Introduction to change management
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Three key properties define how organizations change:
1. Problematic Preferences - Organizations are made up of people with different preferences and interests that create internal conflicts during change processes.
2. Unclear Technology - The implementation of new technologies in organizations relies on a limited number of individuals, leading to a lack of shared information across the organization.
3. Fluid Participation - Decision makers and participants in organizations change frequently, reducing teamwork and knowledge sharing during changes. As a result, organizational change is a self-organizing process surrounded by knowledge loss and internal political conflicts over differing interests and preferences.
Organizations need to learn new ways of doing things in order to implement both radical and incremental change. While learning occurs in individuals, organizations can create processes and environments to facilitate learning at the organizational level. These include acquiring relevant knowledge, internalizing new knowledge through changing behaviors and norms, and socializing knowledge through collaborative sensemaking and storytelling. Organizational learning processes, combined with supportive leadership and design, allow organizations to successfully implement change by developing a shared understanding of new visions and strategies.
Organizational designs can be mechanistic or organic. Mechanistic organizations have hierarchical structures, differentiated duties, and formal processes suited for stable environments. Organic organizations have more fluid, network structures capable of innovation in volatile environments. Other designs include simple, machine bureaucracy, adhocracy, and professional bureaucracy structures. An organization's type of decentralization, coordinating mechanisms, roles, and capabilities determine whether it prioritizes stability or agility. Managers can improve performance by adopting designs that fit their industry's contingencies.
This document discusses key aspects of organizational design including types of decentralization, coordination mechanisms, design configurations, and characteristics that impact organizational innovation. Some of the main characteristics discussed are formalization, stratification, complexity, requisite variety, slack, and emphasis on quality versus quantity in production. The document stresses that correctly identifying and applying these basic dimensions is important for organizational design.
Organizational culture is defined as the shared assumptions, values, and beliefs that govern employee behavior within an organization. It can either help or hinder innovation efforts. When implementing innovations, managers must first audit their own culture and make necessary changes. Cultural change involves shifting employee assumptions and behaviors through institutionalizing new lessons at relationship levels. A new organizational culture is formed through both implicit ideologies/values and observable symbols/rituals. While culture can influence innovation, innovative settings also impact the evolving culture over time in complex ways that are difficult to fully control or change.
organizational change
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This document discusses different approaches to leadership. It states that leadership is not a personal trait but a process of influencing others. All leaders have followers in common. The contingency approach views leadership as dependent on the situation and followers rather than an independent variable. The most suitable leadership for innovation depends on the organizational situation and followers. Characteristics of situations and follower dynamics shape the appropriate leadership approach to enable innovation.
Human rationality can be viewed through two lenses: classical economics sees humans as fundamentally rational actors who seek to maximize utility, while behavioral theory sees humans as imperfectly rational with inconsistent and unstable preferences. When making decisions, humans pursue actions appropriate to their identity and past experiences due to limited cognitive abilities and restricted knowledge. In a social context, humans share past experiences and perceptions of appropriate behavior.
Three key properties define how organizations change:
1. Problematic Preferences - Organizations are made up of people with different preferences and interests that create internal conflicts during change processes.
2. Unclear Technology - The implementation of new technologies in organizations relies on a limited number of individuals, leading to a lack of shared information across the organization.
3. Fluid Participation - Decision makers and participants in organizations change frequently, reducing teamwork and knowledge sharing during changes. As a result, organizational change is a self-organizing process surrounded by knowledge loss and internal political conflicts over differing interests and preferences.
Organizations need to learn new ways of doing things in order to implement both radical and incremental change. While learning occurs in individuals, organizations can create processes and environments to facilitate learning at the organizational level. These include acquiring relevant knowledge, internalizing new knowledge through changing behaviors and norms, and socializing knowledge through collaborative sensemaking and storytelling. Organizational learning processes, combined with supportive leadership and design, allow organizations to successfully implement change by developing a shared understanding of new visions and strategies.
Organizational designs can be mechanistic or organic. Mechanistic organizations have hierarchical structures, differentiated duties, and formal processes suited for stable environments. Organic organizations have more fluid, network structures capable of innovation in volatile environments. Other designs include simple, machine bureaucracy, adhocracy, and professional bureaucracy structures. An organization's type of decentralization, coordinating mechanisms, roles, and capabilities determine whether it prioritizes stability or agility. Managers can improve performance by adopting designs that fit their industry's contingencies.
