This document summarizes different approaches to managing organizational change, including change management, contingency approaches, and processual approaches. It specifically discusses Kotter's eight-step model of change management, which includes establishing urgency, forming a guiding coalition, developing a vision, communicating the vision, empowering employees, creating short-term wins, consolidating gains, and anchoring changes in the culture. It also notes debates between change management and organization development approaches, and how contingency approaches argue there is no single best way to manage change and the approach depends on circumstances. Finally, it outlines the processual view that sees change as continuous rather than discrete events.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
How Agile and Project Management Can CoexistTechWell
Through the years—until agile software development took hold, that is—project management provided visibility to stakeholders and helped guide product development. However, as agile has risen to prominence with its de-emphasis on formal project planning, there are gaps that many organizations need to fill. James Hannon says that organizations now need to deal with the conundrum: Can agile and project management really coexist? Today’s manager must decompose both the standard project management flow and the agile development flow to look for symmetry and compatibility in their parts. This analysis will show that the agile backlog planning and sprint planning are excellent candidates to be integrated with the planning process from PMI. The analysis also shows that the best of the PMI methodology and agile can be woven together to give a renewed sense of agility and a vibrant logical approach to take on complex projects. The end result is a viable integration plan that you can use.
Slides of the 'deep' talk presented @ Agile O'Day 2017 #agileoday on the topic of "Business Agility" - Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration”
How Agile and Project Management Can CoexistTechWell
Through the years—until agile software development took hold, that is—project management provided visibility to stakeholders and helped guide product development. However, as agile has risen to prominence with its de-emphasis on formal project planning, there are gaps that many organizations need to fill. James Hannon says that organizations now need to deal with the conundrum: Can agile and project management really coexist? Today’s manager must decompose both the standard project management flow and the agile development flow to look for symmetry and compatibility in their parts. This analysis will show that the agile backlog planning and sprint planning are excellent candidates to be integrated with the planning process from PMI. The analysis also shows that the best of the PMI methodology and agile can be woven together to give a renewed sense of agility and a vibrant logical approach to take on complex projects. The end result is a viable integration plan that you can use.
AGILE PM A trade-off between proactivity and reactivityEmiliano Soldi
An exponential increase in complexity, a strong reduction of a product's lifecycle and market time frames are drastically challenging projects and their success.
In a context like this, what tools and techniques can be used by project management?
A proactive approach would seem to be highly effective.
But, is trying to anticipate any decision of an unpredictable future the best solution?
Alternatively, a reactive approach puts less effort on planning and greater attention in tackling any change.
But, are we sure that we can be completely reliant on this way?
This was the updated presentation that was intended for AgileDC 2014; there will be some aspects here that I will pull for my proposed session for Agile2015.
A talk by Tim Basadur and Ellen Moran PhD
Basadur Applied Innovation & Leadership Dialogues
Many companies are returning to a changed business context and need to quickly solve a range of new problems or reinvent their products and services. This is an exciting opportunity to innovate. Many fewer recognize that achieving these creative results efficiently requires an effective process, specific skills and tools, and the right blend of thinking styles working in sync with one another. When any of these are lacking, teams may struggle to innovate. To help leaders, business owners and HR professionals engage these challenges, Ellen Moran and Tim Basadur will provide an introduction to the Simplexity Method for Applied Innovation which is designed to enable teams and organizations to achieve innovative results quickly.
Session Outcomes:
• Discover the necessary elements for innovative results – The Innovative Results Equation • Learn the four creative problem-solving preferences of team members and how their way of interacting can be a facilitator or roadblock for team innovation. • Understand the four-stage innovation process to move teams through problem-finding, problem-defining, problem solving and solution implementation in a way that drives strong team alignment and commitment. • Leave with practical tools and frameworks that can immediately boost creative collaboration where you work.
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/unleashing-the-creative-potential-of-your-teams/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
Self-organization is a core concept in the agile principles but can be hard to embrace in traditional command and control environments. We will experience what self-organization is, how it can help your team, and how you can experiment with self-organization strategies in a safe place.
