This slide is an overview of the concept of organizational change. The Change needs, Change Forces, Change Methods, Resistance to Change with an example.
Types of hr strategies - strategic human resource management - Manu melwin joymanumelwin
Because all organizations are different, all HR strategies are different. There is no such thing as a set of standard characteristics. But two basic types of HR strategies can be identified. These are:
Overarching strategies; and
Specific strategies relating to the different aspects of human resource management.
This slide is an overview of the concept of organizational change. The Change needs, Change Forces, Change Methods, Resistance to Change with an example.
Types of hr strategies - strategic human resource management - Manu melwin joymanumelwin
Because all organizations are different, all HR strategies are different. There is no such thing as a set of standard characteristics. But two basic types of HR strategies can be identified. These are:
Overarching strategies; and
Specific strategies relating to the different aspects of human resource management.
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
CHANGE, RESISTANCE TO CHANGE, OVERCOME RESISTANCE TO CHANGENavya Jayakumar
Alternation which occurs in the overall work environment of an organization
The whole organisation tends to be affected by the change in any part of it
An enterprise can be changed in several ways. Its technology can be changed, its structure, its people and other elements can be changed.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
History of Organizational Development - Organizational Change and Developmen...manumelwin
Kurt Lewin (1898–1947) is widely recognized as the founding father of OD, although he died before the concept became current in the mid-1950s.
From Lewin came the ideas of group dynamics and action research which underpin the basic OD process as well as providing its collaborative consultant/client ethos.
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
Without a doubt, “TECHNOLOGY” is changing HR functions. This “PRESENTATION” lays out what will change and why, as well as how “HR" professionals can prepare FOR FUTURE i.e. 2020
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
The challenge for HR managers is to keep up to date with the latest HR innovations -technological, legal, and otherwise.
How HR managers can anticipate and address some of the most challenging HR issues.
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
CHANGE, RESISTANCE TO CHANGE, OVERCOME RESISTANCE TO CHANGENavya Jayakumar
Alternation which occurs in the overall work environment of an organization
The whole organisation tends to be affected by the change in any part of it
An enterprise can be changed in several ways. Its technology can be changed, its structure, its people and other elements can be changed.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
History of Organizational Development - Organizational Change and Developmen...manumelwin
Kurt Lewin (1898–1947) is widely recognized as the founding father of OD, although he died before the concept became current in the mid-1950s.
From Lewin came the ideas of group dynamics and action research which underpin the basic OD process as well as providing its collaborative consultant/client ethos.
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
Without a doubt, “TECHNOLOGY” is changing HR functions. This “PRESENTATION” lays out what will change and why, as well as how “HR" professionals can prepare FOR FUTURE i.e. 2020
Business is changing faster than it ever has before. To effectively support the business, HR needs to change, too. The one-size-fits-all HR mantra no longer works for all organizations. Many organizations need their HR to be far more flexible, with digital deeply embedded in the way it functions. Accenture has identified new, innovative HR operating models that create and sustain more flexible and integrated HR capabilities. Each model is designed to suit different strategies, cultures and types of workforces -- delivering a more flexible and strategically relevant HR.
David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it.
The key HR Roles in the organization are:
HR Business Partner
Change Agent
Administration Expert
Employee Advocate
This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization.
David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees.
The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.
Taxonomy of change models slideshare 201703Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference. We have used four types of classification:
Contextual – broader strategic or macro models that can be helpful in understand a context of change, or support for change - Nadler and Tushman, congruence model being an example
High level change model – change specific models, but at a broader, sometimes even conceptual model - Carnall, change management model as an example
Actionable Model – detailed, with defined stages and actions, for example Accelerating Implementation Methodology (AIM) Change Management Methodology
Supporting – models that underpin our approach to change, they can apply to specific elements of change or help to understand certain elements, for example - Beckhard and Harris, change formula
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.
Taxonomy of change models Version 3.0 (July 2017)Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference
In this update to our taxonomy we have added Change Rx, Galbraith Star Model, Positive Deviance and Whole System Transformation; further enhancements are welcomed.
