .docxannandleola
MHRM587
Foundational Model of Change
Managing change is a complex process. Change does not occur in one great swoop. Few organizations manage the process as well as they would like. In order to make change work, organizations need to follow a process to enhance the probability of success versus just “winging it.” The following model of change provides one useful way to think about creating and implementing organization-wide change.
Basic Change Process Model
Consideration
Stimulus Driving Forces
Pre-Change
Validate Need
Preparation
Commit
Do –Check – Act
Implementation
RESULT
New Normal
Change
Active
Conscious
Culture
Passive
Unconscious
Pre-Change Paradigm
This is the first stage of the change journey.
Without a paradigm that encourages “active searching,” organizations can ignore important early warning signs and wait until a crisis highlights the need for change (i.e., scenario planning)
Make sure you know what is important?
Who is important?
What do they want?
How are you doing?
What could be improved?
Stimulus (Driving Forces) & Assessment
What are the driving forces or antecedents to change—internal and external.
How do these driving forces influence the organization’s business model and force new requirements for success?
Is change really necessary? Deciding the status quo is preferable is a productive learning activity.
Caution #1: What must be guarded against is any denial that any driving forces or stimuli for change exist.
Caution #2: Or when it’s recognized that change is required, the “disconfirming data” may induce anxiety which can obviate the change as necessary
Sound analysis of driving forces is a prerequisite to good change strategy
Validate Need
Establish compelling need for change.
Create a sense of urgency
Begin to create psychological safety
Begin to address the inertia of the existing status quo (resistance to change)
Transformation Leadership key framework in leading change
Preparation
Caution: Avoid premature action without first developing an effective plan for the change
What is the change vision?
What will success look like?
What are the criteria for success?
What resources + administrative support systems will be needed?
What is the timeline for this change?
What kind of change is required? Incremental? Transformational?
Commitment to Act
Is the planned action the most effective and efficient way to deliver the required change?
Begin the “unfreeze” process in the change cycle
Do-Check-Act
(Implementation)
Implementing change is the most challenging aspect of any change effort.
Once the momentum for change has been successfully launched, what is delivered must be effectively managed.
We will introduce several frameworks useful for this purpose during the course:
PDCA Cycle {Plan-Do-Act-Change}
Lewin’s 3-Phase Change Model
Kotter’s 8-Step Model
Nadler’s Congruence Model
McKinsey 7-S Framework + STAR Model
Others
New Normal
As organizational leadership recognizes, rewar ...
Change management in the workplace is constant and necessary for businesses to stay relevant and competitive. Managers must regularly reevaluate their processes, offerings, and how changes may impact employees. When leading change, managers should ensure they establish urgency, create a vision, gain support, and involve people at the appropriate level. While change causes discomfort, managers must help people understand why the old way is no longer viable and that change is necessary for the organization's success. Effective communication is key to disseminating information about the change process.
The concept of change management in today’s business worldAlexander Decker
This document discusses change management in today's business world. It provides an overview of Lewin's three-stage change model of unfreezing, moving, and refreezing. It also discusses other models of planned organizational change like the action research model. The key aspects of successful change management highlighted include gaining employee commitment, addressing resistance to change, and institutionalizing changes.
6 Change Management StagesA Management Checklist to Guide Your E.docxBHANU281672
6 Change Management Stages
A Management Checklist to Guide Your Efforts in Managing Change
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•••
BY SUSAN M. HEATHFIELD
Updated January 17, 2020
Experience 6 Stages to Effectively Manage Change
Change is a complex process. You must consider many issues when approaching an opportunity to change or bring about change. The need for change management skills is a constant in the quickly changing world of organizations.
The following six-stage model of change will assist you to understand change and to make changes in your work unit, department, or company effectively. The model also helps you understand the role of the change agent, the person or group that is taking primary responsibility for the accomplishment of the desired changes. For change to occur, you do need leadership to communicate, provide training, and share constancy of purpose.
An organization must complete each of the steps in the model for changes to effectively transpire. However, completion of the steps may occur in a somewhat different order than appears here. In some situations, the boundaries between the stages are unclear.
What Affects Change Management?