Bimodal IT: Shortcut to Innovation or Path to Dysfunction?dev2ops
Damon Edwards (DTO Solutions) presentation at Pink16 in Las Vegas on February 16, 2016.
Key takeaway: "Bimodal IT describes the problem, not the solution"
Lean at Cisco: Lessons Learned from Lean Product Development and Lean StartupKen Power
Slide deck from my talk on Lean at Cisco: Lessons Learned from Lean Product Development and Lean Startup.
The 3 lessons I talk about are:
1. Reduce Batch Sizes and Manage WIP Limits
2. Customer Development
3. Learn to see Waste
I gave this talk at the Clayton Hotel on June 21 2012, at a Lean Startup Event organized by Enterprise Ireland and ITAG.
three phase of change,management of complex change,organizational change, Kotter eight steps, Bullock and batten, planned change,machine political organism, beckhar and harris change formula organism, kotter eight step with example
AGILE PM A trade-off between proactivity and reactivityEmiliano Soldi
An exponential increase in complexity, a strong reduction of a product's lifecycle and market time frames are drastically challenging projects and their success.
In a context like this, what tools and techniques can be used by project management?
A proactive approach would seem to be highly effective.
But, is trying to anticipate any decision of an unpredictable future the best solution?
Alternatively, a reactive approach puts less effort on planning and greater attention in tackling any change.
But, are we sure that we can be completely reliant on this way?
This was the updated presentation that was intended for AgileDC 2014; there will be some aspects here that I will pull for my proposed session for Agile2015.
A talk by Tim Basadur and Ellen Moran PhD
Basadur Applied Innovation & Leadership Dialogues
Many companies are returning to a changed business context and need to quickly solve a range of new problems or reinvent their products and services. This is an exciting opportunity to innovate. Many fewer recognize that achieving these creative results efficiently requires an effective process, specific skills and tools, and the right blend of thinking styles working in sync with one another. When any of these are lacking, teams may struggle to innovate. To help leaders, business owners and HR professionals engage these challenges, Ellen Moran and Tim Basadur will provide an introduction to the Simplexity Method for Applied Innovation which is designed to enable teams and organizations to achieve innovative results quickly.
Session Outcomes:
• Discover the necessary elements for innovative results – The Innovative Results Equation • Learn the four creative problem-solving preferences of team members and how their way of interacting can be a facilitator or roadblock for team innovation. • Understand the four-stage innovation process to move teams through problem-finding, problem-defining, problem solving and solution implementation in a way that drives strong team alignment and commitment. • Leave with practical tools and frameworks that can immediately boost creative collaboration where you work.
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/unleashing-the-creative-potential-of-your-teams/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
Self-organization is a core concept in the agile principles but can be hard to embrace in traditional command and control environments. We will experience what self-organization is, how it can help your team, and how you can experiment with self-organization strategies in a safe place.
Bimodal IT: Shortcut to Innovation or Path to Dysfunction?dev2ops
Damon Edwards (DTO Solutions) presentation at Pink16 in Las Vegas on February 16, 2016.
Key takeaway: "Bimodal IT describes the problem, not the solution"
Lean at Cisco: Lessons Learned from Lean Product Development and Lean StartupKen Power
Slide deck from my talk on Lean at Cisco: Lessons Learned from Lean Product Development and Lean Startup.
The 3 lessons I talk about are:
1. Reduce Batch Sizes and Manage WIP Limits
2. Customer Development
3. Learn to see Waste
I gave this talk at the Clayton Hotel on June 21 2012, at a Lean Startup Event organized by Enterprise Ireland and ITAG.
three phase of change,management of complex change,organizational change, Kotter eight steps, Bullock and batten, planned change,machine political organism, beckhar and harris change formula organism, kotter eight step with example
Applying Organizational Change and Leadership in Agile TransformationsCprime
It is no secret that when an organization chooses to transition to Agile methodologies, it requires an enormous commitment to leadership and change management. Even in prescriptive methods of Agile transitions, such as SAFe, I have found this subject matter deficient, especially in the area of practical application. This presentation is based on a training class I developed and conducted with executive leadership at American Airlines. It focuses on how to apply Dr. John Kotter’s 8-step model of change management and leadership to help transition an organization to support an Agile transformation. I have been involved in large scale Agile Transformations at Nokia, AT&T, American Airlines, Telogical Systems and VCE. I have successfully applied the principles of this process at several companies, most recently at American Airlines IT division to train executives in Agile Change Management.
