This document provides an overview of decision making strategies and change management models. It defines decision making and describes different types of decisions. It explains Lewin's three-stage model of planned change which includes unfreezing, changing, and refreezing. It also differentiates between business process re-engineering, technological change, and incremental change. Finally, it identifies internal and external pressures that drive organizations to adapt and evolve.
The document discusses managing organizational change. It begins by stating that change is inevitable for organizations to adapt and survive in a changing business world. It emphasizes the importance of effective communication with employees to explain the reasons for change and gain their commitment. It also stresses that leadership plays a key role in managing change successfully by defining a clear organizational culture, vision, and path forward. Resistance to change is also addressed, with the main causes being fear of the unknown, loss of control, and uncertainty about the effects and process of change. Overall, the document outlines some of the main challenges in managing organizational change and highlights the significance of communication, leadership, and addressing employee resistance.
Organization Development (OD) is a planned process for improving organizational effectiveness. It involves planned interventions using behavioral science knowledge. Common OD interventions include team building, management training, setting goals and measurements. OD aims to increase organizational health by addressing both technical and human aspects of the organization through a collaborative, system-wide change process.
Organizational life cycles progress through predictable stages of birth, growth, decline, and death. As organizations grow, their culture, priorities, and complexity change. Models of organizational transformation focus on aligning key elements like environment, strategy, core processes, structure, systems, culture, leadership, and results. Decision making involves identifying and solving problems through programmed decisions with clear procedures or non-programmed decisions requiring novel solutions. Organizational learning and innovation/entrepreneurship can facilitate changes in behavior, attitudes, and management of change. Creativity in organizations involves unconscious scanning, intuition, insight, and logical formulation in developing new ideas and innovations.
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 and Managing Change as a ProcessRajlaxmi Bhosale
The process of causing a function , practice, or thing to become different somehow compared to what it is at present or what it was in the past.Types of Changes Understanding Change Management.Understanding,Planning and Implementing Change
Health 2.0 pre ga slides day 1 & change managementSalmaan Sana
The document discusses leading organizational change and includes the following key points:
1. It outlines Kotter's 8 steps for leading change including creating urgency, forming a coalition, developing a vision, communicating the vision, empowering action, creating short-term wins, building on change, and anchoring new approaches.
2. It discusses the 4 phases of a change process: alertness, understanding, acceptance, and action and the role of change leaders in each phase.
3. It identifies the different roles in a change team including problem knowers, problem solvers, resource controllers, and decision makers.
This document provides an overview of organizational change and development. It discusses various models of change including evolutionary, revolutionary, planned change and Ferguson's four types of change. It also covers change drivers, strategies for change management, the CDS model of change, force field analysis, and steps in change management. Principles of change management and how to reduce resistance to change are also summarized.
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
The document discusses managing organizational change. It begins by stating that change is inevitable for organizations to adapt and survive in a changing business world. It emphasizes the importance of effective communication with employees to explain the reasons for change and gain their commitment. It also stresses that leadership plays a key role in managing change successfully by defining a clear organizational culture, vision, and path forward. Resistance to change is also addressed, with the main causes being fear of the unknown, loss of control, and uncertainty about the effects and process of change. Overall, the document outlines some of the main challenges in managing organizational change and highlights the significance of communication, leadership, and addressing employee resistance.
Organization Development (OD) is a planned process for improving organizational effectiveness. It involves planned interventions using behavioral science knowledge. Common OD interventions include team building, management training, setting goals and measurements. OD aims to increase organizational health by addressing both technical and human aspects of the organization through a collaborative, system-wide change process.
Organizational life cycles progress through predictable stages of birth, growth, decline, and death. As organizations grow, their culture, priorities, and complexity change. Models of organizational transformation focus on aligning key elements like environment, strategy, core processes, structure, systems, culture, leadership, and results. Decision making involves identifying and solving problems through programmed decisions with clear procedures or non-programmed decisions requiring novel solutions. Organizational learning and innovation/entrepreneurship can facilitate changes in behavior, attitudes, and management of change. Creativity in organizations involves unconscious scanning, intuition, insight, and logical formulation in developing new ideas and innovations.
