Nokia has continually adapted to changes in its environment over 150 years, originally starting as a pulp and paper mill and transitioning to rubber, cable wiring, and computer monitors before becoming a world leader in cellular telephones in the 1980s. Forces for organizational change include technology, economic conditions, competition, social and demographic trends, and politics. Planned change aims to improve an organization's ability to adapt and change individual and group behaviors, and is managed through change agents. Resistance to change can take overt or implicit forms and is addressed through communication, participation, support, and other tactics.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
Systems theory - Organizational Change and Development - Manu Melwin Joymanumelwin
Systems Theory was first introduced by Van Bertalanffy (1950) and was introduced into the organisational setting by Kataz and Khan (1966).
Systems theory is an approach to organizations which likens the enterprise to an organism with interdependent parts, each with its own specific function and interrelated responsibilities.
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
Training Slides of Organizational Change and Development, discussing the importance of Change.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Systems theory - Organizational Change and Development - Manu Melwin Joymanumelwin
Systems Theory was first introduced by Van Bertalanffy (1950) and was introduced into the organisational setting by Kataz and Khan (1966).
Systems theory is an approach to organizations which likens the enterprise to an organism with interdependent parts, each with its own specific function and interrelated responsibilities.
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
Training Slides of Organizational Change and Development, discussing the importance of Change.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Job Skills Webinar (Session 3) - Problem Solving, Understanding the Big Pictu...Illinois workNet
To succeed in the workplace, it is important to possess certain skills. You can gain those skills through experience and training. Often, employers provide you with additional technical training. However, it is up to you to demonstrate that you have soft skills, such as a good work ethic and a great attitude.
This session from September 23, 2015 covered Problem Solving, Understanding the Big Picture, and Work Ethic.
This is a helpful guide for Small Businesses to help understand the importance of an Human Resources. Most small companies cannot afford to have a person on staff that is formally trained in Employment Law. HR Professionals are highly trained and skilled and because of that they command high levels of compensation. Most small companies cannot afford to pay an HR Professional, so generally the Company Owner or Office Manager will try to fill that role. Large companies have a full staff of Employment Law Professionals on staff to put procedures in place to lessen the potential of Employment Law Claims.
Learn more at: www.HRforHire.com
Opening keynote of CEO Kristof De Wulf at the HR Leadership Summit 2015. 275 HR leaders assembled at Château du Lac in Genval to reflect on the future of work and modernization of HR practices.
In a ‘triple A economy’ characterized by automation, accessibility and autonomy, employees will need to find their ‘extra’, with everyone being able to access anything, with money nor power standing in their way. While all employees are heroes, they will need to turn into super heroes in order for them not to be extinguished. In my presentation, I stress the importance of turning ordinary employees into consumer-activated ones. Consumer-activated employees are continuously stimulating their consumer brain. Having them on board enables companies to speed up their inside clock, bringing it in sync with that of their external world. Turning employees into consumer-activated ones allows people on the inside to fuel faster cycles of discovery and development, to better keep up with the dynamics of their markets and to build greater resilience from that.
Presents challenges facing HR leaders and HR functions with emphasis on leadership competencies, technology demands, global mindset and career growth tactics.
We know people issues are a key strategic pillar of any organisation but the question is how strategic is HR?
Go to http://www.leadershipbydesign.co.nz
for more info
Team building - Team work group OD interventions - Organizational Change an...manumelwin
Team building is the use of different types of interventions that are aimed at enhancing social relations and clarifying team members’ roles, as well as solving tasks and interpersonal problems that affect team functionality.
HR Leadership and Strategy Formation: Walking the Tightrope - by Patrick WrightWaldron
This is the slide deck from the the January 10, 2012 Seattle CHO Group session, HR Leadership and Managing Strategy Formation: Walking the Tightrope. Patrick Wright, Professor, Author, and Editor from the ILR School at Cornell, provided a preview of one facet of the HR Leadership model presented in his forthcoming book.
Human Resource leadership has been distinguished from business partnering by taking a more proactive role in influencing strategy. How do HR leaders have such influence? This session explored the dark side of executive leadership teams and the role that HR leaders must play in managing the interpersonal and intrapersonal dynamics that occur when highly intelligent, competitive, and ambitious executives are asked to work together to achieve the firm\'s objectives.
Leland Sandler: An Approach to Implementing Sustainable ChangeLeland Sandler
Leland Sandler, Executive Advisor for The Sandler Group, slide deck for Amylin on the approach to implement a sustainable and long term solution to change. Presentation dives deep into the human resistance to change, and Leland Sandler goes over the change management process and how to develop a proper change management plan within an organization. Visit http://lelandsandler.com/ for more information.
Chapter 11 Managing Change and InnovationRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
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.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
2. Courtesy National Board of Antiquities, Finland
Continuous Change at NokiaContinuous Change at Nokia
Nokia has
continually
adapted to its
changing
environment. The
Finnish company
began as a pulp
and paper mill in
1865, then moved
into rubber, cable wiring, and computer monitors. In
the 1980s, Nokia executives sensed an emerging
market for wireless communication. Today, Nokia is a
world leader in cellular telephones.