MHRM587Foundational Model of ChangeManaging change is a .docxannandleola
MHRM587
Foundational Model of Change
Managing change is a complex process. Change does not occur in one great swoop. Few organizations manage the process as well as they would like. In order to make change work, organizations need to follow a process to enhance the probability of success versus just “winging it.” The following model of change provides one useful way to think about creating and implementing organization-wide change.
Basic Change Process Model
Consideration
Stimulus Driving Forces
Pre-Change
Validate Need
Preparation
Commit
Do –Check – Act
Implementation
RESULT
New Normal
Change
Active
Conscious
Culture
Passive
Unconscious
Pre-Change Paradigm
This is the first stage of the change journey.
Without a paradigm that encourages “active searching,” organizations can ignore important early warning signs and wait until a crisis highlights the need for change (i.e., scenario planning)
Make sure you know what is important?
Who is important?
What do they want?
How are you doing?
What could be improved?
Stimulus (Driving Forces) & Assessment
What are the driving forces or antecedents to change—internal and external.
How do these driving forces influence the organization’s business model and force new requirements for success?
Is change really necessary? Deciding the status quo is preferable is a productive learning activity.
Caution #1: What must be guarded against is any denial that any driving forces or stimuli for change exist.
Caution #2: Or when it’s recognized that change is required, the “disconfirming data” may induce anxiety which can obviate the change as necessary
Sound analysis of driving forces is a prerequisite to good change strategy
Validate Need
Establish compelling need for change.
Create a sense of urgency
Begin to create psychological safety
Begin to address the inertia of the existing status quo (resistance to change)
Transformation Leadership key framework in leading change
Preparation
Caution: Avoid premature action without first developing an effective plan for the change
What is the change vision?
What will success look like?
What are the criteria for success?
What resources + administrative support systems will be needed?
What is the timeline for this change?
What kind of change is required? Incremental? Transformational?
Commitment to Act
Is the planned action the most effective and efficient way to deliver the required change?
Begin the “unfreeze” process in the change cycle
Do-Check-Act
(Implementation)
Implementing change is the most challenging aspect of any change effort.
Once the momentum for change has been successfully launched, what is delivered must be effectively managed.
We will introduce several frameworks useful for this purpose during the course:
PDCA Cycle {Plan-Do-Act-Change}
Lewin’s 3-Phase Change Model
Kotter’s 8-Step Model
Nadler’s Congruence Model
McKinsey 7-S Framework + STAR Model
Others
New Normal
As organizational leadership recognizes, rewar ...
This was prepared for our middle managers to explain management of change. I've put some youtube videos which were important to explain theories: I recommend you to watch those videos as well. Hope that you'll find helpful.
Overview and explanation of the 12 Principles contained in the Agile Manifesto.
For more - and a complete implementation of Agile for $1.90 - go to Agile201.com.
A short presentation on Creator of Adaptive Software Development - JIM HIGHSMITH. About his publications, achievements and articles or webinars. A short description on Agile framework and describe selected legacy posts by him.
Succeeding in a change saturated environment - Being Human Change Community o...Prosci ANZ
We operate in change saturated organisations, in which the volume, speed and complexity of change is ever increasing. Constant change is the norm and as a result, managers and employees suffer from change fatigue.
In this interactive webinar, we will cover:
- What is change saturation?
- Common symptoms
- Snapshot of Best Practices Research
- Top 5 Tips to succeed with change in a change saturated organisation
- Q & A
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
200229 PMDays Kharkiv 3 Secrets of Agile LeadersPeter Stevens
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility to your life and work. As presented at PMDay 2020 in Kharkiv
CA in Patna is a team of professional Chartered Accountant which are providing best services like Company Registration, Income Tax Return, Sales Tax Consultants, Bank Audit and other services specially in Patna.
