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.
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.
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
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.
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.
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.
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
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.
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.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
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
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.
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
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.
Workplace Change and Transition by Catherine AdenleCatherine Adenle
Is your company currently undergoing major changes that will affect you or the staff in your organization? These changes are probably in response to the evolving needs of customers. They are made possible because of the change in economy, telecommunications and digital technology. And you can expect that they will result in significant reorganisation, improvements and profitability--all will result in success that all employees will share in future but navigating the change curve for you and others will be challenging. This presentation will provide tools and resources to help you cope with the change.
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
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.
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
An introductory presentation for beginnners to Twitter reviewing how to get an account, where to find followers, anatomy of a tweet, best practices, third-party apps that are absolutely necessary and everything you need to get started on Twitter.
There are many benefits that training can have on your organization, including lower workforce churn, increased employee productivity and greater income generation. However, the true ROI (Return on Investment) of training is often considered difficult and costly to define and capture.
This TMA World has developed a process that captures the positive impact of training, to ensure your organization achieves a return on investment.
Personal Branding is the process of identifying the unique and differentiating value that you can bring to an organization.
Articulate (visual & verbally) your value is your key to a successful career.
Measuring Roi Of Training & Development Ravinder TulsianiRavinder Tulsiani
How to calcluate the return on learning investment (ROI). Companies allocate certain amount of funds and resources to the training budget, what they want to see is how the training impacts their core business objectives (eg. growth, reduce risk etc...) Learn how…
Brand You - Intro to Personal branding, Using social media to brand yourself ...Milena Regos
I gave this presentation to Sierra Nevada College students who are graduating in a month and need to find a job. I used real life examples from people whom I respect. I outlined a personal brand plan for them and gave them tactics they can use to start working on their personal brand, as simple as get a good email address. Yes, surprisingly, they don't even teach them that in school!
Developing students’ employability skills through social mediaSue Beckingham
This session will demonstrate the importance of embedding the use of social media and technology within the curriculum to develop a range of graduate attributes and employability skills. Examples will be shared of how students can develop:
authentic learning experiences to develop confident digital communication and collaboration skills
ways to engage with employers through social media through professional social networking
students' digital capabilities (Jisc 2015) awareness of the importance of lifelong learning and becoming a digital lifewide learner (Beckingham 2015) employability skills which include social skills such as communication and teamwork which increasingly in the workplace is also taking place online.
It is important that the constant evolution of social media is understood (Beckingham, Purvis and Rodger 2015), and that students are given authentic learning experiences to allow them to learn how to use the affordances of these digital spaces in a professional context. Active listening and curation; online collaboration and communication; creativity and the ability to create digital resources using multimedia; and digital connectedness, are all skills that can be developed further through participation of digital activities set in the context of the students discipline. The ubiquitous use of mobile technology opens numerous opportunities for students to use their own devices for learning Nerantzi and Beckingham (2015).
Why is this important?
The annual survey produced by the CBI (Confederation of British Industry) considers employers' requirements for graduate skills and highlight the dissatisfaction that employers feel over graduates' preparedness for the workplace. Over half of businesses (55%) were not confident there will be enough people available in the future with the necessary skills to fill their high-skilled jobs (CBI 2015:6) and noted that "Businesses look first and foremost for graduates with the right attitudes and aptitudes to enable them to be effective in the workplace – nearly nine in ten employers (89%) value these above factors such as degree subject (62%)." (CBI 2015:56).
Key areas of concern in this report were communication and team working skills. In today's digital age these skills need to be demonstrated confidently both face to face and online. Increasingly the first contact an employer makes with a prospective candidate is online. Particular attention should therefore also be given to the development of a professional online presence.
Participants will also have the opportunity to share and discuss their own use of social media and technology to develop employability skills.
Do your stakeholders want to see evidence of the program's impact?
By knowing what works in your learning portfolio, you can repeat successes and eliminate ineffective programs. This method is based on the work of Donald L. Kirkpatrick, Dr J. Phillips, Robert Brinkerhoff and Josh Bersin.
"Credible, data-driven and actionable reporting of your training impact and talent programs are critical for making right investment decisions."
www.greenbookslearning.com
Cultivating A Thriving Organizational Culture-by-Ravinder-Tulsiani.pptxRavinder Tulsiani
In a rapidly evolving business landscape, the role of organizational culture cannot be overstated. A vibrant culture can be a beacon that guides every facet of an organization, fostering a workplace that is not only productive but also inclusive, innovative, and adaptable. Here, we explore five key elements that can help organizations cultivate a culture that embodies shared values, inclusivity, innovation, adaptability, and strong leadership.
A proposal to standardize the on-the-job training portion (aka practicum) of the on-boarding process. While theory part is consistent, the practical part varies based on the trainer onsite. The proposal was to accredit them and standardize the process.
30-60-90 Day Action Plan for New Managers OnboardingRavinder Tulsiani
New managers have a lot to learn. This action plan is designed to help new managers focus on the 3 elements: people, process and product and helps them prioritize areas of emphasis in the first 30, 60, 90 days. see ravindertulsiani.net
Learning Strategy Presentation By Ravinder TulsianiRavinder Tulsiani
This presentation covers:
- different approaches to training
- benefits of training
- understanding adult learning theory
- motivating adult learning
- learning deployment strategies
Business etiquette is made up of significantly more important things than knowing which fork to use at lunch with a client. Etiquette is about presenting yourself with the kind of polish that shows you can be taken seriously. Etiquette is also about being comfortable around people (and making them comfortable around you!)