This document discusses key aspects of organizational design including types of decentralization, coordination mechanisms, design configurations, and characteristics that impact organizational innovation. Some of the main characteristics discussed are formalization, stratification, complexity, requisite variety, slack, and emphasis on quality versus quantity in production. The document stresses that correctly identifying and applying these basic dimensions is important for organizational design.
Organizational culture is defined as the shared assumptions, values, and beliefs that govern employee behavior within an organization. It can either help or hinder innovation efforts. When implementing innovations, managers must first audit their own culture and make necessary changes. Cultural change involves shifting employee assumptions and behaviors through institutionalizing new lessons at relationship levels. A new organizational culture is formed through both implicit ideologies/values and observable symbols/rituals. While culture can influence innovation, innovative settings also impact the evolving culture over time in complex ways that are difficult to fully control or change.
organizational change
Full udemy course here https://www.udemy.com/course/organizational-design-change-innovation-all-in-1-course/?referralCode=8C9BA9B485BDB97C1BD9
This document discusses different approaches to leadership. It states that leadership is not a personal trait but a process of influencing others. All leaders have followers in common. The contingency approach views leadership as dependent on the situation and followers rather than an independent variable. The most suitable leadership for innovation depends on the organizational situation and followers. Characteristics of situations and follower dynamics shape the appropriate leadership approach to enable innovation.
Human rationality can be viewed through two lenses: classical economics sees humans as fundamentally rational actors who seek to maximize utility, while behavioral theory sees humans as imperfectly rational with inconsistent and unstable preferences. When making decisions, humans pursue actions appropriate to their identity and past experiences due to limited cognitive abilities and restricted knowledge. In a social context, humans share past experiences and perceptions of appropriate behavior.
This document discusses organizational boundaries and the open and closed nature of organizations. It states that boundaries separate organizations from their environments and provide control, while competencies and power allow organizations to achieve goals through their inputs, throughputs and outputs. Organizations can be open or closed - open organizations are totally open to the environment for survival, while closed organizations are more autonomous and insulated with thicker boundaries. The document also notes that organizations can be partially open or closed depending on their environment, and the contingency approach means an organization must be able to open, close, or adjust depending on external events to perform well.
The document discusses Hoshin Kanri, a strategic planning and management method used in Lean management. It involves creating an "X matrix" to align long-term goals, annual objectives, priority initiatives, and key performance indicators. The matrix is filled out in steps: 1) defining long-term goals, 2) mid-term objectives, 3) short-term actions, 4) agreeing on metrics, and 5) marking dependencies between initiatives. Once the strategy is defined in the matrix, it is broken down into tasks and projects using Portfolio Kanban boards to track progress towards goals. Metrics are discussed as important lagging and leading indicators to monitor performance.
The document discusses 8 steps to transforming an organization through lean leadership. The steps include establishing a sense of urgency, forming a guiding coalition, creating a vision, communicating the vision, empowering others to act on the vision, planning for and creating short term wins, consolidating improvements and producing more change, and institutionalizing new approaches. It provides details on how to raise urgency levels, build an effective coalition, craft an effective vision, empower people to effect change, and anchor change in an organizational culture.
This document discusses Total Productive Maintenance (TPM), which aims to eliminate equipment failures through a combination of autonomous maintenance by operators and improved organizational processes. It outlines TPM's goals of improving overall equipment effectiveness and reducing waste from equipment losses. The document also covers key aspects of TPM implementation like its pillars, structure, steps, autonomous maintenance techniques, and checklist.
Hoshin planning and metrics involves setting strategic goals and visions, defining mid-term objectives and short-term actions, agreeing on key performance indicators, and ensuring dependencies are transparent. It uses an X-matrix template to connect strategy to execution from the strategic level through tactical and operational metrics. Effective metrics should satisfy criteria of being measurable, actionable, and strategic to assess performance management systems and understand value delivery.
Lean implementation requires following clear steps:
1. Start at the strategic level by creating a business case and lean vision with senior management buy-in.
2. Focus on value streams by mapping them, eliminating waste, and setting goals and metrics.
3. Develop lean behaviors over several years by appointing change agents and champions and training all employees.
4. Restructure systems and continuously improve after implementing lean solutions.
This document discusses Gemba walks, A3 problem solving, Ishikawa diagrams, and applying the 5S methodology to a workplace to improve job execution. It specifically mentions applying the 5S phases of sort, straighten, scrub, standardize, and sustain to medical supplies.
