The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
What Are Organization Development Interventions, Why Do They Matter, And How ...Saumya876452
Our goal is to present a basic understanding of organizational development, what it entails, and some examples of common OD interventions and how it operates.
Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...Qandle
A systematic strategy for dealing with the shift or transformation of corporate goals, fundamental values, procedures, or technology is known as change management.
What Are Organization Development Interventions, Why Do They Matter, And How ...Saumya876452
Our goal is to present a basic understanding of organizational development, what it entails, and some examples of common OD interventions and how it operates.
Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...Qandle
A systematic strategy for dealing with the shift or transformation of corporate goals, fundamental values, procedures, or technology is known as change management.
Human and Social Factors of Change That Affect Leadership Dynamics in the Wor...inventionjournals
The effective management of change must be based on a clear understanding of human behavior at work. Most people are not detached from their work but experience a range of emotional involvement’s through their membership of the organization, they feel threatened and disoriented by the challenge of change. Emotions such as uncertainty, frustration are common reactions. It is understandable therefore that people often adopt a defensive and negative attitude, and demonstrate resistance to change
20 Management ServicesSummer 2012 Change Management
Effective Change Management:
The Simple Truth
I
n a previous life I remember
walking into my new boss's
office for my induction talk
- it was my first day of my first
people management job and
I was full of excitement and
anticipation. Then he sat me
down and said: "Your job is
to get the unwilling to do the
impossible for the ungrateful."
I nearly turned around
and walked back out the
door! If we put our hands
on our hearts how many of
us would admit that change
management sometimes
feels like this? A recent
change management study
by Towers Watson surveyed
over 600 organisations that
have recently gone through
significant change and
unearthed the practices that
are at the heart of effective
change management. They are
simple truths and can make
the difference between success
and failure in many cases, but
evidence suggests that they
are often forgotten when in
the midst of a challenging
change project.
It is a fact that change is
a constant reality for any
organisation looking to
survive and thrive in these
turbulent and uncertain
times. When you boil it
up, change is about doing
things differently or doing
different things. Whether
you have to change, help
others change or define what
the change is, we all have a
vested interest in getting it
right. Our recently published
research shines a light on
what those organisations
that are effective at change
management have in common
when it comes to managing
change. So bearing this in
mind, the first issue to put to
bed is what do we mean here
when we say 'effective change
management'? In a nutshell,
if change programmes
achieve their stated goals on
time and within budget and
deliver sustainable benefit
then that would fit most
people's definition. We used
this definition to classify
organisations that are really
good at change management
and then looked at what they
did well in comparison with
their peers.
Significantly and perhaps
not surprisingly, we also
found that those businesses
that plan and execute change
well are also the ones that
are outperforming their
peers when it comes to
bottom line performance.
Companies highly effective
at both communication and
other change management
activities are 2.5 times as likely
to outperform their peers that
are not highly effective in
either area.
So considering the
prevalence of change -
and the effect of change
management on bottom-line
performance - there are plenty
of reasons to take a hard look
at how those organisations
are approaching change
management and to learn the
lessons.
From our research we
found that the following
are self-evidently true
Effective change management
is a little bit art and a little
bit science. The best change
practitioners balance rational,
data driven approaches with
a deep understanding of
emotional drivers. It's about
understanding the unique
needs of the business and its
people and then applying
insight and the right tools
to deliver the change. It is.
Read attachedpages about 3-M and their approach to innovationRes.docxmakdul
Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the following questions:
1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps.
2. Analyze what type of innovation this was—invention, extension, duplication, or synthesis. What characteristics of the innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in this week’s reading help account for this product’s success and why?
Include a minimum of two sources
The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship
Thus, 3M’s philosophy was born. Innovation is a numbers game: The more ideas, the better the chances for a successful innovation. In other words, to master innovation, companies must have a tolerance for failure. This philosophy has paid off for 3M. Antistatic videotape, trans- lucent dental braces, synthetic ligaments for knee surgery, heavy-duty reflective sheeting for construction signs, and, of course, Post-it notes are just some of the great innovations devel- oped by the organization. Overall, the company has a catalog of 60,000 products.40
Today, 3M follows a set of innovative rules that encourages employees to foster ideas. The key rules include the following:
•
Don’t kill a project. If an idea can’t find a home in one of 3M’s divisions, a staffer can devote 15 percent of his or her time to prove it is workable. For those who need seed money, as many as 90 Genesis grants of $50,000 are awarded each year.