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CA in Patna is a team of professional Chartered Accountant which are providing best services like Company Registration, Income Tax Return, Sales Tax Consultants, Bank Audit and other services specially in Patna.
CA in Dwarka is a team of professional Chartered Accountant which are providing best services like Company Registration, Income Tax Return, Sales Tax Consultants, Bank Audit and other services specially in Dwarka and Delhi NCR.
CA in Dwarka is a team of professional Chartered Accountant which are providing best services like Company Registration, Income Tax Return, Sales Tax Consultants, Bank Audit and other services specially in Dwarka and Delhi NCR.
CA in Dwarka is a team of professional Chartered Accountant which are providing best services like Company Registration, Income Tax Return, Sales Tax Consultants, Bank Audit and other services specially in Dwarka and Delhi NCR.
Css Founder is Website Designing Company working with the mission of Website For Everyone Website Start From 999/-* More Packages are available. we are best company in website designing company in Delhi, as we are also working in Website Designing company in Mumbai.
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Delivering Micro-Credentials in Technical and Vocational Education and TrainingAG2 Design
Explore how micro-credentials are transforming Technical and Vocational Education and Training (TVET) with this comprehensive slide deck. Discover what micro-credentials are, their importance in TVET, the advantages they offer, and the insights from industry experts. Additionally, learn about the top software applications available for creating and managing micro-credentials. This presentation also includes valuable resources and a discussion on the future of these specialised certifications.
For more detailed information on delivering micro-credentials in TVET, visit this https://tvettrainer.com/delivering-micro-credentials-in-tvet/
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.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
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.
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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 ...
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
3. Change Management ApproachChange Management Approach
Focuses on strategic, intentional
and usually large-scale change
Entails following a variety of
steps; the exact steps vary
depending upon the model used
Belief that achieving
organizational change is possible
through a coordinated and
planned approach
Claims to be appropriate for all
types of change
Change
Management
Approach
-Kotter’s Eight-
Step Model
-Other n-step
models
-N-step model
issues
Change
Management vs
Organization
Development
Contingency
Approaches
Processual
Approach
8-3
•Video.edhole.com
4. Kotter’s Eight-Step ModelKotter’s Eight-Step Model
Kotter’s eight-step model is one of
the best known:
1. Establish the need for urgency
2. Ensure there is a powerful change
group to guide the change
3. Develop a vision
4. Communicate the vision
5. Empower the staff
6. Ensure there are short-term wins
7. Consolidate gains
8. Embed the change in the culture
Change
Management
Approach
-Kotter’s Eight-
Step Model
-Other n-step
models
-N-step model
issues
Change
Management vs
Organization
Development
Contingency
Approaches
Processual
Approach
8-4
•Video.edhole.com
5. Other N-Step ModelsOther N-Step Models
Ten commandements (Kanter, Stein and Jick
1992)
Ten Keys (Pendlebury, Grouard, and Meston
1998)
12 Action Steps (Nadler 1998)
Transformation Trajectory (Taffinfer 1998)
Nine-Phase Change Process Model (Anderson &
Anderson 2001)
Step-by-Step Change Model (Kirkpatrick 2001)
12 Step Framework (Mento, Jones and
Dirndorfer 2002)
RAND’s Six Steps (Light 2005)
Integrated Model (Leppitt 2006)
Change
Management
Approach
-Kotter’s Eight-
Step Model
-Other n-step
models
-N-step model
issues
Change
Management vs
Organization
Development
Contingency
Approaches
Processual
Approach
8-5
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6. N-Step Model IssuesN-Step Model Issues
The sequences of steps
The number of steps
The timing of steps
The resourcing of steps
The involvement in each step
Managing multiple steps
Revisiting different steps
“Are all steps needed for
particular changes?”
