This document discusses three models of change management strategy for information systems (IS) specialists: the traditional IS model, the facilitator model, and the advocate model. The traditional model views technology as the driver of change and the IS specialist as an expert responsible only for technical matters. This can lead to reduced credibility and inhibit organizational change. The facilitator model sees people, not technology, as the drivers of change and positions the IS specialist as a facilitator of group processes to build user capacity. The advocate model positions the IS specialist as responsible for achieving organizational change through technology.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Talking Points and Agenda:
Why change management is important?
Brief about the book "who moved my cheese"
The Change Curve
Emotional intelligence and people reacting to change
Guidelines on how to adopt to change
How to tackle negative resistance
Examples of change management methodologies
Lewin's Model
Beckhard and Harris
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager and helps Supervisors understand their role during change.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project managementand business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles. https://bit.ly/3uYAr4X
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
This revision presentation provides an overview of the topic of change management in the context of business strategy. It highlights the main theories on change management including Lewin's Forcefield analysis as well as providing some examples of recent change management case studies
Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager and helps Supervisors understand their role during change.
Change Management concepts, tools and techniques and best practices are included. Besides, challenges and the role of leadership in change process also highlighted.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project managementand business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles. https://bit.ly/3uYAr4X
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Change happens to us every day.
As leaders, we need to know not only how to personally cope with change but also how to ensure that we lead our teams through the change, while all the time keeping them motivated and focused on success.
This Guide introduces Leaders to the foundations of leading through change; providing you with strategies for dealing with change personally, leading your team through the change as well as providing insights into managing the change itself.
This document was developed to assist a local government create a change management plan to upgrade processes and systems within their organization and to improve the efficiency of standard business practices.
Is change management tactical or strategic v6Gail Severini
Are you transforming your organization to outperform competition? Of course. What will make the difference between succeeding and failing? Between succeeding a lot or a little? You know the answers already. In this presentation, for the first time, I discuss the Outperform Model in the context of the role of change management.
Change Management for Strategy Execution & Sustainable ResultsClearAction
For an updated version of this presentation: https://www.slideshare.net/clearaction/change-management-for-strategy-execution-sustainable-results
How to implement new processes, technologies, and strategies with maximum engagement and minimal resistance. Applications to customer experience management, marketing operations, and any business challenge.
See https://ClearAction.com
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
When introducing Workday into your organization, how you manage change is critical to a successful transition. While change is most often driven from a technology perspective, a successful change management program should be focused on the impact to strategy, business processes, and people. Increasing user adoption of Workday and improving how work gets done within an organization requires an intentional investment of effort.
Determining Organizational Fit for Transformation SuccessCelonis
When a new technology is introduced into an organization, its adoption changes the internal dynamics of that organization. Even more so if the technology is inherently transformational, like Celonis.
Ensuring that an organization is a fit for Celonis is very different than taking best practices and putting them in place. It means understanding the current context of that organization, establishing a baseline of how Celonis fits in that context and then designing an organizational and operating model for Celonis that is both effective and actionable over the next several years within the specific context of that organization.
In this session, we will see how we determine organizational fit for Celonis, taking into consideration some of the main drivers we have observed from our most successful customers across different organizational setups.
Presenter:
Alessandro Petri, Senior Customer Success Manager, Celonis
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Presented by Maurizio Mancini of Exempio and Paul Ryan of OpenX. Listen to webinar here https://youtu.be/J9QYZIirIxg
Atlassian Webinar presented on June 16th, 2020.
Learn about Business Agility and OpenX's journey towards Business Agility.
Hamish Duff - Make or Break - ALGIM Nov 2015Hamish Duff
Exponential change brings a complex set of problems to our organisations - when we barely survive normal, linear change programmes. How will increasing rates of change affect you, and what strategies can you use to address this challenge?
