Guidelines for Change Management for an organisation
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The document outlines guidelines for managing organizational change which include identifying the need for change, laying out details of the change, building leadership support, communicating the change, implementing the change plan, monitoring progress, managing people through the change, and reinforcing the need for change. Key steps involve assessing why change is needed, defining the scope of change, analyzing impacts, gaining executive buy-in, developing clear communication and training plans, measuring KPIs, and celebrating wins to embed the new culture.
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The People Case: How to Convince Your Organisation to Invest in Change
Managing change, change process, change types and challenges in change manage...
Managing change, change process, change types and challenges in change manage...
Similar to Guidelines for Change Management for an organisation
Day 4 innovaton and change management
This document provides an overview of managing and implementing change, innovation, and projects. It begins with linking the content to relevant qualification units. It then discusses theories of change management, including models by Lewin, Bridges, and Kotter. Tools for analyzing change such as PESTLE, SWOT, and stakeholder analysis are introduced. Reasons for organizational change and managing resistance to change are explored. The document also covers project management techniques including work breakdown structures, critical path analysis, risk assessment, and Gantt charts. Overall, the document provides a foundation for understanding change management and implementing projects successfully.
Day 4 pt1
This document provides an overview of managing and implementing change and innovation. It discusses reasons why organizations need to change, such as performance gaps, new technologies, and external pressures. Several change management models are introduced, including Lewin's 3-stage model, Bridges' transition model, and Kotter's 8-step model. Tools for analyzing change such as PESTLE and stakeholder analysis are also covered. The document outlines how to develop a change implementation plan and deal with resistance to change through communication and involvement of stakeholders.
in and chng
The document discusses managing and implementing change and innovation. It provides definitions of change management and different types of change. Several change management models are described, including Lewin's 3-stage model, Bridges' transition model, and Kotter's 8-step model. The document also discusses analyzing stakeholders and the environment, communicating change, and creating a change management plan.
Strategy, alignment, and culture.pptx
The document discusses the Congruence Model for organizational alignment developed by Tushman and Nadler. The model examines how an organization's work, people, structure and culture must align to be effective. It analyzes these elements individually, including the organization's strategy, formal structure and informal culture. The model asserts that recommendations for change must consider how adjustments to one element impact the entire system. Consultants must navigate their own firm's culture as well as the client's to develop solutions that strategically advance the client's goals through congruent, aligned change across its work, structure, people and culture.
A Developmental Pathway to Lean
by René Aernoudts of Lean Management Institut shown at the Lean Service Summit on 23rd June 2004 ran by the Lean Enterprise Academy
The theory and practice of change managemen
Definition
Why Change?
Understanding Change
Reasons for Change
Change Models
Leading and Managing Change
Communicating Change
Reasons for Failure
Change management in a project environment webinar, 5 December 2022
Change management in a project environment webinar, 5 December 2022Association for Project Management
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
Change November 2015
This document provides an overview of change management by discussing key topics such as:
1) Definitions of change management, types of change, and issues in the change management process.
2) Criteria for mobilizing change, taking charge of change, and questions to ask when facilitating change.
3) Practical ways to facilitate change, typical reactions to change, and the need for a people plan during change processes.
4) Barriers to change, challenges for change leaders, and how learning and development practitioners can help organizations manage change.
First Introduction to Management Consultancy
This document provides an introduction and overview of a course on managing consultancy and change.
It introduces the course leader and outlines the course syllabus which covers topics like organizational change theories, consultancy approaches, and skills like presentation, interviewing, negotiation and facilitation. It also provides reading materials and key texts.
The document discusses what organizational change and change management involve, how our understanding of it has developed, and links it has with other management areas. It explores why organizations want change and challenges of implementing change initiatives.
Finally, it provides guidance on the role of change agents, emphasizing skills like listening, reflecting, building relationships and taking an iterative approach to change.
Ism resrch ppr
Knowledge management involves systematically collecting, structuring, and distributing knowledge across an organization to support decision-making and improve competitive advantage. There are two types of knowledge - explicit knowledge which is expressed formally, and tacit knowledge which is harder to express. Knowledge resides in structured information, unstructured information, and expertise within an organization. The purpose of knowledge management is to harness knowledge resources to help an organization learn, adapt, and deliver value. Effective knowledge management involves generating, accessing, using, and transferring knowledge through appropriate strategies, technologies, and cultural elements. In the future, knowledge management will be important for organizations to gain strategic insights, overcome challenges, and build long-term relationships and productivity.
Mfcoa 032811
This third session of the Metro Fire Chief Officers Association's Ethical Leadership program focused on core values and techniques for leading through change.
A Competency-Based Approach to Managing
Sustainable competitive advantage derives from strenuous efforts to identify, cultivate, and exploit an organization's core competencies. Opportunities exist in strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage.
Change management
This document discusses key factors for successful organizational transformation and change management. It identifies important elements such as designing change around business drivers, gaining emotional and intellectual support, modeling and reinforcing the new way of working, strong communication, and aligning all dimensions of management behind the change. It also outlines potential pitfalls to avoid, like a lack of coordination between change activities or a large gap between commitment at the top versus the middle of the organization. Effective change requires a compelling business case, a "burning platform" for change, and building a strong foundation by defining imperatives and assessing organizational readiness.