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 and Managing Change as a ProcessRajlaxmi Bhosale
The process of causing a function , practice, or thing to become different somehow compared to what it is at present or what it was in the past.Types of Changes Understanding Change Management.Understanding,Planning and Implementing Change
Health 2.0 pre ga slides day 1 & change managementSalmaan Sana
The document discusses leading organizational change and includes the following key points:
1. It outlines Kotter's 8 steps for leading change including creating urgency, forming a coalition, developing a vision, communicating the vision, empowering action, creating short-term wins, building on change, and anchoring new approaches.
2. It discusses the 4 phases of a change process: alertness, understanding, acceptance, and action and the role of change leaders in each phase.
3. It identifies the different roles in a change team including problem knowers, problem solvers, resource controllers, and decision makers.
This document provides an overview of organizational change and development. It discusses various models of change including evolutionary, revolutionary, planned change and Ferguson's four types of change. It also covers change drivers, strategies for change management, the CDS model of change, force field analysis, and steps in change management. Principles of change management and how to reduce resistance to change are also summarized.
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
MG743 Managing Employees, Professionals, and Teamsknaplund
This document provides guidance for managers on coaching employees through the change management process. It outlines key strategies and competencies required, including selecting an effective change management strategy, engaging senior management sponsorship, effective communication, understanding resistance to change, and sustaining change over time. The document also discusses assessing skills gaps and developing training plans to prepare both managers and employees for change.
This document provides an outline for a presentation on change management. It begins with an introduction to change management, defining it and discussing change agents and types of change. It then covers aims and targets of change management, principles of change management, and Kotter's eight steps for successful change. Finally, it discusses change processes and theories, the change management process, and managing resistance to change. The objectives are to define change management and discuss frameworks for managing organizational and personal change.
The document discusses organizational culture, change, and development. It defines organizational culture as the beliefs, values, and attitudes that influence employee behavior. Organizational change refers to altering major components like culture or technology. Change is often needed due to new leadership, structures, or technology. Organizational development is a planned, systematic change to values or operations to create growth. It follows a protocol communicated to employees with goals of ongoing improvement and better communication. The process involves identifying areas for improvement, investigating problems, and creating an action plan with communication and feedback. Organizational development helps organizations adjust to changes and function effectively.
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.
The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
This presentation will be talking about a part of organizational change theory known as the Carnegie school theory of organizational change.a theory that involve process of decision making, behavioral theory,and also with its limits involving uncertainty and ambiguity
Change management is a systematic approach to dealing with change at both the organizational and individual level. It involves adapting to change, controlling change, and effecting change. There are different types of change like structural, cost cutting, process, and cultural change. There are also two main theories of change - Theory E which focuses on rapid shareholder value and cost cutting, and Theory O which emphasizes employee participation and building bonds between the enterprise and employees. For change to be successful, an organization needs to be change-ready by having respected leaders, personally motivated employees, and a non-hierarchical collaborative culture. Key steps to managing change include assessing change-readiness, developing participative approaches, giving employees a voice, and driving out fear.
Chapter 6 - Managing Change: Innovation and Diversitydpd
The document discusses managing change and diversity in organizations. It identifies different types of change, sources of resistance to change, and ways to overcome resistance. It also discusses diversity, innovation, and organizational development interventions like team building, process consultation, forcefield analysis, and survey feedback that are used to implement change.
BA 361 lecture ch 16 p.396-403; 405-406; 409-414.pptDr. Vartika Dutta
This document discusses forces of change that organizations face both internally and externally. It also covers models of planned organizational change including Lewin's change model and Kotter's 8 steps for leading change. Resistance to change is examined by looking at reasons why people resist change and strategies for overcoming resistance such as participation, education, negotiation, and facilitation.
Organizational change is about reviewing and modifying management structures and business processes in response to internal and external forces. The document discusses several models and strategies for managing organizational change including Leavitt's model of change involving tasks, technology, structure and people. It also discusses different triggers for change including performance issues, new leadership, increased competition and technological developments. Key challenges for implementing change include communicating vision, following new practices, and balancing individual, functional and company needs during change.
Organizational development (OD) involves applying social science techniques to plan organizational changes aimed at improving effectiveness and developing individuals, with underlying values including concern for science, democratic principles, and helping relationships. Common OD interventions include relationship techniques like team building and survey feedback, as well as structural techniques like job redesign and management by objectives. The basic OD model involves diagnosing an organization's situation, introducing interventions, monitoring progress through feedback to facilitate planned and continuous improvement.