Organizational characteristics such as the level of employee involvement and empowerment affect how changes proceed. Units that desire and/or have experience with a greater degree of people involvement can bring people willingly into the change process at an earlier stage.
Characteristics of the changes such as size and scope, also affect the change process. Large changes require more planning. Changes that involve a total organization will require more planning and the involvement of more people than making changes in a single department.
Changes that have widespread support as well as those that employees view as a gain rather than as a loss are easier to implement.
When you take the right steps, involve the appropriate people, and tend to the potential impacts of change, resistance to change is reduced. These change management steps will help your organization make necessary and desired changes.
This favorite quote about change from the book, "Flight of the Buffalo" is particularly apt.
"Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving it up." -- Belasco & Stayer
Make sense? Fit your experience? Now, on with the change management stages.
Change Management Stages
These change management stages will assist you to approach change in your organization in a systematic manner that will help you effectively implement the change.
Stage 1: Initiation
In this stage, one or more people in the organization realize the need for change. There is a nagging feeling that something is not right. This awareness can come from many sources, both inside and outside of the organization. It can also occur at any level in the organization.
The people who are most familiar with the work often have the most accurate perceptions abou.
6 Change Management StagesA Management Checklist to Guide Your E.docxblondellchancy
6 Change Management Stages
A Management Checklist to Guide Your Efforts in Managing Change
· Share
· Pin
· Share
· Email
•••
BY SUSAN M. HEATHFIELD
Updated January 17, 2020
Experience 6 Stages to Effectively Manage Change
Change is a complex process. You must consider many issues when approaching an opportunity to change or bring about change. The need for change management skills is a constant in the quickly changing world of organizations.
The following six-stage model of change will assist you to understand change and to make changes in your work unit, department, or company effectively. The model also helps you understand the role of the change agent, the person or group that is taking primary responsibility for the accomplishment of the desired changes. For change to occur, you do need leadership to communicate, provide training, and share constancy of purpose.
An organization must complete each of the steps in the model for changes to effectively transpire. However, completion of the steps may occur in a somewhat different order than appears here. In some situations, the boundaries between the stages are unclear.
What Affects Change Management?
Organizational characteristics such as the level of employee involvement and empowerment affect how changes proceed. Units that desire and/or have experience with a greater degree of people involvement can bring people willingly into the change process at an earlier stage.
Characteristics of the changes such as size and scope, also affect the change process. Large changes require more planning. Changes that involve a total organization will require more planning and the involvement of more people than making changes in a single department.
Changes that have widespread support as well as those that employees view as a gain rather than as a loss are easier to implement.
When you take the right steps, involve the appropriate people, and tend to the potential impacts of change, resistance to change is reduced. These change management steps will help your organization make necessary and desired changes.
This favorite quote about change from the book, "Flight of the Buffalo" is particularly apt.
"Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving it up." -- Belasco & Stayer
Make sense? Fit your experience? Now, on with the change management stages.
Change Management Stages
These change management stages will assist you to approach change in your organization in a systematic manner that will help you effectively implement the change.
Stage 1: Initiation
In this stage, one or more people in the organization realize the need for change. There is a nagging feeling that something is not right. This awareness can come from many sources, both inside and outside of the organization. It can also occur at any level in the organization.
The people who are most familiar with the work often have the most accurate perceptions abou ...
This document discusses change management and provides guidance on when and why it is needed. It defines change management as "a deliberate set of activities that facilitate and support the success of individual and organizational change and the realization of its intended business results." The document explains that change management is needed when changes involve people and require them to change their thinking, skills, or behaviors. It then provides tips for successful change management, including communicating early and often, addressing resistance, establishing change champions, and celebrating successes.
Change management is the systematic approach to transitioning or transforming organizational objectives, processes, values, or technologies. It depends on four core principles: understanding change, planning change, implementing change, and communicating change. Effective change management requires securing sponsorship, identifying stakeholders, communicating the need for and benefits of change, putting new practices in place, and supporting people throughout the transition. Managing change well creates an open-minded environment that allows an organization to change and innovate more easily over time.
Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...Qandle
A systematic strategy for dealing with the shift or transformation of corporate goals, fundamental values, procedures, or technology is known as change management.
WHY SOME ORGANISATIONAL CHANGES PERSIST,
WHILE OTHERS DECAY
This report has studied the theory and practice of change management and its constituent elements that are essential for change sustainability in an organization.
The work is focused on the study of people and their resistance to change as one of the integrated elements of the five categories influencing change sustainability: managerial; leadership; cultural; political; temporal.
In this study, an attempt was made to observe options to reduce this resistance, which basically means changing human behavior by creating a teamwork environment, motivation and participating in the change themselves.
Case study executive interview regard global leadership.docxwrite12
Elon Musk, CEO of Tesla Motors, is interviewed about his global change management practices. Kurt Lewin's 3-step change model of unfreezing, changing, and refreezing is discussed. The unfreezing stage involves assessing current practices and processes to identify what needs to change. The changing stage is when the implementation occurs, which can be difficult as people take on new tasks and roles. The refreezing stage solidifies the changes as the new normal. Lessons learned from Musk and Tesla's practices around navigating global change will be examined.
Case study executive interview regard global leadership.docxstudywriters
Elon Musk, CEO of Tesla Motors, is interviewed about his global change management practices. Kurt Lewin's 3-step change model of unfreezing, changing, and refreezing is discussed. The unfreezing stage involves assessing current practices and processes to identify what needs to change. The changing stage is when the implementation occurs, which can be difficult as people take on new tasks and roles. The refreezing stage solidifies the changes as the new normal. The interview and analysis explores Tesla's change management practices from a global perspective and provides lessons learned about leading organizational change on a global scale.
This document discusses change management. It defines change management as consisting of managing change from a reactive or proactive stance, as a professional practice with varying skills between practitioners, and as a body of knowledge including models, methods, and tools. It also discusses leading and facilitating change, barriers to change like resistance, and the importance of an individual and organizational perspective in change management. The 8-stage process of creating major change involves establishing urgency, building a team, creating a vision, communicating the vision, empowering others to act, generating short-term wins, consolidating gains, and anchoring new approaches.
This document discusses managing organizational change and provides strategies for overcoming resistance to change. It outlines the key stages of the change process and emphasizes the importance of leadership and communication. A case study is also referenced to illustrate how to balance the various elements involved in managing change effectively.
Organizational Change Models
Introduction
Change management models are models that are used by organizations in order to ensure swift change management. In order to apply change in an organization then the management needs to adhere to certain principles to effect the change. Different organizations experience different situations; thus they prefer different models. Change cannot be forced on employees and the organization at large therefore the change needs to be achievable, measurable, and realistic. Some of the important
aspects
in developing of the models are the role of the leaders in the change, the communication process, and overcoming resistance to change. This paper will focus on McKinsey’s – 7’s framework and the Kurt Lewin change management model in respect to the three important aforementioned aspects of change management models.
The McKinsey’s 7-s framework was developed in the 1980’s by Tom Peters and Robert Waterman, who were consultants working for McKinsey & Company consulting firm. The model has stood the test of time as it has been able to be relevant till date. This model centers on seven internal factors or aspects that any organization need to be aligned in order for it to be successful. The model can be used in a wide variety of company situations, making it a universal model. The model helps the management to determine how best they can implement a proposed strategy, determine the probable effects of company changes in the future and to improve the general performance of the company.
The seven elements in McKinsey’s model are broadly categorized in to either hard elements or soft elements. The soft elements are intangible and difficult to describe; they include skills, shared values, staff and style. On the other hand, hard elements are easily identifiable, concrete and can be easily be influenced by the management. The hard elements are; systems, structure and strategy (Waterman, Peters & Phillips, 1980).
In order for an organization to succeed then it needs a strategy to do that. The strategy can be attained through setting of objectives and performance metrics of both the employees and the organization. The organization should implement strategies that are geared towards dealing with the competitive pressure and gaining competitive advantage. The strategic plan should be able to deal with client needs and at the same time adapt to the dynamic environmental changes in the business world. The structure of an organization in defining its success, the structure entails how the company or its workforce is divided and the hierarchy. Various departments should be able to coordinate effectively. The structure of the organization defines how the team members align and organize themselves, and the lines of communication present in the organization.
