Eexample of Mc kinsey 7s model strategic implementation - Manu Melwin Joymanumelwin
McKinsey 7s model is a tool that analyzes firm’s organizational design by looking at 7 key internal elements: strategy, structure, systems, shared values, style, staff and skills, in order to identify if they are effectively aligned and allow organization to achieve its objectives.
Eexample of Mc kinsey 7s model strategic implementation - Manu Melwin Joymanumelwin
McKinsey 7s model is a tool that analyzes firm’s organizational design by looking at 7 key internal elements: strategy, structure, systems, shared values, style, staff and skills, in order to identify if they are effectively aligned and allow organization to achieve its objectives.
Prosci Change Management Workshop for Project Managers Info Webinar (30 mins)Prosci ANZ
Learn more about Prosci's 1 day Change Management Workshop for Project Managers and specialists, available as a public and in house program by Being Human.
Symposium CONF 303 Support strategy in change management for the transformat...PMI-Montréal
The McGill University Health Centre (MUHC) is going through a once in a lifetime transformation to better meet its academic health centre missions. It's 2,355 billion dollar redevelopment project results in the construction and modernization of three (3) state of the art sites: The Glen Site, the Montreal General Hospital and the Lachine Hospital (The Montreal Neurological Hospital will remain at its present site until 2019 at which date will be moved to the Glen Site). The changes entailed in the transformation of the MUHC have a major impact on all its activities, staff, doctors and community. They affect processes, information systems, clinical practices and especially the people. The conference will cover strategies aimed to equip and assist managers and their teams to implement and sustain the various changes needed to perform the transformation of the MUHC while fostering the mobilization of individuals and the maintenance of the quality in its services. Furthermore, the conference will cover other corperate support for its managers and employees as well as its strategy for the training and orientation of its approximately 8,000 employees moving to the new Glen Site in Spring 2015.
Biography
Graduate from McGill University in 1984 (Industrial Relations). Has over 28 years of Human Resources experience in the public healthcare system. Has worked in every sector of Human Resources and was responsible for the Accreditation Program at the Douglas Institute for Human Resources. Responsible for negotiations of local collective agreements with unions at the McGill University Health Centre. In the past two years, Associate Director of Human Resources for the Training and Organizational Development Sector.
Symposium CONF 303 Support strategy in change management for the transformati...PMI-Montréal
The McGill University Health Centre (MUHC) is going through a once in a lifetime transformation to better meet its academic health centre missions. It's 2,355 billion dollar redevelopment project results in the construction and modernization of three (3) state of the art sites: The Glen Site, the Montreal General Hospital and the Lachine Hospital (The Montreal Neurological Hospital will remain at its present site until 2019 at which date will be moved to the Glen Site). The changes entailed in the transformation of the MUHC have a major impact on all its activities, staff, doctors and community. They affect processes, information systems, clinical practices and especially the people. The conference will cover strategies aimed to equip and assist managers and their teams to implement and sustain the various changes needed to perform the transformation of the MUHC while fostering the mobilization of individuals and the maintenance of the quality in its services. Furthermore, the conference will cover other corperate support for its managers and employees as well as its strategy for the training and orientation of its approximately 8,000 employees moving to the new Glen Site in Spring 2015.
Biography
Graduate from McGill University in 1984 (Industrial Relations). Has over 28 years of Human Resources experience in the public healthcare system. Has worked in every sector of Human Resources and was responsible for the Accreditation Program at the Douglas Institute for Human Resources. Responsible for negotiations of local collective agreements with unions at the McGill University Health Centre. In the past two years, Associate Director of Human Resources for the Training and Organizational Development Sector.
Curriculum Approaches (Systems-managerial and Intellectual-academic Approach)Angie Magdasoc
The book I used in doing this presentation was Adelaida Bago's Curriculum Development: The Philippine Experience. I'm sorry if I wasn't able to include all six approaches 'coz these two are just the scope of my discussion during our Prof. Ed. 7 class. :)
Educational Models of Change
These models provide a systematic approach to understanding, planning, and executing changes to improve educational practices, curriculum, policies, or organizational structures. Different models may emphasize various aspects of the change process, but many shares common elements. Here are some well-known educational models of change:
1. Lewin's Three Step Model:
• Unfreeze: This stage involves creating awareness about the need for change and breaking down existing structures or attitudes.
• Change: Implement the actual changes required.
• Refreeze: Stabilize the changes and make them part of the organization's culture.
3. Fullan's Model:
• Moral Purpose: Develop a clear understanding of why the change is necessary.
• Understanding Change: Explore the nature of the change and its impact.
• Building Relationships and Cultures: Foster collaboration and a positive culture.
• Knowledge Building and Sharing: Ensure the necessary knowledge is available and shared.
