This document discusses change management and how to effectively implement organizational change. It provides:
1) Learning objectives around how employers and employees can introduce and accept change.
2) An overview of different types of change including strategic, operational, and transformational change.
3) Steps for achieving transformational change such as establishing urgency and empowering others.
4) Barriers to change like resistance, unrealistic expectations, and lack of change management programs.
Taxonomy of change models Version 3.0 (July 2017)Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference
In this update to our taxonomy we have added Change Rx, Galbraith Star Model, Positive Deviance and Whole System Transformation; further enhancements are welcomed.
In compiling this taxonomy we were surprised at the volume of change related models, in some ways a testament to the views that change can be challenging and the search for a formulaic approach that it could be argued is not possible given that humans are wonderfully unique and change situations can be highly varied. Our view is that understanding, appreciation, empathy, flexibility and resilience coupled with a desire to learn are foundational capabilities that can help those delivering change to be in a resourceful state in order that they support others and deliver effective change.
We hope you find this taxonomy of use.
Mark Simpson
Head of Consultancy
Dear students get fully solved assignments
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Taxonomy of change models Version 3.0 (July 2017)Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference
In this update to our taxonomy we have added Change Rx, Galbraith Star Model, Positive Deviance and Whole System Transformation; further enhancements are welcomed.
In compiling this taxonomy we were surprised at the volume of change related models, in some ways a testament to the views that change can be challenging and the search for a formulaic approach that it could be argued is not possible given that humans are wonderfully unique and change situations can be highly varied. Our view is that understanding, appreciation, empathy, flexibility and resilience coupled with a desire to learn are foundational capabilities that can help those delivering change to be in a resourceful state in order that they support others and deliver effective change.
We hope you find this taxonomy of use.
Mark Simpson
Head of Consultancy
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
Change is inevitable. Changes in organisational culture. Presentation on Planned Change Management at organisations for large scale organisational change.
An Emergent Approach to Transitioning Toward Agile OrganizationMichael Hamman
To provide some models and perspectives to help leaders and managers bring about effective and adaptive transition
to organizational and software agility
Change Management is essential for any organisation. Judiciaries all over the world are realising its importance and taking steps to implement the same..
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.
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
Change is inevitable. Changes in organisational culture. Presentation on Planned Change Management at organisations for large scale organisational change.
An Emergent Approach to Transitioning Toward Agile OrganizationMichael Hamman
To provide some models and perspectives to help leaders and managers bring about effective and adaptive transition
to organizational and software agility
Change Management is essential for any organisation. Judiciaries all over the world are realising its importance and taking steps to implement the same..
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.
Change management (sometimes abbreviated as CM) is a collective term for all approaches to prepare, support and help individuals, teams, and organizations in making organizational change.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
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The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. LEARNING OBJECTIVES
Employers will know how to introduce change
systematically
Employees will be prepare on how to accept change
Employer and employee will know how to manage
change
Understanding the type of change and how it work
3. Cont’d
Achieving good implementation of change
Understand the flexibility process during change
management.
Knowing the important of change
4. INTRODUCTION It’s a process of achieving good implement of change
by planning and introducing change systematically
and you must take into account the resistance.
Change is often said to be constant in organization
change must be flexibly to the organizational goal
Change often take place incrementally but it can take
the form of a transformation.
Change should not be treated simplistically.
6. TYPES OF CHANGE
Strategic Change: this is a long term change, it all
about the future state of the organization.
Operational Change: this relate to a new systems,
procedures or technology that will have immediate
effect.
Transformational Change: this is a process of radically
altering the organization strategic. It is called the
second order or “gamma.”
7. STEPS TO ACHIEVE
TRANSFORMATIOMATIONAL
CHANGE
Establish a sense of urgency.
Form a powerful guiding coalition.
Create a vision
Communicate the vision.
Empower others to act on the vision.
Plan for and create short term wins.
Consolidate improvement
Institutionalize new approaches.
9. MAJOR BARRIES TO EFFECTIVE
ORGANIZATIONAL CHANGE
Resistance to Change
Inadequate Sponsorship
Unrealistic Expectations
Poor Project Management
Case for Change Not Compelling
Project Team Lack Skill
Scope Expansion/ Uncertainty
No change Management Program
Not Horizontal Process View
IT Perspective Not Integrated
10. RESISTENCE TO CHANGE
People resist change because they see it as threat to
their familiar or usual pattern of behaviour.
Shock of the new
High level of stress
Loss of momentum
Symbolic fears
12. SOURCES OF RESISTANCE
Inconvenience
Competence fear
Economic fear
Fear of unknown
Selective information
Threat to status or skill
13. cont
Sources of
Resistance to Change
Level OneLevel One Level TwoLevel Two
HonestHonest
DisagreementDisagreement
Lack ofLack of
InformationInformation
EmotionalEmotional
IssuesIssues
PersonalPersonal
ReasonsReasons
14. Overcoming resistance to change
This is to analysis the potential impact of change :
Involvement in the change process
Education and communication
Facilitation and support .
Negotiation
Manipulation
Coerosion.
17. CHANGE PROCESS
Starts with awareness and need for change.
You have to diagnosed directly or indirectly.
Identified and evaluate them.
Made a choice of preferred action.
18. GUIDELINES FOR CHAGE
MANAGEMENT
Strong commitment visionary leadership from top.
Temperament and leadership skill
People support what they help to create
Reward system should be encourage and recognize .
Change will also involve failure as success.
There are also people who act as champion of change
The essential of change should be explain.
19. Cont’d
Outputs of Phase 1:
Change characteristics profile
Organizational attributes profile
Change management strategy
Change management team structure
Sponsor assessment, structure and
roles
20. Outputs of Phase 2:
Communication plan
Sponsor roadmap
Training plan
Coaching plan
Resistance management plan
21. Cont’d
Outputs of Phase 3:
•Reinforcement mechanisms
•Compliance audit reports
•Corrective action plans
•Individual and group recognition
approaches
•Success celebrations
After action review
22. Guideline For Implementing
Change To Be Effective
Motivate in order to achieve change.
Manage the transition by making organization
arrangement
Shape the dynamic of changes
Build in stability of structure and processes to serve as
anchors for the people.
23. Change model
Unfreezing -: overcome the pressure of both groups
and individual
Movement or Transition -: using force to increase the
speed of change.
Refreezing -: stabilizing the change by introducing
anew response by evaluation.
25. Importance of change
Its concern with the future
It enable you to do things differently
Managers develop new strategy
Its enable mangers and staff to be focus
Its brings integration to management policies
Change is significant
27. BACKGROUND:
In 2006. Texas Children Hospital began expansion
which includes the erection of four new buildings,
and the addition of new service line and programs,
leading to a large increase in employee resources. By
2010, the organization is expected to grow from 6,600
to 9,000 employee and increase medical staff by 70%.
Simultaneously, the organization is transitioning from
a paper to an electronic medical record system, this
will promote instant communication between the
primary care and specialty services while also allowing
on-going access information for research purposes.
28. Change management overview.
A change management team was created and
partnered with the project implementation team and
organizational leaders to facilitate the activities design
to reduce employee resistance and build commitment
for the implementation.
The local leaders selected individuals to make up a
Change Agent Net work they served as peer
champions.
29. Question: I have the skills and
knowledge to effectively
complete my tasks