The Executives Step-by-Step Guide to Leading a Large-Scale Agile TransformationLeadingAgile
This talk explores a safe, pragmatic, and repeatable formula for leading change in large organizations. The Holy Grail for an executive is to tie dollars spent and activities performed, to internal improvement metrics and ultimately improved business performance. We’ll start by discussing the elements of an agile transformation business case and how to identify a meaningful value proposition for change. Next we’ll consider how to assess the organization and build an agile transformation strategy and roadmap that encourages an iterative and incremental approach to change. Finally we’ll explore the metrics and controls that help you know if you’re on the right track. Throughout the presentation, we’ll explore the change management and engagement techniques necessary to make sure you are building meaningful organizational support as you engage the enterprise. We’ll discuss how to build and execute a change management strategy to keep everyone safe and informed throughout the transformation. We’ll show how to sustain and improve the changes over time, ultimately creating an organizational ecosystem where business agility is part of the fundamental DNA of the company. The goal of this talk is to take the magic out of agile transformation and show you how to systematically and planfully introduce agile into your organization.
TSI - 2015 service offering emphasizing TECHNOLOGY EXPERTISEDan Feely
TSI - 2015 service offering emphasizing TECHNOLOGY EXPERTISE
This is TSI's Service Offering that highlights how we help growing organizations with their most important technology strategy challenges.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
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Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
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Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
9. Why do IS specialists need to
become better agents of
organizational change?
10. Reasons
• Change Agentry will become a large part of IS
work
• To improve IS specialist credibility
11. Reasons
• Change Agentry will become a large part of IS
work
• To improve IS specialist credibility
12. Reasons
• Change Agentry will become a large part of IS
work
• To improve IS specialist credibility
13. Two Basic Issues
Substantial disagreement in theory and practice
about what is means to be “an agent of
organizational change”
14. Two Basic Issues (cont’d)
• Change agent roles grow out of, and are maintained
by, various structural conditions
o Structural conditions are social and economic arrangements, e.g. reporting
relationships and policies, that influence the processes of IS work
15. Change agentry models
• Traditional IS Change-Agent Model
o Role Orientation
o Consequences
o Structural Conditions
• The Facilitator Model
• The Advocate Model
18. Role Orientation
IS specialists don’t have to ‘do’ anything to make
change other than build systems or install
technology
19. Role Orientation
• The specific goals of technical change should
be set by others, usually organizational
managers.
• NO responsible for achieving change or
improvements in organizational performance
20. Role Orientation
EXPE
RT
Technical matter
in Business matter
Behavioral issues
involving the use of
systems.
22. Many IT failures
‘Implementation’ problems
rather than technical problems
23. Many IT failures
We’re [the IS group is] a common carrier – we make
no guarantees about data quality. As for the problem
of obsolescence, if they [the users] don’t know it by
now it is not my job to tell them. (Orlikowski and Gash,
1994)
25. Consequences
IS inhibiting change
• Block organizational change rather than promote it
• Technical change creates problems and
vulnerabilities
26. Consequences
IS inhibiting change
• Block organizational change rather than promote it
• Technical change creates problems and
vulnerabilities
• Increases in workload and working hours
27. Consequences
Reduced IS credibility
Change agents may have low credibility because
clients perceive them to be ‘heterophilous’ (different
in background, beliefs systems, interests) (Rogers,
1995) or to lack ‘value congruence’ (Sitkin and Roth,
1993)
28. Feel good when
expertise is used.
