This document discusses organizational change and developing a common vision. It begins with a quote about how quickly technology changes. It then discusses organizational lifecycles, causes of decline, and models of change. The next sections cover reframing organizations using different lenses and highlights from a 2014 retreat focused on developing a single vision and conclusion for each college and the whole community college system. Exercises are presented to discuss organizational identity, purpose, values, and developing a shared vision statement. The purpose is to transform the culture and align the organization through a strategic planning process.
HCC will be a leader in providing high quality, innovative education leading to student success and completion of workforce and academic programs. We will be responsive to community needs and drive economic development in the communities we serve.
HCC will be a leader in providing high quality, innovative education leading to student success and completion of workforce and academic programs. We will be responsive to community needs and drive economic development in the communities we serve.
The core values are the guiding principles that dictate behavior and action. Core values can help people to know what is right from wrong; they can help organizations determine if they are on the right path and fulfilling their strategic goals; and they create an unwavering and unchanging guide to an organization’s identity.
HCC will be a leader in providing high quality, innovative education leading to student success and completion of workforce and academic programs. We will be responsive to community needs and drive economic development in the communities we serve.
HCC will be a leader in providing high quality, innovative education leading to student success and completion of workforce and academic programs. We will be responsive to community needs and drive economic development in the communities we serve.
HCC will be a leader in providing high quality, innovative education leading to student success and completion of workforce and academic programs. We will be responsive to community needs and drive economic development in the communities we serve.
The core values are the guiding principles that dictate behavior and action. Core values can help people to know what is right from wrong; they can help organizations determine if they are on the right path and fulfilling their strategic goals; and they create an unwavering and unchanging guide to an organization’s identity.
HCC will be a leader in providing high quality, innovative education leading to student success and completion of workforce and academic programs. We will be responsive to community needs and drive economic development in the communities we serve.
As Houston Community College moves its Information Technology
services forward to achieve the goals set out by the Board of Trustees, Chancellor Maldonado, and Dr. Bill Carter, this report is intended to serve as a road-map and guide of where the institution has been, where it is now, and how to chart a course for the future. Over the last few years there has been incredible growth and change in the college, the student body, and the overall HCC community, as well as the technologies and processes the college uses to serve these populations.
The Houston Community College System (HCC), in the course of delivering upon its educational mission, owns numerous real estate properties. These properties serve as active educational
campuses, administrative operational bases, and placeholders for future educational or
administrative needs. Properties were acquired over time in support of intended service and growth plans, or were gifted to the College. Periodic review and realignment of real estate inventory is necessary to assure ongoing asset alignment with system plans and regional realities. This strategic real estate study analyzes both system provided and publically available
data to outline an objective framework to inform key real estate decisions.
Division Meeting - March 19, 2021
UofSC Division of Student Affairs and Academic Support
"Diversity, Equity, Inclusion and Achievement Task Force Review Session"
presented by Silvia Patricia Rios-Husain, Student Success; Alisa Liggett, Student Conduct and Academic Integrity; Jerome Scott, Student Government; and Joe Fortune, University Housing
A presentation by UCR School of Business Administration (SoBA) academic advisors Lisa Miller, Lata Patel, and Allan Taing on how to make orientation meaningful for transfer students.
NCLCA is a professional organization that addresses the development and concerns of learning centers and learning center
professionals. The Learning Center Leadership Certification program was implemented as a way to promote excellence in learning
center leadership. The most recent NCLCA program to support learning centers and promote excellence is the Center of
Excellence program. This session will describe the development of the program, including the role of Learning Center Best
Practices (Frank Christ), Council on Advancement of Standards(CAS) in Higher Education, and John Gardner's Institution of
Excellence in the First College Year in the process. The discussion will also include an overview of the program components and
why your center should strive for this designation
Session 6.2 CGIAR gender evaluation results by Deborah Merrill SandsCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
Directors Meeting - Feb. 2, 2022
University of South Carolina Division of Student Affairs and Academic Support
presenters:
Dan Friedman, executive director of University 101 Programs
Dennis Pruitt, vice president for student affairs
Division Meeting - August 27, 2021
UofSC Division of Student Affairs and Academic Support
Presented by:
- Dennis Pruitt, Vice President for Student Affairs and Vice Provost
- Stacey Bradley, Senior Associate Vice President for Student Affairs
- Scott Verzyl, Vice President for Enrollment Management and Dean of Undergraduate Admissions
- Silvia Patricia Rios Husain, Assistant Vice President for Student Success
- Anna Edwards, Associate Vice President for Student Life
- Kirsten Kennedy, Associate Vice President for Student Housing and Sustainability
- Maegan Gudridge, Communications Director
Session 4 Benefits and limitations of mentoring programs: AWARDCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
The 8th Dec event focussed on Wellcome Trust as a co-consulting case study and then Explored operating model design. We had some excellent conversations and practiced the application of operating model design to 2 different organisations.