This document discusses process mapping and value stream mapping as tools for visual management and process improvement. It defines a process as a series of steps that take inputs and create outputs, and explains that process mapping visually charts these steps to understand a process. Value stream mapping builds on process mapping by mapping the flow of materials and information needed to bring a product or service to a customer, identifying value-added and non-value added steps to help optimize the process. The document provides guidance on how to conduct a current state and future state value stream map analysis to identify areas for improvement.
The document discusses lean implementation and organizational structures. It recommends starting lean implementation by discussing it in class and developing an enterprise-level roadmap. This involves strategic planning, adopting a lean paradigm, focusing on value streams, and establishing a lean structure and behaviors through leadership. The implementation requires systemic changes and a transition plan to implement continuous improvement initiatives. Different organizational structures like functional, product-based, market-based, and location-based structures are also briefly outlined.
1. Lean thinking originated in the 1870s with Frederick Winslow Taylor's principles of scientific management, which aimed to optimize workflows. Henry Ford later applied these principles at Ford Motor Company to revolutionize mass production.
2. The Toyota Production System incorporated simplification, standardization, and scientific thinking from Taylorism. An engineer from Toyota, Shigeo Shingo, studied die changes at stamping presses and significantly reduced changeover times through training workers.
3. At Honda, managers practiced "gemba walks" to observe the production line firsthand, identify issues, and solve problems based on facts rather than guesses. New hires also spent time on the assembly line to better understand and respect the work.
Jidoka and Quality, Just-in-time and Push:Pull production .pdfDanaYembergenova1
The document discusses Jidoka, a Lean manufacturing principle where machines stop themselves when a defect is detected to prevent defects from propagating down the line. It explains the four principles of Jidoka for addressing defects: discover the abnormality, stop the process, investigate and solve the root cause, and quickly implement a permanent fix. The document also compares "push" and "pull" production systems, where pull systems use Kanban signals to pull work through the process based on customer demand rather than pushing work based on forecasts. It notes several Lean principles are required to enable a successful pull-based system focused on optimizing the whole value stream and eliminating waste.
This document defines key concepts in lean management including defining the customer and value from the customer's perspective. It discusses that lean is a set of standard processes, tools, and techniques as well as a way of thinking to guide actions when applying lean. The document also defines waste and discusses the seven main types of waste including overproduction, defects, unnecessary inventory, unnecessary motion, waiting, transportation, and unused employee creativity. It notes that eliminating waste provides benefits.
This document discusses concepts related to production leveling including Heijunka, standard work, and continuous improvement. Heijunka involves leveling production to evenly distribute workload and demand across each day to maximize efficiency. Standard work establishes consistent processes and templates. Continuous improvement, also called Kaizen, relies on permanent and temporary teams identifying areas for improvement through reflection meetings and applying the PDCA cycle for organizational learning.
Fredrik Taylor was a central figure in management thought who introduced scientific management, standardized work, and time study. His concepts focused on finding science in management and establishing a better way through a first-class worker and functional foreman task management. Lean thinking differs from craft and mass production by being linked to initiatives like Toyota's SMED and Honda's emphasis on managers going to see processes for themselves.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
This document discusses organizational boundaries and the open and closed nature of organizations. It states that boundaries separate organizations from their environments and provide control, while competencies and power allow organizations to achieve goals through their inputs, throughputs and outputs. Organizations can be open or closed - open organizations are totally open to the environment for survival, while closed organizations are more autonomous and insulated with thicker boundaries. The document also notes that organizations can be partially open or closed depending on their environment, and the contingency approach means an organization must be able to open, close, or adjust depending on external events to perform well.
The document discusses Hoshin Kanri, a strategic planning and management method used in Lean management. It involves creating an "X matrix" to align long-term goals, annual objectives, priority initiatives, and key performance indicators. The matrix is filled out in steps: 1) defining long-term goals, 2) mid-term objectives, 3) short-term actions, 4) agreeing on metrics, and 5) marking dependencies between initiatives. Once the strategy is defined in the matrix, it is broken down into tasks and projects using Portfolio Kanban boards to track progress towards goals. Metrics are discussed as important lagging and leading indicators to monitor performance.
The document discusses 8 steps to transforming an organization through lean leadership. The steps include establishing a sense of urgency, forming a guiding coalition, creating a vision, communicating the vision, empowering others to act on the vision, planning for and creating short term wins, consolidating improvements and producing more change, and institutionalizing new approaches. It provides details on how to raise urgency levels, build an effective coalition, craft an effective vision, empower people to effect change, and anchor change in an organizational culture.