20 Rules of Change Management in Organizations by Catherine AdenleCatherine Adenle
20 Rules of Change Management in Organizations.
When implementing change, no two organizations are the same, nor is there a ’one-size-fits-all’ approach because each organisation is different in structure, size, vision, culture, business needs and most all, each change management is different. However, despite the range of approaches to change management, there are common guidelines for delivering a successful change. The content of this presentation is intended as a tool to facilitate best practice of change management, thereby guide the actions that will result to successful change.
Organisational Development InterventionsGheethu Joy
There are three main types of organizational development interventions: individual, group, and organizational. The document outlines several examples of interventions for each type. An effective OD intervention process involves entering and contracting, diagnosis, designing the intervention, leading and managing change, and evaluating and institutionalizing the changes. Interventions can be categorized into four buckets: human process, strategic, human resource management, and technostructural. Organizations should be able to identify the need for interventions early to address issues with minimal effort before they escalate.
OD Employee Engagement and Orgn CulturePhanesh A.S.
This document discusses organizational development, with a focus on employee engagement and organizational culture. It provides definitions and background on key concepts like organizational development, employee engagement, and theories of planned organizational change. Some of the main points covered include:
- Organizational development aims to increase organizational effectiveness and is a planned, systematic process using behavioral science knowledge.
- Employee engagement refers to an employee's commitment and involvement in an organization, and is important for retaining talent and driving performance.
- Several models of organizational change and development are discussed, including Kurt Lewin's action research model, the Burke-Litwin model of transformational vs transactional factors, and the Porras and Robertson model focusing on work setting factors.
1) Change management is important for organizations to adapt to changing market conditions and customer needs. When organizations are inflexible, competitors can take their customers and profits.
2) While organizations may not want change, people within organizations are the ones that need to change. Change management focuses on getting people on board with changes.
3) Managers need good change management skills to recognize problems, adjust processes accordingly, and make changes an easier process for the organization.
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.
Organizational development (OD) aims to expand knowledge and effectiveness for organizational change and performance. The key concepts of OD theory are organizational climate, culture, and strategy. Organizational climate refers to a company's unique personality while culture comprises shared assumptions, values, and beliefs. Organizational strategy involves long-term goals and a strategic plan. The process of OD involves diagnosis, action planning, intervention, and evaluation.
This document discusses various types of financial ratios used in ratio analysis. It defines ratio analysis as a technique used to interpret financial statements and help with decision making. It then covers different types of ratios including liquidity ratios, activity ratios, solvency ratios, profitability ratios, market test ratios, and leverage ratios. For each type of ratio, it provides examples of specific ratios calculated like current ratio, inventory turnover ratio, debt-to-equity ratio, return on equity, and capital gearing ratio. It also explains how to calculate and interpret each ratio.
This document provides guidelines for the proper use and documentation requirements for a school's MOOE (Maintenance and Other Operating Expenses) budget according to DepEd Order No. 008 and the Commission on Audit / Department of Budget and Management Joint Circular No. 2019-1. It outlines acceptable expenses under MOOE which include funding the school improvement plan, graduation activities, teaching supplies, minor repairs, and semi-expendable items under 50,000 pesos. The document also lists the required documentation for different types of MOOE expenses such as purchases, travel reimbursements, labor costs, and utilities. Proper liquidation of MOOE funds must be done through the PrAMIS system.
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MG743 Managing Employees, Professionals, and Teamsknaplund
This document provides guidance for managers on coaching employees through the change management process. It outlines key strategies and competencies required, including selecting an effective change management strategy, engaging senior management sponsorship, effective communication, understanding resistance to change, and sustaining change over time. The document also discusses assessing skills gaps and developing training plans to prepare both managers and employees for change.
This document provides an outline for a presentation on change management. It begins with an introduction to change management, defining it and discussing change agents and types of change. It then covers aims and targets of change management, principles of change management, and Kotter's eight steps for successful change. Finally, it discusses change processes and theories, the change management process, and managing resistance to change. The objectives are to define change management and discuss frameworks for managing organizational and personal change.
The document discusses organizational culture, change, and development. It defines organizational culture as the beliefs, values, and attitudes that influence employee behavior. Organizational change refers to altering major components like culture or technology. Change is often needed due to new leadership, structures, or technology. Organizational development is a planned, systematic change to values or operations to create growth. It follows a protocol communicated to employees with goals of ongoing improvement and better communication. The process involves identifying areas for improvement, investigating problems, and creating an action plan with communication and feedback. Organizational development helps organizations adjust to changes and function effectively.
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.