Change management-28477
This document discusses key aspects of successful organizational change. It identifies features like designing change around business drivers, winning emotional and intellectual support, modeling the new way of working, investing in communications, and aligning management behind change. It also notes potential points of failure like a discrepancy between stated values and actions or a lack of coordination between change activities. The document emphasizes the importance of a compelling business case, a burning platform for change, and establishing a strong foundation. It discusses using the change equation and plotting shifts in commitment to change. It provides strategies for overcoming barriers, closing gaps, choosing effective communication tools, and building commitment through information and involvement.
Bagali MM., HR, HRM, HRD
M.M. Bagali is a professor of management and human resources at Jain University in Bengaluru, India. His research focuses on organizational transformation and developing admired organizations. He discusses developing excellent workplaces, implementing people-centric policies, and driving culture change. Some key aspects of transformation include establishing a vision and leadership, developing high-performance policies, and nurturing a great organizational culture. Leaders play an important role by establishing urgency for change, forming a guiding coalition, communicating a clear vision, empowering others, and institutionalizing new approaches.
Change management
This document discusses change management and organizational change. It defines change and change management as the adoption of new ideas or behaviors by an organization. Forces for change include technology, competition, social trends, and the nature of the workforce. There are two types of changes - planned and accidental. Planned changes are intentional, while accidental changes result from unforeseen events. When implementing changes, organizations can use participative or directive approaches. The participative approach involves stakeholders to gather ideas and reduce resistance, while the directive approach implements swift changes. Lewin's three-step model of change involves unfreezing the current situation, implementing changes, and refreezing the new situation. Resistance to change can come from individuals or the organization and must
Measuring and Managing the Human Aspect of Project Management
This document discusses measuring and managing the human aspect of project management. It introduces Jared D. Lock, founder of Convergent, LLC, who has 20 years of experience in organizational psychology, management consulting, and project management. The presentation aims to discuss the paradigm shift in project management towards a focus on people, culture, and interactions. It emphasizes defining a project's culture using a 2x2 matrix, understanding how culture can determine project success, and leveraging the 30-30-30 framework to engage different groups of people in a change initiative. The key message is that modern project management must focus on organizational culture and harnessing human resources to drive change.
Managing to change October 2014
This document provides an overview of change management. It defines change management and outlines the stages of change as unfreezing, transitioning, and refreezing. Principles of effective change management include developing a clear vision, building support, and creating short-term wins. A three-phased approach to managing change includes creating readiness, engaging employees, and implementing changes. Factors that influence success include communication, training, and addressing human factors. The document also discusses cultural change, the roles of change agents and leaders, and why some change efforts fail.
Future of Employee Relations Debate - Stephen Moir - The Changing Role for HR...
Future of Employee Relations Debate - Stephen Moir - The Changing Role for HR...PPMA - Public Sector People Managers' Association
The document discusses the changing role of HR in the public sector due to austerity measures and spending cuts. It outlines that HR must now help facilitate radical long-term thinking, support leadership development, and be involved early in strategic planning and change initiatives. HR is also tasked with promoting cultural change, engaging employees, and linking internal and external stakeholder consultation. Moving forward, the role of HR includes supporting transformation through vision, leadership skills, and focusing on employee well-being. HR must role model behaviors like communication, customer focus, and teamwork to effectively support organizational change in the public sector.Organizational Change Management for IT Projects
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
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Change management in a project environment webinar, 5 December 2022
Change management in a project environment webinar, 5 December 2022
Measuring and Managing the Human Aspect of Project Management
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Future of Employee Relations Debate - Stephen Moir - The Changing Role for HR...
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m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
9 Ways Managers Kill Morale (and What to Do Instead)
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
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Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcyFrom Concept to reality : Implementing Lean Managements DMAIC Methodology for...
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
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Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
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Guidelines for Change Management for an organisation
- 1. Basic Guidelines to manage change in an organization……
- 2. Identify the need for change…. • Why is the change? • Critical thinking required to identify the reason of change • Competitive, Statutory, Strategic…. • What is the change? • The scope of change has to be identified • People, technology, cultural…. • How is the change impacting • Current state to future state • Concept, Scope…..
- 3. Layout the details of change…… • Process Changes • People Change • Behavior Change • Cultural Change • Information Change • Cost of Change • Risk Assessment
- 4. Build the leadership……. • Executive sponsorship a mandate • Identify the change management team • Senior Executive leading the team • Define roles • Stake Holder Analysis • Important to have all “bought in”
- 5. Communicate the change……. • Clear communication strategy • Segment the audience • Use Emotions not logic • Be honest and compassionate • Be clear • Listen more • Communicate repetitively and via various channels • Should filter down the entire org structure
- 6. Implement the change…. • Action Plan • Training Plan • Technology Plan • Transition Plan • Organization readiness plan • Resistance mitigation plan • Communication and escalation plan • Redundancy plans
- 7. Monitor…. • Measure progress • Report KPI’s • Clear methodology • Transparency is key • Report out at regular and predefined frequency • Analyze drivers and deviations
- 8. Manage the change…. • Management Review • Organizational communication • Coaching • Feedback • Hold people accountable • Reward small wins
- 9. Embed the culture…. • Celebrate large wins • Continue communication • Maintain leadership visibility • Continue performance management • Establish Learning communities • Continue Coaching and Feedback • Empathize with the people
- 10. Reinforce the need for change…. • Communicate back the benefits • Recognize the team • Share success stories • Share learning's