This document discusses Total Productive Maintenance (TPM), which aims to eliminate equipment failures through a combination of autonomous maintenance by operators and improved organizational processes. It outlines TPM's goals of improving overall equipment effectiveness and reducing waste from equipment losses. The document also covers key aspects of TPM implementation like its pillars, structure, steps, autonomous maintenance techniques, and checklist.
Hoshin planning and metrics involves setting strategic goals and visions, defining mid-term objectives and short-term actions, agreeing on key performance indicators, and ensuring dependencies are transparent. It uses an X-matrix template to connect strategy to execution from the strategic level through tactical and operational metrics. Effective metrics should satisfy criteria of being measurable, actionable, and strategic to assess performance management systems and understand value delivery.
Lean implementation requires following clear steps:
1. Start at the strategic level by creating a business case and lean vision with senior management buy-in.
2. Focus on value streams by mapping them, eliminating waste, and setting goals and metrics.
3. Develop lean behaviors over several years by appointing change agents and champions and training all employees.
4. Restructure systems and continuously improve after implementing lean solutions.
This document discusses Gemba walks, A3 problem solving, Ishikawa diagrams, and applying the 5S methodology to a workplace to improve job execution. It specifically mentions applying the 5S phases of sort, straighten, scrub, standardize, and sustain to medical supplies.
This document discusses process mapping and value stream mapping as tools for visual management and process improvement. It defines a process as a series of steps that take inputs and create outputs, and explains that process mapping visually charts these steps to understand a process. Value stream mapping builds on process mapping by mapping the flow of materials and information needed to bring a product or service to a customer, identifying value-added and non-value added steps to help optimize the process. The document provides guidance on how to conduct a current state and future state value stream map analysis to identify areas for improvement.
The document discusses lean implementation and organizational structures. It recommends starting lean implementation by discussing it in class and developing an enterprise-level roadmap. This involves strategic planning, adopting a lean paradigm, focusing on value streams, and establishing a lean structure and behaviors through leadership. The implementation requires systemic changes and a transition plan to implement continuous improvement initiatives. Different organizational structures like functional, product-based, market-based, and location-based structures are also briefly outlined.
1. Lean thinking originated in the 1870s with Frederick Winslow Taylor's principles of scientific management, which aimed to optimize workflows. Henry Ford later applied these principles at Ford Motor Company to revolutionize mass production.
2. The Toyota Production System incorporated simplification, standardization, and scientific thinking from Taylorism. An engineer from Toyota, Shigeo Shingo, studied die changes at stamping presses and significantly reduced changeover times through training workers.
3. At Honda, managers practiced "gemba walks" to observe the production line firsthand, identify issues, and solve problems based on facts rather than guesses. New hires also spent time on the assembly line to better understand and respect the work.
Jidoka and Quality, Just-in-time and Push:Pull production .pdfDanaYembergenova1
The document discusses Jidoka, a Lean manufacturing principle where machines stop themselves when a defect is detected to prevent defects from propagating down the line. It explains the four principles of Jidoka for addressing defects: discover the abnormality, stop the process, investigate and solve the root cause, and quickly implement a permanent fix. The document also compares "push" and "pull" production systems, where pull systems use Kanban signals to pull work through the process based on customer demand rather than pushing work based on forecasts. It notes several Lean principles are required to enable a successful pull-based system focused on optimizing the whole value stream and eliminating waste.
This document defines key concepts in lean management including defining the customer and value from the customer's perspective. It discusses that lean is a set of standard processes, tools, and techniques as well as a way of thinking to guide actions when applying lean. The document also defines waste and discusses the seven main types of waste including overproduction, defects, unnecessary inventory, unnecessary motion, waiting, transportation, and unused employee creativity. It notes that eliminating waste provides benefits.
This document discusses concepts related to production leveling including Heijunka, standard work, and continuous improvement. Heijunka involves leveling production to evenly distribute workload and demand across each day to maximize efficiency. Standard work establishes consistent processes and templates. Continuous improvement, also called Kaizen, relies on permanent and temporary teams identifying areas for improvement through reflection meetings and applying the PDCA cycle for organizational learning.
Fredrik Taylor was a central figure in management thought who introduced scientific management, standardized work, and time study. His concepts focused on finding science in management and establishing a better way through a first-class worker and functional foreman task management. Lean thinking differs from craft and mass production by being linked to initiatives like Toyota's SMED and Honda's emphasis on managers going to see processes for themselves.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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