An organization has many systems that run the organization e.g., the IT system and HR system. These systems should be in such a way that it works properly with the culture.
Cracking the Change Management Code Main New.pptxWorkforce Group
The modern workplace is experiencing rapid change due to several factors, such as technological advancements, cultural changes, and organisational shifts. Similarly, organisations must remain resilient and evolve to remain competitive and meet clients' needs.
While some of these changes are common, others happen on a larger scale, significantly impacting people, processes and the wider organisation.
As a business leader, it is important for you to understand the different types of changes, how they can be implemented effectively and how to manage their impact on your team and the organisation.
In this deck, you'll identify when you should consider change management.
You'll also learn:
• The two (2) major types of organisational changes
• The most effective steps to a successful change management
• The Prosci ADKAR Change Management Model and
• Practical tips to overcome resistance to change.
Running head: ASSIGNMENT 3 1
ASSIGNMENT 3 6
Assignment 3
Managing Organizational Change
Daniel Hernandez
Strayer University
HRM560-Managing Organizational Change
Dr. Zakia R. Batchelor
February 18, 2020
Managing Organizational Change
The invention in the business world has led to rapid transformation in many Organizations. In order to remain in production, business organizations are faced with an inevitable need for change. Transformations determine which companies thrive, and that fades. To effect the move, the company faces resistance since you don't know how to go about it, who to involve, and what is in it for employees (Burnes, B., & Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter's 8-step change model. According to Kotter, successful change in an organization such as Walmart retail cooperation involves systematic steps these steps are Establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application are discussed below.
Creating a sense of urgency
Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Walmart retail store, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case.
Creating a coalition
At this stage of transformation of a company, the management unites a group of people who have qualities to lead and can facilitate teamwork. Convincing group staff that change is important takes able leadership qualities and visible assistance from the organization. In order to create a strong coalition, one has to spot leaders and stakeholders who commit one to team building and assess the team for weaker areas.
Vision for change
Change comes about because of the idea that things can be handled differently. Having a clear vision can help employees understand why they have to do this and that in the company. If the workforce sees for themselves what you intend to archive, the directive given tends to make sense and is followed without resistance (Lawrence, P. 2014). What one needs to do in order to archive vision change includes determining the principles that are essential to change, documenting in summary where you see the company in prospect, create strategies to meet objectives i ...
Are you managing change or vice versa shortChris Kirkness
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
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.
Organizational change occurs when a company transitions from its current state to a desired future state. There are various reasons for organizational change, including changes in business conditions, management, existing structures, technology, government policies, and scope. Lewin's three-stage model of planned change includes unfreezing the current state, changing to a new state through learning new behaviors and attitudes, and refreezing the new state through reinforcement. Similarly, Kotter's eight-step change model outlines key activities like creating urgency, forming a coalition, communicating a vision, empowering change, creating short-term wins, and anchoring changes in corporate culture. Managing organizational change effectively requires understanding change processes and motivating employees through the transition.
The document discusses the necessity of organizational change for businesses. It notes that globalization, changing customer needs, competition, and other factors require companies to adapt. The document outlines several challenges to change, including natural human resistance and the need for unified employee efforts. It then describes methods for successful change, like recognizing problems, creating a vision, strong leadership, and evaluating progress gradually. Leaders must guide employees through changes and help overcome resistance. Employees also have an important role by providing information, suggestions, and feedback to help shape and implement changes. Overall, the document emphasizes that organizational change is difficult but crucial for businesses to survive in dynamic market conditions.
1. INTRODUCTION
“Change is all around us and the capacity to manage change effectively is the
crucial attribute of a successful manager in today’s organization” (Carnall, 1993)
The aim of change management is to create a work environment which
minimizes the amount of time waste looking for supplies and maximizes the
amount of productive work. Change management is all about amendments for
the betterment of the organization, to create an atmosphere of leadership among
the managers as “leaders make sure people not only see the vision, they live
and breathe it” (Welch, 2005) it means to re-engineer the whole organization and
make it more firm in terms of better training classes among the employees and
creating a virtual sense of ownership. Inventing or changing the mission and
vision statement of the company which speaks volumes to excite the people
working there. Today people are well traveled and well read so they are very well
educated about the changes taking place in and around the globe. Change is the
need of the time to keep pace with the changing taste buds of people or to
sustain in this cut throat competition, where technology is changing every
second(Wright, 1999).