Cyclical or linear
Change
Management
Approach
-Kotter’s Eight-
Step Model
-Other n-step
models
-N-step model
issues
Change
Management vs
Organization
Development
Contingency
Approaches
Processual
Approach
8-6
•Video.edhole.com
7. Change Management vs. ODChange Management vs. OD
There is a debate between
proponents of OD and proponents
of change management:
◦ OD is criticized for giving attention
only to human development, and not
to technology, operations, and
strategy
◦ Change management is criticized for
having a focus on the concerns of
management rather than on those
of the organization as a whole
being the product of management
consultancy firms
Change
Management
Approach
-Kotter’s Eight-
Step Model
-Other n-step
models
-N-step model
issues
Change
Management vs
Organization
Development
Contingency
Approaches
Processual
Approach
8-7
•Video.edhole.com
8. Contingency ApproachesContingency Approaches
Contingency approaches challenge the
view that there is “one best way”
The style of change or the path of
change will vary, depending upon the
circumstances, including:
the scale of the change
the receptivity to change of organizational
members
the style of change management
the time period
the performance of the organization
Change
Management
Approach
-Kotter’s Eight-
Step Model
-Other n-step
models
-N-step model
issues
Change
Management vs
Organization
Development
Contingency
Approaches
Processual
Approach
8-8
•Video.edhole.com
9. Contingency ApproachesContingency Approaches
Huy’s Contingency Approach categorizes
change into 4 ideal types:
1. The commanding intervention
• Short-term and rapid
• senior executives
• Downsizing, outsourcing, divesting
1. The engineering intervention
• Medium-term and relatively fast
• Analysts
• Changing work design and operational systems
1. The teaching intervention
Long-term and gradual
Consultants
Work practices and behaviours
1. The socializing intervention
Long-term and gradual
Participative experiential learning, self-monitoring
Democratic organizational practices
Change
Management
Approach
-Kotter’s Eight-
Step Model
-Other n-step
models
-N-step model
issues
Change
Management vs
Organization
Development
Contingency
Approaches
Processual
Approach
8-9
•Video.edhole.com
10. Contingency ApproachesContingency Approaches
Contingency approaches remain less common
than change management approaches.
Suggested reasons include:
• Achieving “fit” may be difficult due to differing
perceptions of the conditions in which the fit is
sought
• Contingency approaches require greater analysis
and decisions by managers; the prescriptiveness
of change management models may be attractive
to managers
• Contingency approaches focus on leadership style
rather than a specific set of actions
• The use of different change styles at different
times may raises questions in the minds of staff
as to the credibility of senior management.
• There is a question about “what” is contingent to
managing change
Change
Management
Approach
-Kotter’s Eight-
Step Model
-Other n-step
models
-N-step model
issues
Change
Management vs
Organization
Development
Contingency
Approaches
Processual
Approach
8-10
•Video.edhole.com
11. Processual ApproachProcessual Approach
It sees change as a continuous process
rather than a series of linear events
within a given period of time
It sees the outcome of change as
occurring through a complex interplay
of different interest groups, goals, and
politics.
This approach alerts the change
manager to the range of influences
which they will confront and the way in
which these will lead to only certain
change outcomes being achieved
This approach is often used to provide
a detailed analysis and understanding
of change retrospectively.
Change
Management
Approach
-Kotter’s Eight-
Step Model
-Other n-step
models
-N-step model
issues
Change
Management vs
Organization
Development
Contingency
Approaches
Processual
Approach
8-11
•Video.edhole.com
12. Kotter has worked more any other theorist on the definition of leadership and how it
actually differs from management.
Management is more a set of tools while leadership is an art which can not be
precisely codified.
Comes to a definition of leadership that privileges its dimension of being an agent of
change.
Believes that institutionalizing a leadership culture is the ultimate act of leadership.
•Video.edhole.com
13. John Kotter on Leadership & ManagementJohn Kotter on Leadership & Management
•Video.edhole.com
15. When Katie Frazier first joined Norfolk Southern’s Atlanta terminal, she felt it was
running well but still felt more could be done to improve operations. She was also
concerned about safety issues. As she got comfortable in her new job, she was
wracking her brain, struggling with how to help the company take its safety and
operations standards from just “good enough” to a higher level. One day, while in a
local bookstore’s business section, she noticed a book with penguins on the cover.