• Innovation Configuration: Implement the change systematically.
• Systemic Change: Scale up the change across the entire system.
3. Fullan's Model:
• Moral Purpose: Develop a clear understanding of why the change is necessary.
• Understanding Change: Explore the nature of the change and its impact.
• Building Relationships and Cultures: Foster collaboration and a positive culture.
• Knowledge Building and Sharing: Ensure the necessary knowledge is available and shared.
• Innovation Configuration: Implement the change systematically.
• Systemic Change: Scale up the change across the entire system.
3. Fullan's Model:
• Moral Purpose: Develop a clear understanding of why the change is necessary.
• Understanding Change: Explore the nature of the change and its impact.
• Building Relationships and Cultures: Foster collaboration and a positive culture.
• Knowledge Building and Sharing: Ensure the necessary knowledge is available and shared.
• Innovation Configuration: Implement the change systematically.
• Systemic Change: Scale up the change across the entire system.
4. Rogers' Diffusion of Innovations:
• Innovation: The new idea, practice, or technology being introduced.
• Communication Channels: The means by which the innovation is communicated.
• Time: The rate at which the innovation is adopted.
• Social System: The individuals and groups involved in the change.
• Extent of Adoption: The degree to which the innovation is adopted.
5. Concerns Based Adoption Model (CBAM):
• Stages of Concern: Individuals progress through stages of concern about a change.
• Levels of Use: The extent to which individuals are using the new practices.
• Innovation Configurations: The specific components of the change being implemented.
• Change Facilitators: People who support others through the change process.
6. Action Research Model:
• Identify a Problem or Area for Improvement: Determine the need for change.
• Collect Data: Gather information related to the identified problem.
Info Webinar: Prosci Workshop for Project ManagersProsci ANZ
Integrating change management and project management has been cited in numerous studies as a key contributor to overall project success. Build buy in for Change Management in this one day, hands on workshop specially designed for Project Managers, project teams, IT specialists and other professionals.
Program overview
Key takeaways
Q&A.
Prosci Change Management Workshop for Project Managers Info Webinar (30 mins)Prosci ANZ
Learn more about Prosci's 1 day Change Management Workshop for Project Managers and specialists, available as a public and in house program by Being Human.
Symposium CONF 303 Support strategy in change management for the transformat...PMI-Montréal
The McGill University Health Centre (MUHC) is going through a once in a lifetime transformation to better meet its academic health centre missions. It's 2,355 billion dollar redevelopment project results in the construction and modernization of three (3) state of the art sites: The Glen Site, the Montreal General Hospital and the Lachine Hospital (The Montreal Neurological Hospital will remain at its present site until 2019 at which date will be moved to the Glen Site). The changes entailed in the transformation of the MUHC have a major impact on all its activities, staff, doctors and community. They affect processes, information systems, clinical practices and especially the people. The conference will cover strategies aimed to equip and assist managers and their teams to implement and sustain the various changes needed to perform the transformation of the MUHC while fostering the mobilization of individuals and the maintenance of the quality in its services. Furthermore, the conference will cover other corperate support for its managers and employees as well as its strategy for the training and orientation of its approximately 8,000 employees moving to the new Glen Site in Spring 2015.
Biography
Graduate from McGill University in 1984 (Industrial Relations). Has over 28 years of Human Resources experience in the public healthcare system. Has worked in every sector of Human Resources and was responsible for the Accreditation Program at the Douglas Institute for Human Resources. Responsible for negotiations of local collective agreements with unions at the McGill University Health Centre. In the past two years, Associate Director of Human Resources for the Training and Organizational Development Sector.
Symposium CONF 303 Support strategy in change management for the transformati...PMI-Montréal
The McGill University Health Centre (MUHC) is going through a once in a lifetime transformation to better meet its academic health centre missions. It's 2,355 billion dollar redevelopment project results in the construction and modernization of three (3) state of the art sites: The Glen Site, the Montreal General Hospital and the Lachine Hospital (The Montreal Neurological Hospital will remain at its present site until 2019 at which date will be moved to the Glen Site). The changes entailed in the transformation of the MUHC have a major impact on all its activities, staff, doctors and community. They affect processes, information systems, clinical practices and especially the people. The conference will cover strategies aimed to equip and assist managers and their teams to implement and sustain the various changes needed to perform the transformation of the MUHC while fostering the mobilization of individuals and the maintenance of the quality in its services. Furthermore, the conference will cover other corperate support for its managers and employees as well as its strategy for the training and orientation of its approximately 8,000 employees moving to the new Glen Site in Spring 2015.