The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
This presentation will be talking about a part of organizational change theory known as the Carnegie school theory of organizational change.a theory that involve process of decision making, behavioral theory,and also with its limits involving uncertainty and ambiguity
Change management is a systematic approach to dealing with change at both the organizational and individual level. It involves adapting to change, controlling change, and effecting change. There are different types of change like structural, cost cutting, process, and cultural change. There are also two main theories of change - Theory E which focuses on rapid shareholder value and cost cutting, and Theory O which emphasizes employee participation and building bonds between the enterprise and employees. For change to be successful, an organization needs to be change-ready by having respected leaders, personally motivated employees, and a non-hierarchical collaborative culture. Key steps to managing change include assessing change-readiness, developing participative approaches, giving employees a voice, and driving out fear.
Chapter 6 - Managing Change: Innovation and Diversitydpd
The document discusses managing change and diversity in organizations. It identifies different types of change, sources of resistance to change, and ways to overcome resistance. It also discusses diversity, innovation, and organizational development interventions like team building, process consultation, forcefield analysis, and survey feedback that are used to implement change.
BA 361 lecture ch 16 p.396-403; 405-406; 409-414.pptDr. Vartika Dutta
This document discusses forces of change that organizations face both internally and externally. It also covers models of planned organizational change including Lewin's change model and Kotter's 8 steps for leading change. Resistance to change is examined by looking at reasons why people resist change and strategies for overcoming resistance such as participation, education, negotiation, and facilitation.
Organizational change is about reviewing and modifying management structures and business processes in response to internal and external forces. The document discusses several models and strategies for managing organizational change including Leavitt's model of change involving tasks, technology, structure and people. It also discusses different triggers for change including performance issues, new leadership, increased competition and technological developments. Key challenges for implementing change include communicating vision, following new practices, and balancing individual, functional and company needs during change.
Organizational development (OD) involves applying social science techniques to plan organizational changes aimed at improving effectiveness and developing individuals, with underlying values including concern for science, democratic principles, and helping relationships. Common OD interventions include relationship techniques like team building and survey feedback, as well as structural techniques like job redesign and management by objectives. The basic OD model involves diagnosing an organization's situation, introducing interventions, monitoring progress through feedback to facilitate planned and continuous improvement.
20 Rules of Change Management in Organizations by Catherine AdenleCatherine Adenle
20 Rules of Change Management in Organizations.
When implementing change, no two organizations are the same, nor is there a ’one-size-fits-all’ approach because each organisation is different in structure, size, vision, culture, business needs and most all, each change management is different. However, despite the range of approaches to change management, there are common guidelines for delivering a successful change. The content of this presentation is intended as a tool to facilitate best practice of change management, thereby guide the actions that will result to successful change.
Organisational Development InterventionsGheethu Joy
There are three main types of organizational development interventions: individual, group, and organizational. The document outlines several examples of interventions for each type. An effective OD intervention process involves entering and contracting, diagnosis, designing the intervention, leading and managing change, and evaluating and institutionalizing the changes. Interventions can be categorized into four buckets: human process, strategic, human resource management, and technostructural. Organizations should be able to identify the need for interventions early to address issues with minimal effort before they escalate.
OD Employee Engagement and Orgn CulturePhanesh A.S.
This document discusses organizational development, with a focus on employee engagement and organizational culture. It provides definitions and background on key concepts like organizational development, employee engagement, and theories of planned organizational change. Some of the main points covered include:
- Organizational development aims to increase organizational effectiveness and is a planned, systematic process using behavioral science knowledge.
- Employee engagement refers to an employee's commitment and involvement in an organization, and is important for retaining talent and driving performance.
- Several models of organizational change and development are discussed, including Kurt Lewin's action research model, the Burke-Litwin model of transformational vs transactional factors, and the Porras and Robertson model focusing on work setting factors.
1) Change management is important for organizations to adapt to changing market conditions and customer needs. When organizations are inflexible, competitors can take their customers and profits.
2) While organizations may not want change, people within organizations are the ones that need to change. Change management focuses on getting people on board with changes.
3) Managers need good change management skills to recognize problems, adjust processes accordingly, and make changes an easier process for the organization.
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.
Organizational development (OD) aims to expand knowledge and effectiveness for organizational change and performance. The key concepts of OD theory are organizational climate, culture, and strategy. Organizational climate refers to a company's unique personality while culture comprises shared assumptions, values, and beliefs. Organizational strategy involves long-term goals and a strategic plan. The process of OD involves diagnosis, action planning, intervention, and evaluation.