Penguins had always been her favorite animal, but she wondered what such a book
was doing surrounded by books on management! The book, needless to say, was
“Our Iceberg Is Melting.” Once she started reading it, she thought to herself, “wow,
this is really helpful.” She noticed that behaviors in her company sometimes mirrored
the penguins’ behaviors, for example, people would see a complex problem, and
then either ignore it or wait for someone else to fix it. Katie thought that if she could
get other people in the company to read the book, it might be a big help in giving
people perspective on the bigger picture.Katie, being one of the few relatively young
workers around, faced an enormous challenge in getting her older co-workers to buy
in to the notion that penguins could help the organization. There were many skeptics.
She showed the book to her manager, a former Marine. He told her that the book was
something his granddaughter might read, not something he would value as a
business leader. Katie persevered and insisted that he read it. After her manager
actually did, he quickly began to realize the same lessons could apply at Norfolk
Southern. He gave Katie approval to start applying the learnings.
Norfolk Southern: Case StudyNorfolk Southern: Case Study
•Video.edhole.com
16. Step 1) Katie started by trying to create a sense of urgency
around a willingness to raise safety and operational
standards. Through evaluation of these problems, not only
by Katie but also by the broader leadership team, people
began to feel that urgency was more than just the latest fad.
That process of raising the urgency level inside the Atlanta
terminal of Norfolk Southern took about 2 months from start
to finish.
•Video.edhole.com
17. Step 2) After sufficient urgency was raised, a guiding coalition
formed made up of a few conductors, engineers & supervisors.
Katie’s fear was that the group was too homogenous – she
actually wanted to include a few of the company’s more
skeptical employees to get their feedback and help strengthen
the group’s decision making. The Guiding Coalition began
meeting regularly and called themselves “The Iceberg Group.”
This group started out small, but eventually grew to have about
9 people, changing over time, from different parts of the
organization, meeting regularly to see how to implement the rest
of the 8 Steps.
•Video.edhole.com
18. Step 3) The vision that the group created was designed to change
everyone’s mentality and attitude about safety. Injuries could not be
treated as an acceptable risk at a railroad – they had to be reduced
in order to get the railroad’s efficiency up and costs down.
•Video.edhole.com
19. Step 4) Communicating this vision was a constant battle, since most of a
railroad’s employees are on the move at any given time. Furthermore, most
of the crew members did not have access to modern communications like
e-mail.
As a result, the vision was communicated through a vehicle called “job
briefings,” where the days weather & track conditions were discussed for
crews about to go out on to the tracks. These briefings happen 3 times a
day, at the beginning of every shift. The Iceberg Group started
communicating the change vision at job briefings, around the clock, for two
weeks straight. Over time, every crew member was touched by the vision
multiple times, right at their point of highest awareness – before going out
to work on the trains.
•Video.edhole.com
20. Step 5)The largest barrier Katie felt she needed to overcome were related
to the concept of raising the bar on safety standards – how can you make
people really care about the highest possible safety standards, when
current standards are already high? The way to do it, she said, was to
make it personal – get to the heart and not just the mind. They forced
people to think about their families and how they would feel about an
injury to their loved ones. Over time, the message began to sink in and
people started to change their behavior. This created a high level of
engagement with the crew.
•Video.edhole.com
21. Step 6) The Iceberg Group set a goal for a short term win – six months
injury free and communicated it broadly. Since the inception of the Iceberg
Group’s work, with the exception of a small muscle pull, the Atlanta terminal
has gone almost 9 months injury free.
Other outcomes resulted as well, for example, because the terminal
became so proficient, they’ve never had to reduce the number of shifts
running, even as other companies have cut back. With injuries down about
97% over last year, the Atlanta terminal has had fewer missed days of work,
fewer injury-related costs and more productive workers, enabling it to gain a
critical advantage over the competition.
•Video.edhole.com
22. Step 7&8) Even with this success, the Atlanta terminal isn’t content
to let up. As they continue to move through the 8 Step process,
they hope to make the change permanent by anchoring these new
changes into the culture. The Iceberg Group continues to meet,
looking for other ways in which they can help the company improve
its operations, and hopefully, spread the Iceberg philosophy to other
divisions of the company
•Video.edhole.com