Change Management V.1
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Change management is the process of managing the human aspect of business changes to effectively implement changes within a company's social structure. It works to translate business changes into reality in a sustainable way, helps individuals understand what changes mean for them, and uses creativity to reduce uncertainty when ambiguity exists. An effective change practitioner clarifies intentions, tests courage, uses both logical and creative thinking, manages perceptions of weirdness, and reduces anxiety.
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- The McKinsey 7S model which examines seven internal elements of an organization: strategy, structure, systems, shared values, style, staff, and skills.
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Running head CHANGE MANAGEMENT 1CHANGE MANAGEMENT 2.docx
Running head: CHANGE MANAGEMENT
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CHANGE MANAGEMENT
2
Change Management
Tiffine C. Bourland
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Change Management
Organizational management encounters changes in daily basis, and the appropriate method of managing such changes must be adopted to ensure business continuity and that none of the employees is affected adversely by the change implemented. In managing teams, as a leader, some of the strategies to follow when implementing changes include such as the proper ways of addressing conflict when conducting Team Learning. This process of Team Learning entails aspects of ensuring that every member of the team participates and engages in the team’s activities effectively. The best exercise that was involved in Team Learning in acquiring the most out of the team was team building. This involved various activities that saw the different members engaging and participating together, since most of the activities held in team building required togetherness and unity (Lawrence, 2015).
In management, a way to ensure that each member of the fraternity is involved in an activity is necessary (Change Management Institute, 2013). This will ensure that unity is maintained within the given organization, for a positive change and development for better productivity. Most of the members reacted positively after the activity, with enhanced and positive attitudes towards the management and the entire change that was to be introduced. During the activity, some of the actions that most members engaged in were unplanned, in that they had to switch to the given activities when they were introduced. This fosters a quick adoption of a change within an organization, and ensures a warm reception of a positive change. In the planned activities, some members resorted to handling them with routine methods, while others sought different perspectives. This enhances creativity in solving problems and handling challenges within an organization.
References
Change Management Institute. (2013). The effective change manager: The change management body of knowledge.
Lawrence, P. R. (2015). Leading change: How successful leaders approach change management.
Running head: CHANGE MANAGEMENT
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CHANGE MANAGEMENT
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An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9
Slide *
Chapter 9
Employee Empowerment and Interpersonal Interventions
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9
Slide *
Learning ObjectivesRecognize need for employee empowerment.Experience dynamics in communication.Practice giving and receiving feedback.Describe career life planning and stress management.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9
Slide *
Empowering the Individual
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An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9
Slide *
Empowering the Individual
(part 2 of 2)Helping organization members improve:Communications.Interpersonal skills.Managerial performance.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9
Slide *
Employee EmpowermentIndividual is one of critical elements in large-scale organizational change.Central to Empowerment.Delegation of power and decision-making to lower levels. Promulgation of shared vision of future.Engaging employees so they develop pride and responsibility.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9
Slide *
Empowerment (part 1 of 3)Employees more proactive and self-sufficient.Individual one of most critical elements in change.Purpose is to have individual’s purpose and vision congruent with organization’s.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9
Slide *
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This is the degree to which an innovation is perceived as difficult to
understand and use. New ideas that are simpler to understand are
adopted more rapidly than innovations that require the adopter to
develop new skills and understandings.
Trialability
The degree to which an innovation may be experimented with on a limited basis
“Can I try it out before I buy it?”
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Read more about The Open Group SA at http://www.opengroup.co.za/
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- Retailer TK, an international retailer headquartered in the UK, announced an organizational change in September 2011 to centralize internal services across its departments in Turkey.
- The change was meant to reduce labor costs by moving administrative functions like data entry and order processing to a centralized service center. It also aimed to allow employees to focus more on customer-facing activities.
- The centralization of internal services followed a model already implemented in Retailer TK's other European markets like Poland, Slovakia, and Hungary. The service center providing support to these countries was located in India.