In compiling this taxonomy we were surprised at the volume of change related models, in some ways a testament to the views that change can be challenging and the search for a formulaic approach that it could be argued is not possible given that humans are wonderfully unique and change situations can be highly varied. Our view is that understanding, appreciation, empathy, flexibility and resilience coupled with a desire to learn are foundational capabilities that can help those delivering change to be in a resourceful state in order that they support others and deliver effective change.
We hope you find this taxonomy of use.
Mark Simpson
Head of Consultancy
Organizational Change and Development - Module 1 - MG University - Organizat...manumelwin
Organizational change occurs when business strategies or major sections of an organization are altered.
It is defined as a change that has significant effects on the way work is performed in an organization.
Four Categorical Action Streams of Strategy as Yield DeterminantElijah Ezendu
This is the Yield-Determinant Canvas. Operability of strategy as yield-determinant comprises actions in four categories namely Key Driving Force, Aggregate Convergence Capability, Yield Optimization Control Framework and Competitive Lever.
10 Elements of Open-Mindedness in Workplace Operating as Drivers for Strategi...Elijah Ezendu
10 Elements Constituting Critical Mass for Development of Open-Mindedness as Enabling Corporate Cultural Pillar for Stimulating, Building and Sustaining Strategic Innovative Leadership Organisation-Wide.
Spectrum of Collective Leadership by Elijah EzenduElijah Ezendu
Spectrum of collective leadership showing trajectory of collective capability for results and reviews, pinpointing collective leadership as key driver for harnessing the greatest form of collaborative advantage in both vertical and horizontal teams, whether functional, cross-functional or organization-wide operation: An impeccable impetus for engaging transition from individual leadership to collective leadership.
Leadership Development Strategy and Strategic Planning: The Chicken and Egg ...Elijah Ezendu
A classical review of relationship between Leadership Development Strategy and Strategic Planning. Failure at one end generates heterogeneous domino effects in the other. Their codependency culminates in Propensity for Assurance.
Three Models of Corporate Investment Structure Based on Financials and Intang...Elijah Ezendu
The three models of corporate investment structure based on recognition of both financial capital and intangibles that should be valued not only at harvesting stage but also during conception.
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
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.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
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Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
1. Managing Change: The Role of HR
Dr. Elijah Ezendu
FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM,
PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr
2. Learning Objectives
At the end of the course, participants should be able to do the
following:
Identify role of HR in Change Management
Identify the appropriate relationship between HR and internal
customers during a change project
Explain the importance of change initiative
Develop and implement strategies for managing change
Conduct evaluation of change using appropriate analytical
tools
Develop strategic change report
3. “A method of problem solving…..moving from
one state to another – from the problem state
to the solved state.” – Ramesh Mehay
“the coordination of a structured period of
transition from situation A to situation B in
order to achieve lasting change within an
organization”. - BNET Business Dictionary
4. “Change Management is preparation for major
changes in the present and the future, as a
means of strengthening the agility, the
internal resilience, and the peripheral vision of
the organisation.”
- Peter Gumpert
5. Reactions of Human Beings to Change
• Denial
• Anger
• Antagonism
• Battle
• Bargaining
• Depression
• Acceptance
6. Why People Resist Change
i. Fear of the unknown
ii. Fear of becoming somewhat irrelevant
iii. Fear of redundancy
iv. Fear of aspiration negation
v. Fear of disconcerting work environment
vi. Fear of structural displacement
vii. Fear of failure in new path
viii. Clasping old habits
ix. Lack of trust and support
x. Lack of competence
xi. Lack of effective communication
xii. Learning Aversion
xiii. Peer Pressure
xiv. Obstinate Paradigm
xv. Short-termism
xvi. Wrong Timing
xvii. Organisational politics
xviii. Perception of poor benefits and reward
xix. Inhumaneness of top management
xx. Belief that the change is a fad
xxi. Belief in supposed superior alternative
xxii. Inability to identify the need
xxiii. Previous experience
xxiv. Inflexible and punitive implementation strategies
xxv. Non-participatory planning process
8. Exploratory Engagement
• List the tactics HR Leaders should deploy in
handling human resistance to change?
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10. IPMA Model of HR Roles
Leader
Business
Partner
Change
Agent
HR Expert
11. “Of course change management isn’t restricted
exclusively to HR. Line managers are the
owners of change while HR can be seen as its
architect, facilitator and designer. Nobody
ever said that only HR manages change.”