Biography
Graduate from McGill University in 1984 (Industrial Relations). Has over 28 years of Human Resources experience in the public healthcare system. Has worked in every sector of Human Resources and was responsible for the Accreditation Program at the Douglas Institute for Human Resources. Responsible for negotiations of local collective agreements with unions at the McGill University Health Centre. In the past two years, Associate Director of Human Resources for the Training and Organizational Development Sector.
Curriculum Approaches (Systems-managerial and Intellectual-academic Approach)Angie Magdasoc
The book I used in doing this presentation was Adelaida Bago's Curriculum Development: The Philippine Experience. I'm sorry if I wasn't able to include all six approaches 'coz these two are just the scope of my discussion during our Prof. Ed. 7 class. :)
Educational Models of Change
These models provide a systematic approach to understanding, planning, and executing changes to improve educational practices, curriculum, policies, or organizational structures. Different models may emphasize various aspects of the change process, but many shares common elements. Here are some well-known educational models of change:
1. Lewin's Three Step Model:
• Unfreeze: This stage involves creating awareness about the need for change and breaking down existing structures or attitudes.
• Change: Implement the actual changes required.
• Refreeze: Stabilize the changes and make them part of the organization's culture.
3. Fullan's Model:
• Moral Purpose: Develop a clear understanding of why the change is necessary.
• Understanding Change: Explore the nature of the change and its impact.
• Building Relationships and Cultures: Foster collaboration and a positive culture.
• Knowledge Building and Sharing: Ensure the necessary knowledge is available and shared.
• Innovation Configuration: Implement the change systematically.
• Systemic Change: Scale up the change across the entire system.
3. Fullan's Model:
• Moral Purpose: Develop a clear understanding of why the change is necessary.
• Understanding Change: Explore the nature of the change and its impact.
• Building Relationships and Cultures: Foster collaboration and a positive culture.
• Knowledge Building and Sharing: Ensure the necessary knowledge is available and shared.
• Innovation Configuration: Implement the change systematically.
• Systemic Change: Scale up the change across the entire system.
3. Fullan's Model:
• Moral Purpose: Develop a clear understanding of why the change is necessary.
• Understanding Change: Explore the nature of the change and its impact.
• Building Relationships and Cultures: Foster collaboration and a positive culture.
• Knowledge Building and Sharing: Ensure the necessary knowledge is available and shared.
• Innovation Configuration: Implement the change systematically.
• Systemic Change: Scale up the change across the entire system.
4. Rogers' Diffusion of Innovations:
• Innovation: The new idea, practice, or technology being introduced.
• Communication Channels: The means by which the innovation is communicated.
• Time: The rate at which the innovation is adopted.
• Social System: The individuals and groups involved in the change.
• Extent of Adoption: The degree to which the innovation is adopted.
5. Concerns Based Adoption Model (CBAM):
• Stages of Concern: Individuals progress through stages of concern about a change.
• Levels of Use: The extent to which individuals are using the new practices.
• Innovation Configurations: The specific components of the change being implemented.
• Change Facilitators: People who support others through the change process.
6. Action Research Model:
• Identify a Problem or Area for Improvement: Determine the need for change.
• Collect Data: Gather information related to the identified problem.
Info Webinar: Prosci Workshop for Project ManagersProsci ANZ
Integrating change management and project management has been cited in numerous studies as a key contributor to overall project success. Build buy in for Change Management in this one day, hands on workshop specially designed for Project Managers, project teams, IT specialists and other professionals.
Program overview
Key takeaways
Q&A.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
3. McKinsey 7S Model
1. Strategy
2. Structure
3. Systems
4. Shared values
5. Style
6. Staff
7. Skills
3
4. Kotter’s 8 Step Change Model
Harvard University Professor.
Change – A Campaign
1. Increase the urgency for change
2. Build a dedicated team
3. Create the vision for change
4. Communicate the need for change
5. Empower staff with the ability to change
6. Create short-term goals
7. Stay persistent
8. Make the change permanent
4
5. Ackerman & Anderson Model (2010)
Change Leadership Roadmap (CLR)
1. Content – Organizational and technical areas that require
change.
2. People – Mindset, behaviour, culture.
3. Processes – Actions to implement content and people.
Subdivided into 9 steps:
1. Prepare to lead the change.
2. Create organizational vision, commitment and capacity.
3. Assess the situation.
5
6. Contd…
4. Design desired state
5. Analyze impact
6. Plan and organize for implementation
7. Implement the change
8. Celebrate and integrate new state
9. Learn and correct
6
7. Prosci – ADKAR Model (2006)
Integration of individual and organizational model.
Prosci Change Management Methodology.
A - Awareness of need for change.
D - Desire and participate and support change.
K - Knowledge on how to change.
A - Ability to implement required skills.
R – Reinforcement to sustain change.
7