The aim of this research is to suggest change the organization and sanitize the
useless practices which were weakening the operations as some traditional
barriers of suggestion form top to lower and vice versa, so create a chain or open
door policy to ensure free flow of communication and to eradicate those
conventional hurdles. (Peters, 2005)
2. HOW TO INITIATE CHANGE
“Re-engineering means breaking down the silos and re-organizing around the
process to gain real advantage from the investment in technology.”(Hammer and
Champy, 1993) It means cost reduction and reframing the whole organization to
diagnosis and to find an unmatched solution for it. This doesn’t mean that to
change the product or service standards instead to start from the beginning or to
re-align the whole structure or remake the existing structure. By following this
change strategy products and services are benefited. The introduction of change
management in today’s tough market condition is a vital necessity as the
companies need to be updated with changes taking place all around the globe to
keep them at pace. (Belasco, 1992)
Change is something which happens internally so proper training sessions
should be provided in the organizations. Because of these sessions there can be
an atmosphere of lead to change taking place be the managers in the company.
How to lead change is a workshop followed by numerous firms and are
successful today in there respective arenas. This workshop is for executives and
managers to CEO’s who can attend and gain how to lead there teams and
achieve higher level of accuracy in work and increased accountability. This
session helps managers to view problems occurring in there job from different
focal points of the prism and do something different. There are three stages for
change to take place in an effective manner. PREPARING FOR CHANGE
means making people understand that providing with simple ideas they can
change, GAINING CHANGE SKILLS imply on aiding people to achieve specific
change which they can imply and benefit the organization and the last one is
ACHIEVING A CHANGE states assisting employees to work together as a team
to achieve organizational change effectively and faster. There are many points to
be focused upon like Anticipating change, taking new actions now, moving
beyond fear, imagining real success. All these points help us forecast change in
a better way to know what will happen in the coming future. For this we can make
new plans in order to overcome the hurdles to get the desired outcomes. By this
exercise we will not fear as we know very well our job. (Johnson, 1980)
It’s an ongoing process that approves and restructures the change about to
happen to ensure accuracy and minimize the level hassles. Change happens so
employees need to be updated with latest technology changes taking place and
following this practice there are some steps which follows are to anticipate
change and monitor the changes like wise to keep on researching the changes
taking place to survive, adapt to change quickly before its too late and get wiped
out and lastly enjoy the change and not to take it as a burden. (Saka, 2003)
3. THE 5-P Model of Change
An effective change management to take place effectively there has to be a strict
practice to be followed. For this healthy practice to be successful the 5-P model
of change must be installed in firmly. The 5 P’s are Purpose, Priorities, People,
Process and Proof. These assist managers in concise and precise approach to
facilitate change in there respective departments and make it successful in it.
The first P is PURPOSE in the model. “Most scholars and writers agree that
change is something that should be done only with a purpose.”(Kanter, Stein,
and Jick, 1992) managers should identify the purpose and then act accordingly
as a goal or vision. Change is disruptive in nature so the change desired should
not be done keeping in mind an intended output from the change to take place.
The second P is PRIORITIES where it involves identifying the targets to be
changed and making a plan to entertain each change. Here it involves prioritizing
the changes as per there importance and then to work upon. So as to work on
the change this needs more attention according to the demand of the time. (Hall,
Hord, 1987)
The third P is PEOPLE as change involves people, as after Purpose and
Priorities the People for whom the change must be identified. People act as a
bridge between purpose and priorities. It helps in teaching the people who are
affected by the change process taking place. As without knowing the motives,
skills, personalities of the individuals involved in the change taking place then it
will be impossible to identify the best process for implementing the change.