NewsTrain instructor Meg Downey helps journalists manage and survive the constant change in the newsroom. She discusses how those in the media industry can use John Kotter's eight steps to managing change. Downey, a two-time Pulitzer finalist, is the former managing editor of The Tennessean in Nashville. She gave this presentation as part of the NewsTrain workshop in Austin, Texas, on Aug. 22-23, 2014. Please see associated handouts: Eight Steps in Managing Change from John Kotter, Four Tips for Changing Culture by Steve Buttry, Facing Change Questions to Ask by Kristin Gilger, Managing through Change by Kristin Gilger, and Sarasota Model for Project Management. For more information about NewsTrain, a traveling workshop for journalists sponsored by Associated Press Media Editors, please visit http://www.apme.com/?AboutNewsTrain.
As Houston Community College moves its Information Technology
services forward to achieve the goals set out by the Board of Trustees, Chancellor Maldonado, and Dr. Bill Carter, this report is intended to serve as a road-map and guide of where the institution has been, where it is now, and how to chart a course for the future. Over the last few years there has been incredible growth and change in the college, the student body, and the overall HCC community, as well as the technologies and processes the college uses to serve these populations.
The Houston Community College System (HCC), in the course of delivering upon its educational mission, owns numerous real estate properties. These properties serve as active educational
campuses, administrative operational bases, and placeholders for future educational or
administrative needs. Properties were acquired over time in support of intended service and growth plans, or were gifted to the College. Periodic review and realignment of real estate inventory is necessary to assure ongoing asset alignment with system plans and regional realities. This strategic real estate study analyzes both system provided and publically available
data to outline an objective framework to inform key real estate decisions.
Division Meeting - March 19, 2021
UofSC Division of Student Affairs and Academic Support
"Diversity, Equity, Inclusion and Achievement Task Force Review Session"
presented by Silvia Patricia Rios-Husain, Student Success; Alisa Liggett, Student Conduct and Academic Integrity; Jerome Scott, Student Government; and Joe Fortune, University Housing
A presentation by UCR School of Business Administration (SoBA) academic advisors Lisa Miller, Lata Patel, and Allan Taing on how to make orientation meaningful for transfer students.
NCLCA is a professional organization that addresses the development and concerns of learning centers and learning center
professionals. The Learning Center Leadership Certification program was implemented as a way to promote excellence in learning
center leadership. The most recent NCLCA program to support learning centers and promote excellence is the Center of
Excellence program. This session will describe the development of the program, including the role of Learning Center Best
Practices (Frank Christ), Council on Advancement of Standards(CAS) in Higher Education, and John Gardner's Institution of
Excellence in the First College Year in the process. The discussion will also include an overview of the program components and
why your center should strive for this designation
Session 6.2 CGIAR gender evaluation results by Deborah Merrill SandsCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
Directors Meeting - Feb. 2, 2022
University of South Carolina Division of Student Affairs and Academic Support
presenters:
Dan Friedman, executive director of University 101 Programs
Dennis Pruitt, vice president for student affairs
Division Meeting - August 27, 2021
UofSC Division of Student Affairs and Academic Support
Presented by:
- Dennis Pruitt, Vice President for Student Affairs and Vice Provost
- Stacey Bradley, Senior Associate Vice President for Student Affairs
- Scott Verzyl, Vice President for Enrollment Management and Dean of Undergraduate Admissions
- Silvia Patricia Rios Husain, Assistant Vice President for Student Success
- Anna Edwards, Associate Vice President for Student Life
- Kirsten Kennedy, Associate Vice President for Student Housing and Sustainability
- Maegan Gudridge, Communications Director
Session 4 Benefits and limitations of mentoring programs: AWARDCGIAR
The purpose of the Diversity and Inclusion Conference is to draw attention to the areas where there is still room for improvement with respect to (gender) diversity and inclusion, and to find ways together to work on these improvements both in research and in the workplace.
The 8th Dec event focussed on Wellcome Trust as a co-consulting case study and then Explored operating model design. We had some excellent conversations and practiced the application of operating model design to 2 different organisations.