Similar to Decision Making Strategies Standards as Related to Change_Magbatoc.pptx (20)
This document discusses various types of financial ratios used in ratio analysis. It defines ratio analysis as a technique used to interpret financial statements and help with decision making. It then covers different types of ratios including liquidity ratios, activity ratios, solvency ratios, profitability ratios, market test ratios, and leverage ratios. For each type of ratio, it provides examples of specific ratios calculated like current ratio, inventory turnover ratio, debt-to-equity ratio, return on equity, and capital gearing ratio. It also explains how to calculate and interpret each ratio.
This document provides guidelines for the proper use and documentation requirements for a school's MOOE (Maintenance and Other Operating Expenses) budget according to DepEd Order No. 008 and the Commission on Audit / Department of Budget and Management Joint Circular No. 2019-1. It outlines acceptable expenses under MOOE which include funding the school improvement plan, graduation activities, teaching supplies, minor repairs, and semi-expendable items under 50,000 pesos. The document also lists the required documentation for different types of MOOE expenses such as purchases, travel reimbursements, labor costs, and utilities. Proper liquidation of MOOE funds must be done through the PrAMIS system.
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This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
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How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
2. Objectives:
1. Define decision making;
2. Understand different types of decisions;
3. Explain change management models;
4. Describe Lewin’s three-stage model of planned change;
5. Differentiate between business process re-engineering,
technological change, and incremental change and;
6. Identify the internal and external pressures for change, which drive
organizations to adapt and evolve.
4. What Is Decision Making?
Decision making refers to making choices among
alternative courses of action—which may also
include inaction.
Decision making is the process of making
choices by identifying a decision, gathering
information, and assessing alternative
resolutions.
5. Here are some basic questions you can ask yourself to assess
the ethics of a decision.
Is this decision fair?
Will I feel better or worse about myself after I make this
decision?
Does this decision break any organizational rules?
Does this decision break any laws?
How would I feel if this decision was broadcast on the news?
6. Types of Decisions
programmed decisions-decisions that occur frequently
enough that we develop an automated response to them.
nonprogrammed decisions -decisions that are unique and
important which require conscious thinking, information
gathering, and careful consideration of alternatives.
7. Decision making can also be classified into three
categories based on the level at which they occur.
Strategic decisions set the course of organization.
Tactical decisions are decisions about how things
will get done.
Finally, operational decisions are decisions that
employees make each day to run the organization.
8.
9. Decision-making models designed to understand
and evaluate the effectiveness of nonprogrammed
decisions:
1. Rational
2. Bounded rational
3. Intuitive
4. Creative
10. The rational decision-making model describes a
series of steps that decision makers should
consider if their goal is to maximize the quality of
their outcomes. In other words, if you want to
make sure you make the best choice, going
through the formal steps of the rational decision-
making model may make sense.
12. Making “Good Enough” Decisions
The bounded rationality model of decision
making recognizes the limitations of our
decision-making processes. According to
this model, individuals knowingly limit
their options to a manageable set and
choose the best alternative without
conducting an exhaustive search for
alternatives.
13. Making Intuitive Decisions
The intuitive decision-making model has
emerged as an important decision-
making model. It refers to arriving at
decisions without conscious reasoning.
14. Making Creative Decisions
In addition to the rational decision
making, bounded rationality models,
and intuitive decision making, creative
decision making is a vital part of being
an effective decision maker. Creativity is
the generation of new, imaginative
ideas.
17. Ideas for Enhancing Organizational Creativity
Team Composition (Organizing/Leading)
Team Process (Leading)
Leadership (Leading)
Culture (Organizing)
18. Team Composition (Organizing/Leading)
Diversify your team to give them more inputs to
build on and more opportunities to create
functional conflict while avoiding personal
conflict.
Change group membership to stimulate new
ideas and new interaction patterns.
Leaderless teams can allow teams freedom to
create without trying to please anyone up front.
19. Team Process (Leading)
Engage in brainstorming to generate ideas—
remember to set a high goal for the number of ideas
the group should come up with, encourage wild ideas,
and take brainwriting breaks.
Use the nominal group technique in person or
electronically to avoid some common group process
pitfalls. Consider anonymous feedback as well.
Use analogies to envision problems and solutions.