• Tolerate failure. Encouraging plenty of experimentation and risk taking allows more chances for a new product hit. The goal: Divisions must derive 25 percent of sales from products introduced in the past five years. The target may be boosted to 30 percent in some cases.
• Keep divisions small. Division managers must know each staffer’s first name. When a division gets too big, perhaps reaching $250 million to $300 million in sales, it is split up.
• Motivate the champions. When a 3M employee has a product idea, he or she recruits an action team to develop it. Salaries and promotions are tied into the product’s progress. The champion has a chance to someday run his or her own product group or division.
• Stay close to the customer. Researchers, marketers, and managers visit with customers and routinely invite them to help brainstorm product ideas.
•
Share the wealth. Technology, wherever it is developed, belongs to everyone.41 3-4c structuring the Work environment
Structuring the Work environment
When establishing the drive to innovate in today’s corporations, one of the most critical steps is to invest heavily in an innovative environment. A top-level manager’s job is to create a work environment that is highly conducive to innovation and entrepreneurial behaviors. Within such an environment, each employee has the opport ...
This presentation will be talking about a part of organizational change theory known as the Carnegie school theory of organizational change.a theory that involve process of decision making, behavioral theory,and also with its limits involving uncertainty and ambiguity
2Change ImplementationDeyanira DiazSouthern New Ha.docxstandfordabbot
2
Change Implementation
Deyanira Diaz
Southern New Hampshire University
MBA 687
Dr. Rivero
October 2, 2022
Change Implementation
Organizational change is a complex process that requires detailed planning to succeed. A change management plan is, therefore, needed to ensure successful implementation. The plan helps manage the change process and controls schedule, scope, budget, resources, and communication. A change management plan also helps manage employee responses to organizational change. Employees respond differently to change. Some will be eager to use new processes and procedures, while others will resist. Bad communication, fear of the unknown, lack of support from the management, lack of understanding of the reason for the change, and fear of failure are some of the reasons why employees resist organizational change. No matter the reaction, a change management plan should provide a complete roadmap, as well as, tools to successfully implement change and support employees as they transition through change. In this report, I will analyze the pre-implementation and implementation stages of the change management plan in the U.S. branch.
Key Stakeholders and their Significance
Key stakeholders are individuals or groups with an interest in a change initiative and can either affect or be affected by the change. The president, the vice president, and business unit leaders are the key stakeholders in the change process. These individuals want to see successful change implementation to ensure company goals are met. Their main roles include creating a change vision and communicating change throughout the organization.
Each stakeholder’s role plays a significant part in gaining acceptance, buy-in, as well as, support for change across the organization and departments. As indicated above, one major role of the key stakeholders is to create a change vision. A change vision gives employees a picture of what the company will look like in the future after change implementation (Tanner, 2021). Also, a change vision tells employees why they should let go of the past and embrace the future. In other words, having a vision of change helps employees understand the reason for the change and the benefits it can bring. This, in turn, will create buy-in, support, and acceptance for the proposed change. Besides that, key stakeholders communicate the proposed change across departments and throughout the organization. Effective communication can encourage employees to embrace change and make them aware of the objectives and vision for change (Hasanaj, 2022). Additionally, effective communication can help the organization to convince employees that the existing state of affairs is no longer suitable. It can also encourage employees to support and accept the new state. It is necessary to be honest and clear when communicating change to create buy-in. It is also important to communicate how the change will affect employees to keep them engaged.
Every s.
Organizational Change Management Paper
Contents
Your paper MUST follow this outline:
Identify and describe a failed organizational change
Identify and describe one organizational change theory
Apply the theory above to the failed change above
In General
Strict APA formatting
Minimum three professional sources
Full use of in-text citations
8-10 pages on content
Title page
Running head
Table of Contents
Reference page
Due Date
Due by the 7th class meeting at class time
Late papers will suffer a 10% grade reduction
Managing Organizational Change
By Michael W. Durant, CCE, CPA
The increased pace of change that many of us have encountered over the past ten years
has been dramatic. During the late 1980s, many of us were grappling with issues that we
had never encountered. The accelerated use of leverage as a means of increasing
shareholder wealth left the balance sheet of some of America’s finest organizations in
disarray. Many of our largest customers, that for years represented minimal risk and
required a minimum amount of time to manage, consumed most of our energy. By the end
of 1993, many of these organizations had either resolved their financial troubles in
bankruptcy court or no longer existed.