- Dave Ulrich
12. Change management is a core HR Professional
Skill, leveraging on people dynamics and
organisational systems for planning, executing
and coordinating change-direction and human
capital control at the pre-change, active
change and post change phases.
13. HR as Change Agent
1. Provide impetus for conducting change at every
organisational stratum
2. Provide structured framework for change
3. Align top management with other employees
4. Develop requirements for appropriate organisational
agility
5. Identify and establish workable change management
processes
6. Reinforce change management communication as a
driver for attainment of effective change
7. Act as overwhelming influence for successful change
14. Operational Spheres of Change Agent
D
A
GF
E
CB
Change
Agent
Elijah Ezendu, Change Management
15. Requisite Abilities for Change Agents
• Diagnose Problems
• Build Relationships with Clients
• Ensure Vision is Properly Articulated
• Set Leadership Agenda
• Solve Problems
• Implement Plans to Achieve Change Goals
• Tolerate Ambiguity
• Manage Conflict
• Manage Projects
• Mitigate Resistance
• Manage Risk
• Coordinate Effective Communication
• Apply knowledge of business, products and work processes
Adapted from Dave Ulrich and Other Commentators
16. “Successful organizational change is about
coordinating the four different leadership
roles in an organization to produce employees
that are Ready, Willing, & Able to Change.”
- Randal Breaux, Managing Organisational Change
17. Change Agent in a Nutshell
• A Change Agent is a person tasked with creating
needed employee behavior change
• Successful organizational change is about
coordinating the four different leadership roles in an
organization to produce employees that are Ready,
Willing, & Able to change
• Good Change Agents know how to manage upwards
effectively.
• Only successful change projects can fuel long-term
improvement in an organization’s change
environment.
Adapted from Holland & Davis
19. Two Phases of HR Role in
Change Management
• Planning
• Implementation
20. Planning Phase
• Evaluation of Viewpoint
• Strategic forecasting of Initiatives and
directions
• Development of business strategy for
initiatives and directions
• Determination of action points and elements
of execution
• Identification of performance targets for
action points.
• Establishment of communication plan
21. Evaluation of Viewpoint
The management should identify the need for
change in a specific area, and resolve its
attributes with the aim of protecting strategic
interest of the firm.
22. Strategic Forecasting of
Initiatives and Direction
This involves the use of analysis, synthesis and review for
determination of appropriate initiative and direction. Probable
initiatives should be evaluated using STEEPLED analysis, Issue
analysis, SWOT analysis, and Stakeholder analysis.
Industry direction should be identified by using four trajectories
of industry change analysis.
The specific forces of change in the industry and their impact can
be ascertained to a reasonable level by using driving forces
analysis.
Thereafter, several permutation levels of industry direction and
feasible action points of the organisation shall be appraised by
using Thirteen Forces analysis.
24. Four Trajectories of Industry Change Analysis
This tool was developed by Anita McGahan in
2004. It’s used for identifying and
understanding change in an industry, so as to
know whether to move out of it.
25. How to Conduct Four Trajectories of
Industry Change Analysis
• Identify all the core assets and core activities of an industry.
• Check-up threats to the core assets and core activities.
• Identify the trajectory of industry change occurring in the
industry using the format below:
(Radically: Core assets and core activities are threatened to
become obsolete
Progressive: Core assets and core activities are not affected.
Creative: Core assets are threatened but core activities are
stable.
Intermediating: Core activities are threatened but core assets
still have capacity to create value.
• Establish appropriate course of action.
26. Driving Forces Analysis
This tool is used for identifying the driving forces
of change and uncertainties in an industry, in
addition to assessing their impact, in order to
proffer solution.
27. How to Conduct Driving Forces Analysis
• Identify all the main driving forces in a
particular industry.
• Assess and rank the impact of each driving
force.
• Consider impact and proffer solution.
28. Identifying Driving Forces
Every set of stakeholders within a particular
industry and the ensuing macroenvironmental
factors would be examined in order to find out
associated driving forces.
29. Assessing and Ranking Driving Forces
A rating system of 1 to 10 (signifying weak to
strong) can be used to mark the strength of
each driving force as well as the ease of
influencing it. Thereafter, the sum of strength
and influence would be used to determine
rank of each driving force.