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- 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
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This document outlines tools and processes for leading organizational change, including:
The Change Curve and Transition Curve, which help analyze where individuals are in accepting or resisting change. Force Field Analysis assesses forces for and against change. Stakeholder Mapping plots stakeholders' influence and support for change. A Communication Plan ensures the message is delivered through multiple channels. Coaching, trust-building and addressing concerns can move more people through the change process. Effective change leadership requires understanding individuals' perspectives, analyzing resistance, and guiding acceptance of change over time.
Running head CHANGE MANAGEMENT 1CHANGE MANAGEMENT 2.docx
Running head: CHANGE MANAGEMENT
1
CHANGE MANAGEMENT
2
Change Management
Tiffine C. Bourland
Business 4802
09/02/16
Change Management
Organizational management encounters changes in daily basis, and the appropriate method of managing such changes must be adopted to ensure business continuity and that none of the employees is affected adversely by the change implemented. In managing teams, as a leader, some of the strategies to follow when implementing changes include such as the proper ways of addressing conflict when conducting Team Learning. This process of Team Learning entails aspects of ensuring that every member of the team participates and engages in the team’s activities effectively. The best exercise that was involved in Team Learning in acquiring the most out of the team was team building. This involved various activities that saw the different members engaging and participating together, since most of the activities held in team building required togetherness and unity (Lawrence, 2015).
In management, a way to ensure that each member of the fraternity is involved in an activity is necessary (Change Management Institute, 2013). This will ensure that unity is maintained within the given organization, for a positive change and development for better productivity. Most of the members reacted positively after the activity, with enhanced and positive attitudes towards the management and the entire change that was to be introduced. During the activity, some of the actions that most members engaged in were unplanned, in that they had to switch to the given activities when they were introduced. This fosters a quick adoption of a change within an organization, and ensures a warm reception of a positive change. In the planned activities, some members resorted to handling them with routine methods, while others sought different perspectives. This enhances creativity in solving problems and handling challenges within an organization.
References
Change Management Institute. (2013). The effective change manager: The change management body of knowledge.
Lawrence, P. R. (2015). Leading change: How successful leaders approach change management.
Running head: CHANGE MANAGEMENT
1
CHANGE MANAGEMENT
2
Change Management
Tiffine C. Bourland
Business 4802
08/26/16
Change Management
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
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Slide *
Chapter 9
Employee Empowerment and Interpersonal Interventions
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
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An Experiential Approach to Organization Development 8th edition
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
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An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9
Slide *
Empowering the Individual
(part 2 of 2)Helping organization members improve:Communications.Interpersonal skills.Managerial performance.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9
Slide *
Employee EmpowermentIndividual is one of critical elements in large-scale organizational change.Central to Empowerment.Delegation of power and decision-making to lower levels. Promulgation of shared vision of future.Engaging employees so they develop pride and responsibility.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9
Slide *
Empowerment (part 1 of 3)Employees more proactive and self-sufficient.Individual one of most critical elements in change.Purpose is to have individual’s purpose and vision congruent with organization’s.
An Experiential Approach to Organization Development 8th edition
Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
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Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall
Chapter 9
Slide *
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Change Management V.1
- 1. Change Management 5 August 2011 Thierry Dumont 1
- 2. Change Management Change management is the process, tools and techniques to manage the people-side of business change to achieve the required business outcome, and to realizethat business change effectivelywithin the social infrastructure of the company 5 August 2011 Thierry Dumont 2
- 3. 3 principles Change management translates company business change in companyreality in a sustainableway Change management helpsindividuals and communities to makesenseof what change means for them (What’s in it for me, for us?) Change ambiguity/uncertaintyleads to use creativity and right brainapproach 5 August 2011 Thierry Dumont 3
- 4. Change FrameSeparation (Us vs Them) 5 August 2011 Thierry Dumont 4
- 5. Change FrameIntegration (Us vs Us) 5 August 2011 Thierry Dumont 5
- 6. 5 ways of a change practitioner Clarifyyour intention Test your courage Embarkyourleftand right brain Manage yourweirdness index Manage youranxiety 5 August 2011 Thierry Dumont 6