Distrust & Withold Data
Incorrect diagnoses and
solutions
Lack commitment to
implementing solutions
29. Resistance is often people’s reaction to the change
agents, not necessarily to the change itself. (Lawrence
(1969) )
30. Structural conditions
• IS is sole-source provider of services
• Clients have limited technical and sourcing
options
• IS has ‘staff’ function
• IS is centralized, responsible for many clients
• IS builds systems
Compatible
with role
orientation
• Systems are bought, not built
•Outsourcing IS
• Decentralized IS
• New technologies that demand different
‘implementation’ activities
Incompatib
le with role
orientation
31. Structural conditions
• IS is sole-source provider of services
• Clients have limited technical and sourcing
options
• IS has ‘staff’ function
• IS is centralized, responsible for many clients
• IS builds systems
Compatible
with role
orientation
• Systems are bought, not built
•Outsourcing IS
• Decentralized IS
• New technologies that demand different
‘implementation’ activities
Incompatib
le with role
orientation
32. Structural conditions
• IS is sole-source provider of services
• Clients have limited technical and sourcing
options
• IS has ‘staff’ function
• IS is centralized, responsible for many clients
• IS builds systems
Compatible
with role
orientation
• Systems are bought, not built
•Outsourcing IS
• Decentralized IS
• New technologies that demand different
‘implementation’ activities
Incompatib
le with role
orientation
33. Structural conditions
• IS is sole-source provider of services
• Clients have limited technical and sourcing
options
• IS has ‘staff’ function
• IS is centralized, responsible for many clients
• IS builds systems
Compatible
with role
orientation
• Systems are bought, not built
•Outsourcing IS
• Decentralized IS
• New technologies that demand different
‘implementation’ activities
Incompatib
le with role
orientation
34. Structural conditions
• IS is sole-source provider of services
• Clients have limited technical and sourcing
options
• IS has ‘staff’ function
• IS is centralized, responsible for many clients
• IS builds systems
Compatible
with role
orientation
• Systems are bought, not built
•Outsourcing IS
• Decentralized IS
• New technologies that demand different
‘implementation’ activities
Incompatib
le with role
orientation
35. Structural conditions
• IS is sole-source provider of services
• Clients have limited technical and sourcing
options
• IS has ‘staff’ function
• IS is centralized, responsible for many clients
• IS builds systems
Compatible
with role
orientation
• Systems are bought, not built
•Outsourcing IS
• Decentralized IS
• New technologies that demand different
‘implementation’ activities
Incompatib
le with role
orientation
36. Structural conditions
• IS is sole-source provider of services
• Clients have limited technical and sourcing
options
• IS has ‘staff’ function
• IS is centralized, responsible for many clients
• IS builds systems
Compatible
with role
orientation
• Systems are bought, not built
•Outsourcing IS
• Decentralized IS
• New technologies that demand different
‘implementation’ activities
Incompatib
le with role
orientation
37. Structural conditions
• IS is sole-source provider of services
• Clients have limited technical and sourcing
options
• IS has ‘staff’ function
• IS is centralized, responsible for many clients
• IS builds systems
Compatible
with role
orientation
• Systems are bought, not built
•Outsourcing IS
• Decentralized IS
• New technologies that demand different
‘implementation’ activities
Incompatib
le with role
orientation
38. Structural conditions
• IS is sole-source provider of services
• Clients have limited technical and sourcing
options
• IS has ‘staff’ function
• IS is centralized, responsible for many clients
• IS builds systems
Compatible
with role
orientation
• Systems are bought, not built
•Outsourcing IS
• Decentralized IS
• New technologies that demand different
‘implementation’ activities
Incompatib
le with role
orientation
41. Role Orientation
Intervene in (facilitate) group
and organizational processes in
ways intended to increase
the capacity and skills
of the clients to create
change
42. Facilitator
‘So long as they act effectively, facilitators are not
responsible for the group’s ineffective behavior or its
consequences’ (Schwarz, 1994).
45. Why might IS specialists benefit
from moving in the direction of the
facilitator model?