31. Implementation Phase
1. Lewin’s model
2. Kotter’s model
3. Lippitt, Watson and Westley model
4. Prochaska and DiClemente model
32. Lewin’s Model
• Unfreeze the status quo
• Movement from current level to a new
equilibrium
• Refreeze the new values to achieve stability in
new equilibrium
33. Kotter’s Model
• Unfreeze to overcome resistance, while
coordinating the employees towards the new
vision
• Movement by establishing lines of action for
every employee to participate and celebration
of short term success
• Refreeze by institutionalizing the new act
34. Lippit, Watson and Westley Model
1. Diagnose the problem.
2. Assess the motivation and capacity for change.
3. Assess the resources and motivation of the change agent. This includes
the change agent’s commitment to change, power, and stamina.
4. Choose progressive change objects. In this step, action plans are
developed and strategies are established.
5. The role of the change agents should be selected and clearly
understood by all parties so that expectations are clear. Examples of
roles are: cheerleader, facilitator, and expert.
6. Maintain the change. Communication, feedback, and group
coordination are essential elements in this step of the change process.
7. Gradually terminate from the helping relationship. The change agent
should gradually withdraw from their role over time. This will occur
when the change becomes part of the organizational culture
35. Prochaska and DiClemente Model
• Pre-contemplation
• Contemplation
• Preparation
• Action
• Maintenance
36. Change impacts activities, processes, systems,
techniques, work-flow streams and talents
thereby stimulating a particular level of
performance.
37. Causal Mode of Organisational Performance & Change
External
Environment
Individual and
Organisational
Performance
Mission & Strategy
Motivation
Work Unit Climate
Management
Practices
Organisational
Culture
Leadership
Task and Ind. Skills
Structure
Individual Needs
and Values
Systems (Policies &
Procedures)
Adapted from Burke and Litwin
38. Performance in Change
In accordance with Burke-Litwin Model, change
occurs in response to external environment and
affects transformational factors that in turn
impact transactional factors thereby influencing
motivation and finally determines performance.
39. The Human Resource Leader should carry out
responsibility of Change Architect by crafting
Strategic Change Report that shall act as
transparent and feasible prodder.
40. Strategic Change Report
This is a standard blueprint showing current
situation of an entity, required change, issues in
execution of change, and expected result within
specific timespan.
41. Contents of Strategic Change Report
• Current Corporate Condition
• Statement of Problem
• Statement of Solution
• Change Analysis
• Structure of Change Progression
• Performance of Change
• Expected Corporate Condition
Source: Elijah Ezendu, Change Management
42. Exploratory Engagement
What are Characteristics of Effective Strategic
Change Report?
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43. Change Management Case
The management of Angular Corporation had realised the
need for enterprise-wide exploration of Social Media. The
decision was based on effects of social media literacy and
applicability of social media as competitive advantage
through boosting of collaboration, innovation,
competitive intelligence, inductive learning, interactive
engagement, esprit de corps, business development,
intrapreneurship, corporate brand and techno-human
driven performance. You are required to develop a
Strategic Change Report.
44. Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise
in Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround
Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e-
Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business
Equity; Chairman of Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova
Group; CEO, Rubiini (UAE); Special Advisor, RTEAN; Director, MMNA Investments; Chair, Int’l Board of
GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training),
Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management
Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead
Consultant/ Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited;
Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles),
Fortuna, Gambia & Malta; Chief Advisor/ Partner, D & E; Vice Chairman of Board, Refined Shipping;
Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria;
Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic
Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria;
Country Manager (Nigeria) & Adjunct Faculty (MBA Programme), Regent Business School, South Africa;
Adjunct Faculty (MBA Programme), Ladoke Akintola University of Technology; Editor-in-Chief, Cost
Management Journal; Council Member, Institute of Internal Auditors of Nigeria; Member, Board of
Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business
Administration and Fellow of Professional Institutes in North America, UK & Nigeria. He is Innovator of
Corporate Investment Structure Based on Financials and Intangibles, for valuation highlighting
intangible contributions of host communities and ecological environment: A model celebrated globally
as remedy for unmitigated depreciation of ecological capital and developmental deprivation of host
communities. He had served as Examiner to Professional Institutes and Universities. He had been a
member of Guild of Soundtrack Producers of Nigeria. He's an author and extensively featured speaker.