Just as we began to think the external environment would settle down and our
professional lives would return to a normal pace, many of our organizations initiated
efforts to improve operating efficiency to become more competitive in the world
marketplace.
Competition has heated up across the board. To succeed, the organization of the future
must serve customers better, create new advantages and survive in bitterly contested
markets. To stay competitive, companies must do away with work and processes that
don’t add value.
This hypercompetition has invalidated the basic assumptions of sustainable markets.
There are few companies that have escaped this shift in competitiveness. Entry barriers,
which once exerted a stabilizing force on competition, have fallen in the face of the rapid
changes of the information age. These forces have challenged our capacity to cope with
organizational life.
Permanent White Water
Things are not going to settle down. Many things we used to take for granted are
probably gone forever. We cannot predict with any certainty what tomorrow will be like,
except to say that it will be different than today.
Peter Vaill has captured the essence of the problem of a continuously changing context in
a compelling image - “permanent white water.” In the past, many of us believed that by
using the means that were under our control we could pretty much accomplish anything
we set out to do. Sure, from time to time there would be temporary disruptions. But the
disruptions were only temporary, and things always settled back down. The mental image
generated by these thoughts is that of a canoe trip on a calm, still lake.
However, Vaill explains, in today’s environment, we never get out of the rapids. As soon
as we digest one .
Running Head IMPACT ANALYSISIMPACT ANALYSIS5Impac.docxcowinhelen
Running Head: IMPACT ANALYSIS
IMPACT ANALYSIS 5
Impact Analysis
Nicholas J Ceo
American Military University
January 2017
Introduction
Impact analysis involves identification of overall consequences that result from implementation of a given change in an organization. Prior impact analysis is designed to eliminate unexpected and possible issues that may occur when accommodating change. The criteria look at proposed changes and the overall impact to ensure it is managed. Sometimes analysis calls for experimenting given changes on a small scale before they are initiated. Therefore, each solution is subject to sidelining and scrutiny for possible adverse impacts with positive impacts being looked at on a minor level.
Coaching
Coaching is a solution suggested for employees in retention and improvement of excellent skills. The impact of such a program lies in its cost. To implement the program, the company will incur expenses that may result in bankruptcy especially in the department of strategic planning. Clients will have a positive gain of getting new skills, but in the long run, the company will make losses.
Coaching also disrupts the company’s timelines and operations. This can be noticed in rescheduling operations to create time for coaching and even do preliminary practices based on the knowledge imparted.
The short-term impacts on clients and the entire human resource lie in delayed production and delivery. This is because the otherwise useful time is spent in learning new skills and exercising them. Furthermore, some information offered during coaching may differ with the skills already available. This will create confusion among the employees as they are not used to the skills. The result will be disruption of operations, and thus the company may realize losses.
Continuous Process Improvement
The process involves a gradual change in processes. Accommodating such a change lies in the difficulties it offers to the organization regarding finance. To implement bitwise changes, an organization must be ready to pause given programs which in turn affects other operations. For instance, a maintenance operation on its halts almost the entire production process. This reduces the working hours of employees hence may require compensation for time lost. The company, in turn, makes losses for paying for costs of unproductive time.
The process may also disrupt managerial operations. This is because the primary stakeholders will have to undertake supervision and oversight during process improvement. The later adds to the time lost and costs of compensation as well.
With the disruptions at work, some employs may resort to resignation since they may not cope with the changes. Take for example introduction of computers in an institution where clients do not know the machine, and they have to use it; some will prefer migration rather than learning the skill.
Brainstorming
Brainstorming is a useful method of finding possible solutions a ...
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Human and Social Factors of Change That Affect Leadership Dynamics in the Wor...inventionjournals
The effective management of change must be based on a clear understanding of human behavior at work. Most people are not detached from their work but experience a range of emotional involvement’s through their membership of the organization, they feel threatened and disoriented by the challenge of change. Emotions such as uncertainty, frustration are common reactions. It is understandable therefore that people often adopt a defensive and negative attitude, and demonstrate resistance to change
20 Management ServicesSummer 2012 Change Management
Effective Change Management:
The Simple Truth
I
n a previous life I remember
walking into my new boss's
office for my induction talk
- it was my first day of my first
people management job and
I was full of excitement and
anticipation. Then he sat me
down and said: "Your job is
to get the unwilling to do the
impossible for the ungrateful."