The fourth P is PROCESS after all the identifying the change then priorities the
changes and then selecting the process or strategy to be involved to get the
desired the change. There are numerous changes and so there must different
process to be taken place to match the desired change to get the most out of it.
The fifth P is PROOF which means that a parameter to judge the success of the
change which was on the pipeline of the management, to test if the desired
outcomes have been yielded. In this changing era there need to be a measure on
continuous change taking place internally and externally as well to keep the
pace. (Davidoff, Donald, 2008)
The 5-P model of change is a pyramid structure of change management to take
place successfully with a ladder like structure where the whole system is broken
into 5 P’s which need to be worked upon one-by-one to achieve the desired
results. Organizations in the same competitive environment react in different
ways to changing conditions. The 5-P Model of change defends that this model
change has derived answers to the matters that crops up. They answer these
questions by using what they call it the 5-P Model of change. (Huff, Huff, Barr,
2000)
4. The seven levels of change management
The seven level of change management is a continuous ongoing process where
each level is progressively more complex than the existing level. It discusses the
people’s visual perception of an organizational change and the ways by which
Human Resource can execute as an effective tool. Here are seven levels of
management change. (Smith, 2004)
Level 1 deals with Effectiveness-Doing the right things deals with to learn the
basics by which to learn what are the right things to be done and right time.
Level 2 Efficiency –Doing things right means understanding the various aspects
of the new job or business in order to make out those points which have the
largest contribution and impact on the business or the given job to be done.
Level 3 Improving-Doing things better deals with improving the existing
strategies, a sort of grease up process, like ways to speed things up, decrease
the delivery time taken, getting more efficient, effective, productive in nature.
(Mazzucato,2001)
Level 4 Cutting-Doing away with things involves analysis of the core functions
like cost cutting to bring increase the yield value per product to increase revenue.
Level 5 Copying-Doing things other people are doing by which bridges between
incremental to fundamental change a sort of reverse re-engineering process.
Level 6 Different-Doing things no one else is doing are about doing things
different or doing differently or an out-of-box idea to be generated.
Level 7 Impossible-Doing things that can’t be done means that anything which is
impossible today but if it would have been possible change fundamentally
change the way we do business or work. (Smith, 2007)
Critical Success Factors (CSF’s)
The change management’s Critical Success Factors (CSF’s) is practiced by
many in the corporate sector as a success mantra for change in an organization.
Today the change in corporate sector is taking at a rapid pace so the
responsibility of the internal change lies on the training department. This change
can be overwhelming without proper means or techniques that can be put into
practice to ease the change management process. The crucial point for a
successful change management to take place involves using of critical success
factors that helps in implementation of change. (Rebecca, Squires, 2001)
“CSF’s are the data or markers by which a change management will be judged
as a success or a failure. The emphasis is placed on the words CRITICAL and
SUCCESS.”(Roberts, 2001) CSF’s in order to be effective must in form of
tangible entities which are easily measurable and quantifiable. They act
parameter to measure the success or achievements that can be judged on time
and set a benchmark.
5. Introduction of TQM culture (Total Quality Management)
It’s an ongoing process of the management and employees which aims in
improving the products or services standards. It’s a blend of quality management
and limiting losses due to waste practices. This is a management investigation
which covers up all the major departments of an organization like marketing,
finance, design, engineering, production, customer service etc(Leonard & Mc
Adam,2002).” continual improvement is the key to survival in today’s business
climate”(Pande, 2000)
There are 5 key principles to TQM:-
The first key point is Management committee where the main focus is on
planning the changes to be done by participating and later on checking it and
lastly acts on it by revising the planning once again to get it perfect framed.
The second key point is Employee empowerment which deals with training of the
employees like training them with the ways to sell products or services,
measuring there job done by appraisal and giving them recognition for job done.
The third key point is Fact based decision making which involves SPC (statistical
process control) which means reducing the complex data and making the data
more simplified like using flow charts and graphs, pie charts to show progress.
The fourth key point is Continuous improvement which means quality is more
important than quantity. This deals with attain, maintain and keep on improving
the standards to be in business, it’s an ongoing process which is to be practiced.