NewsTrain instructor Meg Downey helps journalists manage and survive the constant change in the newsroom. She discusses how those in the media industry can use John Kotter's eight steps to managing change. Downey, a two-time Pulitzer finalist, is the former managing editor of The Tennessean in Nashville. She gave this presentation as part of the NewsTrain workshop in Austin, Texas, on Aug. 22-23, 2014. Please see associated handouts: Eight Steps in Managing Change from John Kotter, Four Tips for Changing Culture by Steve Buttry, Facing Change Questions to Ask by Kristin Gilger, Managing through Change by Kristin Gilger, and Sarasota Model for Project Management. For more information about NewsTrain, a traveling workshop for journalists sponsored by Associated Press Media Editors, please visit http://www.apme.com/?AboutNewsTrain.
Strategic Management Organization objective with Appreciative InquirySeta Wicaksana
To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your setting objectives in strategic management.
Appreciative inquiry (AI) is a positive approach to leadership development and organizational change. The method is used to boost innovation among organizations.
A company might apply appreciative inquiry to best practices, strategic planning, and organizational culture, and to increase the momentum of initiatives.
Transformational Leadership program now offered in Arizona. TRANSACTIONAL Leadership, also known as managerial leadership, focuses on the role of supervision, organization, and group performance; transactional leadership is a style of leadership in which the leader promotes compliance of his/her followers through both rewards and punishments. Transactional, or management leadership, is sufficient to keep you and your company operating effectively. It is very good at maintaining the status quo.
TRANSFORMATIONAL leadership covers a wide range of aspects within leadership. There are no specific steps for a manager to following. Becoming a transformationa leaders is a process and requires conscious effort to adopt a transformational style.
Studies ubiquitously show that Leadership and Culture are among the top factors for a successful Lean Agile transformation. What specific actions should leaders take to structure Lean Agile transformations? How does leader style enable cultural change? This session provides 1) a practical set of actions to start or improve your transformation and 2) a specific list of behaviors to do and NOT to do in setting the right culture as a leader.
First published In 1996, John P. Kotter's Leading Change became a classic outlining an eight-step program for organizational change that was embraced by executives around the world. Then, Kotter and co-author Dan Cohen's The Heart of Change introduced the revolutionary "see-feel-change" approach, which helped executives understand the crucial role of emotion in successful change efforts. The Heart of Change Field Guide written by Dan Cohen and forwarded by John Kotter provides leaders and managers tools, frameworks, and advice for bringing these breakthrough change methods to life within their own organizations.
Back End of Innovation - Why Purpose MattersShannon Lucas
Innovation is hard...Why Purpose Matters.
Aligning purpose from the top down and bottom up allows individuals and organizations to tap into their full creative potential, deep energy resources, and top talent.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
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Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
1. Difficulty of Turning Innovation
into Reality
“An eight-year old today sees the internet
with about as much fascination as you see
the toilet”
Dean Kamen (inventor of the Segway and FIRST Robotics),
The Economist, June 12, 2010
3. Causes of Organizational Decline
(1) Balgobin, R. & Pandit, N. (2001). Stages in the turnaround process: The case of IBM UK. European Management Journal. 19(1).
(2) Schendel, D. & Patton, G. (1976). Corporate stagnation and turnaround. Journal of Economics and Business. 28, p. 236-241.
3
INTERNAL CAUSES
1 Poor management or leadership
2 Inadequate financial resources and control
3 Lack of policy adherence
4 High structural cost
EXTERNAL CAUSES
1 Decrease in demand
2 Increased competition
3 Decrease in perceived graduate value
4. Organizational Change
4
STATUS
QUO
NEW
STATUS
Transforming Idea
NAÏVE CHANGE MODEL
STATUS
QUO
NEW
STATUS
Transforming Idea
TYPICAL CHANGE PHASES
CHAOS
PRACTICE &
INTEGRATION
External Force
(1) Based on Demarco, T. & T. Lister. (1999). Peopleware: Productive Projects and Teams. New York: Dorset House Publishing.
CHAOS
5. Reframing the Organization
Frame STRUCTURAL HUMAN RES POLITICAL SYMBOLIC
Metaphor Factory
Extended
Family
Jungle Temple
Logic Rationality
Attending to
People
Distributive
Justice
Shared
Meaning
Currency Clarity Caring Empowerment Hope
5
(1) Boleman, L. & T. Deal. (2008). Reframing Organizations (4th ed.). San Francisco: Jossey-Bass Publishers.
(2) Boleman, L. & J. Gallos. (2011). Reframing Academic Leadership. San Francisco: Jossey-Bass Publishers.