Part of being an effective instructor involves understanding how adults learn best. Compared to children and teens, adults have special needs and requirements as learners.
Business Presentation Tips For Managers By Ravinder TulsianiRavinder Tulsiani
Creating effective and successful business presentations takes practice, these presentation tips should help you get well on the way to being a successful ...
Coaching For Pinacle Performance By Ravinder TulsianiRavinder Tulsiani
Coaching is increasingly recognized as a methodology for creating more effective conversations, for assessing and reformulating values and goals and reaching solutions.
4. Forces for Change... Electronic commerce Virtual organizations Digital convergence “ Knowledge economy” ... are transforming the world of business Mergers & acquisitions Privatizations A-2 “ Information Superhighway”
5. Rate of Success in Change Efforts Not Very Successful Very Successful Moderately Successful Too soon to tell Unsure 33% 27% 27% 9% 4%
13. Force Field Analysis Model Current Situation Restraining Forces for Change Driving Forces for Change
14. Force Field Analysis Model Strengthening or adding driving forces Removing or reducing restraining forces Changing the direction of some of the forces Change
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16. Resistance to Change Source: Information Week, June 20, 1994 Limitations of Existing Systems Lack of Executive Commitment Lack of Executive Champion Unrealistic Expectations Lack of Cross-Functional Team Inadequate Team and User Skills Technology Users Not Involved Project Charter Too Narrow Barriers to Change 20% 40% 60% 80% 100%
17. Individual Resistance Individual Resistance Habit Selective Information Processing Economic Factors Job Security Fear of the Unknown
18. Organizational Resistance Organizational Resistance Threat to Established Power Relationship Group Inertia Threat to Established Resource Allocations Structural Inertia Limited Focus of Change
22. Overcoming Resistance to Change Education and Communication Participation and Involvement Facilitation and Support Negotiation Manipulation and Cooptation Coercion Overcoming Resistance to Change
23. 2. Creating Vision of Change Constructing the Envisioned Future Bold and Valued Outcomes Desired Future State
24. 3. Developing Political Support Assessing Change Agent Power Identifying Key Stakeholders Influencing Stakeholders Developing Political Support
25. Roles in Organizational Change Change Sponsor Change Agents Change Target These are individuals or groups with the power to determine that a change will occur These are individuals or groups responsible for seeing that a previously determined change occurs These are individuals or groups who are asked to change something (knowledge, skills, or behavior) as a result of the change
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33. C - 6 Critical Skills of Change Agents Understands change dynamics Appreciates diversity Anticipates and manages resistance Understands power and influence Has high credibility Manages multiple tasks
34. 5. Sustaining Momentum Sustaining Momentum Providing Resource for Change Building a Support System for Change Agents Developing New Competencies and Skills Reinforcing New Behaviors Staying the Course
37. Culture Capacity Leadership Capacity Individual & Team Capacity Future State Current State Leading Designing Realizing Ending Exploring Beginning Leadership Capacity Individual & Team Capacity Change Architecture Communication Performance Management Cultural Capacity Organizational Transition Personal Transition Elements of Change Enablement
38. Change Architecture Communication Performance Management Organizational Transition Leadership Capacity Team & Individual Capacity Cultural Capacity Personal Transition Change Process Elements of Change Enablement
39. There is an explicit strategy and structure which define the nature and sequence of specific activities and resources required to facilitate the change process. Change Architecture Communication An infrastructure and plan is in place to build awareness of change goals, communicate progress toward attainment of these goals, and encourage collective ownership of the change process and outcomes. Change Enablement – Best Practices
40. Human Resources processes - recruiting, training, measuring and rewarding - are aligned to drive new behaviors in support of the business vision. Performance Management Change Enablement – Best Practices
41. Leaders’ values and behaviors are aligned with the business vision; leaders possess the skills to drive the change process to completion, and accept the responsibility for doing so Leadership Capacity Team & Individual Capacity Actions have been taken to increase individuals’ and teams’ ability to enact the business vision and operate effectively in the new environment. Change Enablement – Best Practices
42. The organization has assessed the alignment of the current culture with the change process and built new values and behaviors as appropriate to support it. Cultural Capacity Change Enablement – Best Practices
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44. End of Material If you find this presentation useful, please consider telling others about our site (www.TheCorporateTrainer.ca)
Editor's Notes
2 2 No longer a question of WHETHER changes are needed anymore, but whether they can keep pace with the need and leapfrog our competitors they’d better not be in the same business 5-10 years from now that they’re in today. they’d also better be the first, not the last, to know why, and the first to know what to do about it. Present organization is a good predictor of what will PREVENT you from developing the kind of organization you need -- Like all creatures, it has a vested interest in continuing to exist. In approaching change -- the model of unfreeze, transition, then refreeze worked well for many years -- and was okay for singular changes. Today’s and tomorrow’s challenges require a much more dynamic, and constant approach.
A typical question clients ask is “What is the profile of a successful change agent?” Although this is a very comprehensive list, it highlights some of the attributes or features of the kind of individuals that can successfully enable change in organizations. Refer participants to “Characteristics of Successful Change Agents” in their PG’s. Refer participants to “Change Agent Assessment” tool in the tool section of their PG’s. This tool helps us assess the difference between “Technical Experts” and “Change Facilitators.” It could be used as a self-assessment tool or as a mechanism to provide client personnel feedback on their skills as “Change Agents.”