11. 11
Organizational Change: An International
Phenomenon
0 10 20 30 40 50 60 70 80
0 10 20 30 40 50 60 70 80
Percentage of Respondents by Country
International
expansion
Reduction in
employment
Mergers,
divestitures,
acquisitions
Major
restructuring
Hungary
Mexico
S. Korea
Germany
United States
Japan
(Source: Kanten, R., 1991.)
12. 12
Changing People: Some BasicChanging People: Some Basic
StepsSteps
Recognizing the
need for change
Attempting to
create a new state
of affairs
Incorporating the changes,
creating and maintaining a
new organizational system
Step 1: Unfreezing
Step 3: Refreezing
Step 2: Changing
Current State
New
State
14. 14
When Will It Occur?
Benefit of
making
change
Compared
to
Cost of
making
change
Change
is made
Change is
not made
Amount of dissatisfaction
with current conditions
Availability of a
desirable alternative
Existence of a plan for
achieving a desirable
alternative
If benefits exceed costs
If costs exceed benefits
15. Some External Forces for ChangeSome External Forces for Change
InformationInformation
TechnologyTechnology
GlobalizationGlobalization
& Competition& Competition
DemographyDemography
Courtesy National Board of Antiquities, Finland
17. Resistance to Change at BP NorgeResistance to Change at BP Norge
• “SDWTs don’t work on drilling rigs!”
• “We already have teams!”
• “This creates more work — will we
get higher pay?”
• “I don’t know how to work in teams.”
• “SDWTs will threaten my job as a
supervisor!”
Employees initially resisted self-
directed teams BP Norge’s North
Sea drilling rigs.
AP Worldwide
18. Forces for
Change
Forces for
Change
Resistance to ChangeResistance to Change
Direct Costs
Saving Face
Fear of the Unknown
Breaking Routines
Incongruent Systems
Incongruent Team Dynamics
19. Creating an Urgency for ChangeCreating an Urgency for Change
• Need to motivate employees to change
• Most difficult when organisation is doing
well
• Must be real, not contrived
• Customer-driven change
21. Refreezing the Desired ConditionsRefreezing the Desired Conditions
Creating organizational systems and team
dynamics to reinforce desired changes
– alter rewards to reinforce new behaviours
– new information systems guide new
behaviours
– recalibrate and introduce feedback systems
to focus on new priorities
22. Courtesy of CHC Helicopter Corp.
Change AgentsChange Agents
• Anyone who possesses
enough knowledge and
power to guide and facilitate
the change effort
• Change agents apply
transformational leadership
– Help develop a vision
– Communicate the vision
– Act consistently with the vision
– Build commitment to the vision
23. Organization Development DefinedOrganization Development Defined
A planned system wide effort, managed
from the top with the assistance of a
change agent, that uses behavioural
science knowledge to improve
organizational effectiveness.
24. 24
Organizational Development: HowOrganizational Development: How
Effective Is It?Effective Is It?
2020
3030
4040
5050
PercentageofStudiesShowingPositiveChangesPercentageofStudiesShowingPositiveChanges
IndividualIndividual
outcomesoutcomes
(e.g., job(e.g., job
satisfaction)satisfaction)
OrganizationalOrganizational
outcomesoutcomes
(e.g., profit)(e.g., profit)
(23.55)(23.55)
(48.70)(48.70)
Organizational outcomes
more often benefited from
OD interventions than did
individual outcomes
(Source: Porras and Robertson, 1992.)
35. Discovery
Discovering
the best of
“what is”
Dreaming
Forming
ideas about
“what might
be”
Designing
Engaging in
dialogue
about “what
should be”
Delivering
Developing
objectives
about “what
will be”
Appreciative Inquiry ProcessAppreciative Inquiry Process
36. 36
The Ethics of OD:The Ethics of OD:
Summary of the DebateSummary of the Debate
OD is
unethical
• Imposes values of the
organization; coercive
and manipulative
• Potential for abuse
OD is
ethical
• The imposition of values
is an inherent part of life,
especially on the job
• Abuse comes from
individuals, not from
the technique itself,
which is neither good
nor evil
37. 37
Discussion of Activity 15.3Discussion of Activity 15.3
Strategic Change ManagementStrategic Change Management
38. Scenario #1: “Greener Telco”Scenario #1: “Greener Telco”
Scenario #1 refers to Bell
Canada’s Zero Waste
program, which
successfully changed
wasteful employee
behaviours by altering the
causes of those
behaviours. Courtesy of Bell Canada
39. Bell Canada’s Change StrategyBell Canada’s Change Strategy
Courtesy of Bell Canada
Relied on the MARS
model to alter behaviour:
Motivation -- employee
involvement, respected steering
committee
Ability -- taught paper
reduction, email, food disposal
Role perc. -- communicated
importance of reducing waste
Situation -- Created barriers to
wasteful behaviour, eg.
removed garbage bins
40. Courtesy of Continental Airlines
Scenario #2: “Go Forward Airline”Scenario #2: “Go Forward Airline”
Scenario #2 refers to
Continental Airline’s “Go
Forward” change strategy,
which catapulted the
company “from worst to
first” within a couple of
years.
41. Continental Airlines’Continental Airlines’ Change StrategyChange Strategy
Communicate, communicate,
communicate
Introduced 15 performance
measures
Established stretch goals
(repainting planes in 6 months)
Replaced 50 of 61 executives
Rewarded new goals (on-time
arrival, stock price)
Customers as drivers of change
Courtesy of Continental Airlines