• Does the design support the implementation
strategy?
• Does the design facilitate flow of work?
• Does the design allow effective managerial
control?
• Does the design create measurable
deliverables?
• How do existing people fit into the design?
• Does the design fit people’s style?
• How will the design shift power among groups?
• Does the design fit with peoples values and
beliefs?
8. RESEARCH HIGHLIGHTS
•There is a need to develop and communicate an overall vision and
strategy.
•The generic responses to most questions demonstrates that HCC
is lacking a particular identity, as there is not a cohesive, shared
mission or clear values.
•There was little understanding of how an individual’s work is tied to
the overall strategy of the HCC.
•While community awareness of HCC is extremely high, there is an
opportunity to promote a vision and goals to establish a clear and
strong organizational identity, which is lacking.
•Team work and innovation received low scores.
•Utilize an integrated approach to strategy and communications
that is guided by the Chancellor’s office.
17. TRANSFORMATION PLAN
1. Establishing a Sense of Urgency
2. Forming a Powerful Guiding Coalition
3. Creating a Vision
4. Communicating the Vision
5. Empowering Others to Act on the Vision
6. Planning for and Creating Short-Term Wins
• Consolidating Improvements and
Producing More Change
1. Institutionalizing New Approaches
21. • BOARD INPUT
• EXTERNAL RESEARCH
• INTERNAL RESEARCH
• CULTURAL RESEARCH
• WHOLE SYSTEMS PLANNING
• VISION: WORKFORCE ALIGNMENT
• STRATEGY MAP:
OPERATIONALIZE
• SUMMATION DOCUMENT
• PROJECT TIMELINE
OUR STEPS
22. ORGANIZATIONAL IDENTITY EXERCISE
DEFINITION
What are the central attributes of the
organization; what makes the
organization distinctive and therefore
unique from other organizations; and what
is perceived by employees to be enduring
or continuing regardless of objective
changes in the organizational
environments.
23. • What is central to who we are as an
organization?
• What is enduring about who we are as an
organization?
• What is distinct about who we are as an
organization?
QUESTIONS
ORGANIZATIONAL IDENTITY EXERCISE
24. PROCESS
Step 1: Choose a facilitator, recorder, and
reporter
Step 2: Facilitate a discussion
Step 3: Record final answers and post on
“Organizational Identity” wall board
Step 4: Report findings
ORGANIZATIONAL IDENTITY EXERCISE
25. PURPOSE EXERCISE
DEFINITION
A shared sense of purpose is the glue
that binds people together in common
cause, often linking each individual’s
goals with the organizational goals. It
addresses why we exist; what needs do
we fill; and why we do what we do.
26. PURPOSE EXERCISE
• Why do we exist?
• What needs do we fill?
• Why do we do what we do?
QUESTIONS
27. PURPOSE EXERCISE
PROCESS
Step 1: Choose a facilitator, recorder, and
reporter
Step 2: Facilitate a discussion
Step 3: Record final answers and post on
“Purpose” wall board
Step 4: Report findings
28. VALUES EXERCISE
DEFINITION
Organizational values are the guiding
principles that dictate behavior and guide
actions. They help frame how we treat one
another at work and how we treat our
customers. They help us make sense of
our working life and how we fit in the big
picture of the organization.
29. VALUES EXERCISE
QUESTIONS
• What are the basic beliefs that we
share as an organization?
• What binds us together as an
organization during times of change?
• What motives and behaviors align us as
an organization?
30. VALUES EXERCISE
PROCESS
Step 1: Choose a facilitator,
recorder, and reporter
Step 2: Facilitate a discussion
Step 3: Record final answers and
post on “Values” wall board
Step 4: Report findings
31. VISION EXERCISE
DEFINITION
Vision is a guiding image of success. It is
sometimes called a picture of your company
in the future but it’s so much more. A vision
statement is your inspiration, and the
framework for all of your strategic planning. It
articulates your dreams and hopes for your
business. It reminds you of what you are
trying to build.
32. VISION EXERCISE
• What are my wildest dreams for HCC?
What does this look like to you?
• What are important characteristics of a
successful HCC?
• What do you envision HCC to be in the
next five to ten years?
QUESTIONS
33. VISION EXERCISE
PROCESS
Step 1: Choose a facilitator, recorder, and
reporter
Step 2: Facilitate a discussion to answer the
questions above
Step 3: Record final draft of your group‘s
vision statement on the “Vision”
board
Step 4: Read vision statement
Editor's Notes
Driven by change (time axis)
Evolution is typically from Startup to