The fifth key point is Customer focus where the service relationship with the
internal customers is stressed upon, never to compromise on quality and keep on
striving for excellence in work and customer driven standards are laid
importance. (Martin, 1993)
TQM is total customer-first integration, where customer satisfaction is seen as
the companies’ top-most goal. This practice has to be lead from the top
management to its subordinates. It’s a continuous process involving taking
customers feedbacks and working on it to make a high level of customer
satisfaction. The action should be prompt enough to make an ever lasting
impression on the customers and the reactions should be based upon facts
involving employees’ participation. This culture opens doors by understanding
the relationship total quality management (TQM), culture and the three
components of culture in context of customer focus, employee involvement and
continuous improvement. (Gore Jr.1999)
6. RESEARCH and DEVELOPMENT (R&D PRACTICES)
Introduction of some healthy practices like more focus on R&D activities as these
aids us in proper diagnosis of the problem and later on in pursuit of the problem
with an unmatched solution for it. These practices assist in making
management much more advanced, helps in weaving relations that clicks well,
as the managements are well versed in critically and analyzing the hindrances,
getting to know how to align business strategy with the latest technological
advancements, pricing strategies, very importantly learn how to lead and manage
people and lastly to get hold of enormous innovative ideas to run business as
these practice will assist in every decision taken in day-to-day operations of the
castle. For this the management has to redesign the work shift of every staff so
as to contribute 20% of there total monthly work-able time to research and
development practice. Where every employee give 15 minutes in suggesting
some points which can be worked upon for the betterment of the organization
and thereby creating a sense of ownership.(Wharton Business Reviews,2006)
“How do I go to work today and do something that will move the enterprise and
myself another step in the right direction?”(Fortier, 2007)
There are many reasons leading to change management like challenges in our
personal, organizational, economic or technological, where we live with a high
degree of ambiguity. It’s these ups and downs, scarcity, imbalances that compel
us to stretch our mind and do something creative or innovative change as
scarcity leads to inventions. Leaders must be the innovators to monitor there
organizations efficiently. Leaders must have a passion for innovation and this
healthy urge need not to be confined till profit oriented but for other benefits like
easing the work load of employees etc. to analyze the need of specific HRD
activities, to know the people who will be responsible for change, design an
effective HRD regulation and lastly to judge the outcomes. (Carter, Giber,
Goldsmith, 2001)
The origin of change ideas should not be confined only till board rooms but
should be taken out to other people working thereby creating a sense of
ownership among the employees. More stress on R&D practices to be laid upon.
Innovative change needs more listening and proper flow of information and good
communication among everyone and creating relationships and frequent updates
to be followed upon. External and internal customers communication is a must so
as to continuous up gradation of product or service takes place and more detail
attention on ideas coming from outside. To work upon the consumers tastes and
feed backs is a major area where big players loose the extra Brownie point.
(Kouzes and Posners, 2007)
7. CONCLUSION
In today’s scenario businesses where everything is going digital at a rapid pace
hoping to survive in the long term will have to be re-designed to fight back, stay a
float and sustain themselves. These initiatives have been taken by many
management gurus inventing or re-inventing some of the vital strategies of
change management with various by different names with there functionality as
Total Quality Management (TQM), Re-engineering, The 5-p model of change,
Critical success factors (CSF’s), The seven levels of change management,
Research and development (R&D Practices) are few in the arrays with many
models for change management. Every technique’s aim is to deal with the
change taking place is executed professionally with no waste taking place,
thereby assistance organizations to face the changing and challenging market.
(Bunker, Wakefield, Harvard Management Article, 2006)
People fear change as it’s a prolonged process so it is the biggest cause of
change management failing. This needs serious attention of the managers to
brief the employees about the benefits of change management and create an
environment of change taking place for the betterment of the whole organization.
Managers can choose any tool from a list of tools to be used for changing the
mindset of employees but selecting the appropriate tool which clicks well is the
main task. During change a manager must deliver a sense of urgency. They
need to keep a blend of being soft and hard as at times they make tough
decisions concerning the employees. So this tough act must not be down by
overshadowing the losing sight and emotions of the employees as they are an
integral part of the change process taking place.