20. Leadership (Leading)
Challenge teams so that they are engaged but
not overwhelmed.
Let people decide how to achieve goals, rather
than telling them what goals to achieve.
Support and celebrate creativity even when it
leads to a mistake. But set up processes to learn
from mistakes as well.
Model creative behavior.
21. Culture (Organizing)
Institute organizational memory so that individuals do not
spend time on routine tasks.
Build a physical space conducive to creativity that is playful
and humorous—this is a place where ideas can thrive.
Incorporate creative behavior into the performance appraisal
process.
22.
23. Change Management
Change management is defined as the methods and
manners in which a company describes and
implements change within both its internal and
external processes. This includes preparing and
supporting employees, establishing the necessary
steps for change, and monitoring pre- and post-
change activities to ensure successful implementation.
24. Change Management
Change management is a systematic approach to
dealing with the transition or transformation of an
organization's goals, processes or technologies. The
purpose of change management is to implement
strategies for effecting change, controlling change and
helping people to adapt to change. Such strategies
include having a structured procedure for requesting a
change, as well as mechanisms for responding to
requests and following them up.
28. Lewin’s Three-Stage Process of Change
One of the most useful frameworks in this area is the
three-stage model of planned change developed in the
1950s by psychologist Kurt Lewin.Lewin K. This model
assumes that change will encounter resistance. Therefore,
executing change without prior preparation is likely to lead
to failure.
30. Communicating a Plan for Change
Do people know what the change entails,
or are they hearing about the planned
changes through the grapevine or office
gossip? When employees know what is
going to happen, when, and why, they
may feel more comfortable.
UNFREEZE
31. Develop a Sense of Urgency
People are more likely to accept change if they feel that
there is a need for it. If employees feel their company is
doing well, the perceived need for change will be
smaller. Those who plan the change will need to make
the case that there is an external or internal threat to the
organization’s competitiveness, reputation, or
sometimes even its survival and that failure to act will
have undesirable consequences.
UNFREEZE
32. Building a Coalition
To convince people that change is needed, the
change leader does not necessarily have to
convince every person individually. In fact,
people’s opinions toward change are affected by
opinion leaders or those people who have a
strong influence over the behaviors and
attitudes of others.
UNFREEZE
33. Provide Support
Employees should feel that their needs are not ignored.
Therefore, management may prepare employees for
change by providing emotional and instrumental
support. Emotional support may be in the form of
frequently discussing the changes, encouraging
employees to voice their concerns, and simply
expressing confidence in employees’ ability to perform
effectively under the new system.
UNFREEZE
34. Allow Employees to Participate
Studies show that employees who participate in
planning change efforts tend to have more positive
opinions about the change. Why? They will have the
opportunity to voice their concerns. They can shape
the change effort so that their concerns are
addressed. They will be more knowledgeable about
the reasons for change, alternatives to the proposed
changes, and why the chosen alternative was better
than the others.
UNFREEZE
35. 2. Executing Change
The second stage of Lewin’s three-stage change
model is executing change. At this stage, the
organization implements the planned changes
on technology, structure, culture, or
procedures. The specifics of how change should
be executed will depend on the type of change.
CHANGE
36. Three tips that may facilitate the success
of a change effort:
Continue to Provide Support
Create Small Wins
Eliminate Obstacles
37. 3. Refreezing
After the change is implemented, the long-term
success of a change effort depends on the extent to
which the change becomes part of the company’s
culture. If the change has been successful, the revised
ways of thinking, behaving, and performing should
become routine. To evaluate and reinforce (“refreeze”)
the change, there are a number of things management
can do.
REFREEZE
38. Publicize Success
To make change permanent, the organization
may benefit from sharing the results of the
change effort with employees. What was gained
from the implemented changes? How much
money did the company save? How much did
the company’s reputation improve?
REFREEZE
39. Reward Change Adoption
To ensure that change becomes permanent,
organizations may benefit from rewarding those who
embrace the change effort (an aspect of the controlling
function). The rewards do not necessarily have to be
financial. The simple act of recognizing those who are
giving support to the change effort in front of their
peers may encourage others to get on board.
REFREEZE
40. Embracing Continuous Change
While Lewin’s three-stage model offers many useful
insights into the process of implementing change, it
views each organizational change as an episode with a
beginning, middle, and end. In contrast with this
episodic change assumption, some management
experts in the 1990s began to propose that change is—
or ought to be—a continuous process.