I nearly turned around
and walked back out the
door! If we put our hands
on our hearts how many of
us would admit that change
management sometimes
feels like this? A recent
change management study
by Towers Watson surveyed
over 600 organisations that
have recently gone through
significant change and
unearthed the practices that
are at the heart of effective
change management. They are
simple truths and can make
the difference between success
and failure in many cases, but
evidence suggests that they
are often forgotten when in
the midst of a challenging
change project.
It is a fact that change is
a constant reality for any
organisation looking to
survive and thrive in these
turbulent and uncertain
times. When you boil it
up, change is about doing
things differently or doing
different things. Whether
you have to change, help
others change or define what
the change is, we all have a
vested interest in getting it
right. Our recently published
research shines a light on
what those organisations
that are effective at change
management have in common
when it comes to managing
change. So bearing this in
mind, the first issue to put to
bed is what do we mean here
when we say 'effective change
management'? In a nutshell,
if change programmes
achieve their stated goals on
time and within budget and
deliver sustainable benefit
then that would fit most
people's definition. We used
this definition to classify
organisations that are really
good at change management
and then looked at what they
did well in comparison with
their peers.
Significantly and perhaps
not surprisingly, we also
found that those businesses
that plan and execute change
well are also the ones that
are outperforming their
peers when it comes to
bottom line performance.
Companies highly effective
at both communication and
other change management
activities are 2.5 times as likely
to outperform their peers that
are not highly effective in
either area.
So considering the
prevalence of change -
and the effect of change
management on bottom-line
performance - there are plenty
of reasons to take a hard look
at how those organisations
are approaching change
management and to learn the
lessons.
From our research we
found that the following
are self-evidently true
Effective change management
is a little bit art and a little
bit science. The best change
practitioners balance rational,
data driven approaches with
a deep understanding of
emotional drivers. It's about
understanding the unique
needs of the business and its
people and then applying
insight and the right tools
to deliver the change. It is.
Read attachedpages about 3-M and their approach to innovationRes.docxmakdul
Read attachedpages about 3-M and their approach to innovation
Research one of 3M’s innovations.
Write a full two page paper in which you respond to the following questions:
1. How did the creative thinking process work in the development of this product? Describe what took place in each of the four steps.
2. Analyze what type of innovation this was—invention, extension, duplication, or synthesis. What characteristics of the innovation have led you to this conclusion?
3. Explain which of the sources of innovative ideas discussed in this week’s reading help account for this product’s success and why?
Include a minimum of two sources
The Entrepreneurial Mind-Set in Organizations: Corporate Entrepreneurship
Thus, 3M’s philosophy was born. Innovation is a numbers game: The more ideas, the better the chances for a successful innovation. In other words, to master innovation, companies must have a tolerance for failure. This philosophy has paid off for 3M. Antistatic videotape, trans- lucent dental braces, synthetic ligaments for knee surgery, heavy-duty reflective sheeting for construction signs, and, of course, Post-it notes are just some of the great innovations devel- oped by the organization. Overall, the company has a catalog of 60,000 products.40
Today, 3M follows a set of innovative rules that encourages employees to foster ideas. The key rules include the following:
•
Don’t kill a project. If an idea can’t find a home in one of 3M’s divisions, a staffer can devote 15 percent of his or her time to prove it is workable. For those who need seed money, as many as 90 Genesis grants of $50,000 are awarded each year.
• Tolerate failure. Encouraging plenty of experimentation and risk taking allows more chances for a new product hit. The goal: Divisions must derive 25 percent of sales from products introduced in the past five years. The target may be boosted to 30 percent in some cases.
• Keep divisions small. Division managers must know each staffer’s first name. When a division gets too big, perhaps reaching $250 million to $300 million in sales, it is split up.
• Motivate the champions. When a 3M employee has a product idea, he or she recruits an action team to develop it. Salaries and promotions are tied into the product’s progress. The champion has a chance to someday run his or her own product group or division.
• Stay close to the customer. Researchers, marketers, and managers visit with customers and routinely invite them to help brainstorm product ideas.