46. Consequences
Greater attention to building user capacity
might increase project success and IS credibility
o Provide full valid information about the alternatives
o Encourage open discussion
47. Consequences
IS has responsibility for IT education and training for
clients/users and ensure the training is done right
49. Structural conditions
• Avoidance of expertise displays
• Non-member status
• Lack of line or staff authority over
people or performance, not responsible
for business result
Compatible
with role
orientation
• Valuable expertise in technical or
business subject matters
• Staff control over clients’ processes,
decisions, behaviors
• Authority for technical outcomes
Incompatib
le with role
orientation
50. Structural conditions
• Avoidance of expertise displays
• Non-member status
• Lack of line or staff authority over
people or performance, not responsible
for business result
Compatible
with role
orientation
• Valuable expertise in technical or
business subject matters
• Staff control over clients’ processes,
decisions, behaviors
• Authority for technical outcomes
Incompatib
le with role
orientation
51. Structural conditions
• Avoidance of expertise displays
• Non-member status
• Lack of line or staff authority over
people or performance, not responsible
for business result
Compatible
with role
orientation
• Valuable expertise in technical or
business subject matters
• Staff control over clients’ processes,
decisions, behaviors
• Authority for technical outcomes
Incompatib
le with role
orientation
52. Structural conditions
• Avoidance of expertise displays
• Non-member status
• Lack of line or staff authority over
people or performance, not responsible
for business result
Compatible
with role
orientation
• Valuable expertise in technical or
business subject matters
• Staff control over clients’ processes,
decisions, behaviors
• Authority for technical outcomes
Incompatib
le with role
orientation
53. Structural conditions
• Avoidance of expertise displays
• Non-member status
• Lack of line or staff authority over
people or performance, not responsible
for business result
Compatible
with role
orientation
• Valuable expertise in technical or
business subject matters
• Staff control over clients’ processes,
decisions, behaviors
• Authority for technical outcomes
Incompatib
le with role
orientation
54. Structural conditions
• Avoidance of expertise displays
• Non-member status
• Lack of line or staff authority over
people or performance, not responsible
for business result
Compatible
with role
orientation
• Valuable expertise in technical or
business subject matters
• Staff control over clients’ processes,
decisions, behaviors
• Authority for technical outcomes
Incompatib
le with role
orientation
56. Role orientation
• Focuses on inspiring organizational
members to embrace IT-enabled
organizational change.
• Uses any means including overt
persuasion, covert manipulation, symbolic
communication, and sometimes exercise
of formal power to effect desired
change.
57. Role orientation
• Focuses on inspiring organizational
members to embrace IT-enabled
organizational change.
• Uses any means including overt
persuasion, covert manipulation, symbolic
communication, and sometimes exercise
of formal power to effect desired
change.
58. Consequences
• Effectively understand what users want and
what they need
• Emphasis on communication
o Induce improvement on credibility
o Enhances interoperability between departments
• Fit the issues of IT infrastructure
o consensus decision-making approach may result in the optimal
organizational result
59. Structural conditions
•No formal managerial authority and no
delegated control
• Line authority over the change targets and
responsibility for achieving business outcome
•Occupy staff positions in the organizations for
which change targets work
Compatible
with role
orientation
•Absence of managerial authority over target
• Staff control over target’s processes, decisions,
behavior
Incompatib
le with role
orientation
60. Implications
• IS specialist have different levels of skill in client
contact & involvement in bringing organizational
change
• Suggestions:
o Intellectually familiar with, behaviorally skilled in, and highly adaptable to the
3 models
o To increase credibility and contribute to organizational success with IT
61. Traditional
IS model
•Technology causes change
•IS specialist has no change responsibilities beyond building technology
•Specialist is not responsible for achieving change or improvements in organizational
performance
•View themselves as technical expert
Facilitator
model
•Clients make change using technology
•Facilitator promotes change by helping increase clients 'capacity for change
•Facilitator does not hold self responsible for change or improvements in organizational
performance but clients are
•View themselves as experts in process, not content
Advocate
model
•People, including the change advocate, make change
•Advocate increases targets’ awareness of the need for change by using communication,
persuasion, shock, manipulation, power
•Advocate and change targets are responsible for change and performance improvement