REFREEZE
41. Leadership Strategies for Change
Successful change management is more likely if leaders:
Create a definable strategy - Define measurable stakeholder aims,
create a business case for their achievement (and keep it continuously
updated), monitor assumptions, risks, dependencies, costs, return on
investment, and cultural issues affecting the progress of the associated
work.
Communicate effectively - Explain to stakeholders why the change is
being undertaken, what the benefits of successful implementation will
be, and what how the change is being rolled out.
• Empower employees - Devise an effective education, training, or skills
upgrading scheme for the
42. Leadership Strategies for Change
Counter resistance - Identify employee issues and align them
with the overall strategic direction of the organization.
Adapt the change initiative when necessary to mitigate
discontentment.
Support employees - Provide personal counseling (if
required) to alleviate any change-related fears.
Track progress - Monitor the implementation and fine-
tuning as required.
43. Six Leadership Styles for Change
Conner (1998) identified six distinct leadership
styles related to change: anti-change, rational,
panacea, bolt-on, integrated, and continuous.
Each leadership style "represents a unique set of
perceptions, attitudes, and behaviors regarding
how organizational disruption should be
addressed".
44. Six Leadership Styles for Change
The anti-change leader - A leader embracing this style seeks to
avoid change as much as possible. The message is, "Stay the
course. Keep adjustments small. No need to change in any major
way".
The rational leader - This leader focuses on how to constrain and
control change with logical planning and clearly defined steps.
The panacea leader - The panacea leader believes that the way
to respond to pressure for change is to communicate and
motivate.
45. Six Leadership Styles for Change
The bolt-on leader - This leader strives to regain control of a
changing situation by attaching (bolting on) change
management techniques to ad-hoc projects that are created in
response to pressure for change.
The integrated leader - The integrated leader searches for ways
to use the structure and discipline of what Harding and Rouse
(2007) called "human due diligence" (the leadership practice of
understanding the culture of an organization and the roles,
capabilities, and attitudes of its people) as individual change
projects are created and implemented.
46. Six Leadership Styles for Change
The continuous leader - The continuous leader works
to create an agile and quick-responding organization
that can quickly anticipate threats and seize
opportunities as change initiatives are designed and
implemented.
47. Types of Organizational Change
There are three main categories of change:
business process re-engineering,
technological change, and incremental
change.
48. Business Process Re-Engineering
Business process re-engineering (BPR) is a
business management strategy first pioneered in
the early 1990s that focuses on the analysis and
design of workflows and processes within an
organization. BPR aims to help organizations
fundamentally rethink how they do their work in
order to dramatically improve customer service,
cut operational costs, and become world-class
competitors.
49. Incremental Change
Incremental change is a method of
introducing many small, gradual (and often
unplanned) changes to a project instead of
a few large, rapid (and extensively
planned) changes. Wikipedia illustrates the
concept by building an encyclopedia bit by
bit.
50. Technological Change
Technological change (TC) describes the
overall process of invention, innovation, and
diffusion of technology or processes. The
term is synonymous with technological
development, technological achievement,
and technological progress.
51. Inside and Outside Forces for
Organizational Change
Inside forces include strategic and human
resource changes, while outside forces
include macroeconomic and technological
change.
52. Outside Forces
Economics - The 2008 economic collapse is a strong
example of why adaptability is important. As consumers
tightened their belts, organizations had to either do the
same and lower supply to match lowered demand or
come up with new goods to entice them.
Competition - Changes in the competitive landscape,
such as new incumbents, mergers and acquisitions, new
product offerings, and bankruptcies, can substantially
impact a company's strategy and operations.
53. Outside Forces
Technology - Technological changes are a constant threat,
and embracing new technologies ahead of the competition
requires adaptability.
Globalization - Capturing new global markets requires
product, cultural, and communicative adaptability.
Legislation - New laws and legislation can dramatically
change operations. Companies in industries that impact
the environment must constantly strive to adapt to cleaner
and more socially responsible operating methodologies.
54. Inside Forces
Management Change - New CEOs or other executive players can
significantly impact strategy and corporate culture.
Organizational Restructuring - Organizations may be required to
significantly alter their existing structure to adapt to the
development of new strategic business units, new product lines,
or global expansion.
Intrapreneurship - New ideas come from inside the organization
as well as outside the organization, and capitalizing on a great
new idea will likely require some internal reconsideration.
55.
56. How much have we changed
as a teacher in this time of
pandemic?