•
Share the wealth. Technology, wherever it is developed, belongs to everyone.41 3-4c structuring the Work environment
Structuring the Work environment
When establishing the drive to innovate in today’s corporations, one of the most critical steps is to invest heavily in an innovative environment. A top-level manager’s job is to create a work environment that is highly conducive to innovation and entrepreneurial behaviors. Within such an environment, each employee has the opport ...
This presentation will be talking about a part of organizational change theory known as the Carnegie school theory of organizational change.a theory that involve process of decision making, behavioral theory,and also with its limits involving uncertainty and ambiguity
2Change ImplementationDeyanira DiazSouthern New Ha.docxstandfordabbot
2
Change Implementation
Deyanira Diaz
Southern New Hampshire University
MBA 687
Dr. Rivero
October 2, 2022
Change Implementation
Organizational change is a complex process that requires detailed planning to succeed. A change management plan is, therefore, needed to ensure successful implementation. The plan helps manage the change process and controls schedule, scope, budget, resources, and communication. A change management plan also helps manage employee responses to organizational change. Employees respond differently to change. Some will be eager to use new processes and procedures, while others will resist. Bad communication, fear of the unknown, lack of support from the management, lack of understanding of the reason for the change, and fear of failure are some of the reasons why employees resist organizational change. No matter the reaction, a change management plan should provide a complete roadmap, as well as, tools to successfully implement change and support employees as they transition through change. In this report, I will analyze the pre-implementation and implementation stages of the change management plan in the U.S. branch.
Key Stakeholders and their Significance
Key stakeholders are individuals or groups with an interest in a change initiative and can either affect or be affected by the change. The president, the vice president, and business unit leaders are the key stakeholders in the change process. These individuals want to see successful change implementation to ensure company goals are met. Their main roles include creating a change vision and communicating change throughout the organization.
Each stakeholder’s role plays a significant part in gaining acceptance, buy-in, as well as, support for change across the organization and departments. As indicated above, one major role of the key stakeholders is to create a change vision. A change vision gives employees a picture of what the company will look like in the future after change implementation (Tanner, 2021). Also, a change vision tells employees why they should let go of the past and embrace the future. In other words, having a vision of change helps employees understand the reason for the change and the benefits it can bring. This, in turn, will create buy-in, support, and acceptance for the proposed change. Besides that, key stakeholders communicate the proposed change across departments and throughout the organization. Effective communication can encourage employees to embrace change and make them aware of the objectives and vision for change (Hasanaj, 2022). Additionally, effective communication can help the organization to convince employees that the existing state of affairs is no longer suitable. It can also encourage employees to support and accept the new state. It is necessary to be honest and clear when communicating change to create buy-in. It is also important to communicate how the change will affect employees to keep them engaged.
Every s.
Organizational Change Management Paper
Contents
Your paper MUST follow this outline:
Identify and describe a failed organizational change
Identify and describe one organizational change theory
Apply the theory above to the failed change above
In General
Strict APA formatting
Minimum three professional sources
Full use of in-text citations
8-10 pages on content
Title page
Running head
Table of Contents
Reference page
Due Date
Due by the 7th class meeting at class time
Late papers will suffer a 10% grade reduction
Managing Organizational Change
By Michael W. Durant, CCE, CPA
The increased pace of change that many of us have encountered over the past ten years
has been dramatic. During the late 1980s, many of us were grappling with issues that we
had never encountered. The accelerated use of leverage as a means of increasing
shareholder wealth left the balance sheet of some of America’s finest organizations in
disarray. Many of our largest customers, that for years represented minimal risk and
required a minimum amount of time to manage, consumed most of our energy. By the end
of 1993, many of these organizations had either resolved their financial troubles in
bankruptcy court or no longer existed.
Just as we began to think the external environment would settle down and our
professional lives would return to a normal pace, many of our organizations initiated
efforts to improve operating efficiency to become more competitive in the world
marketplace.
Competition has heated up across the board. To succeed, the organization of the future
must serve customers better, create new advantages and survive in bitterly contested
markets. To stay competitive, companies must do away with work and processes that
don’t add value.
This hypercompetition has invalidated the basic assumptions of sustainable markets.
There are few companies that have escaped this shift in competitiveness. Entry barriers,
which once exerted a stabilizing force on competition, have fallen in the face of the rapid
changes of the information age. These forces have challenged our capacity to cope with
organizational life.
Permanent White Water
Things are not going to settle down. Many things we used to take for granted are
probably gone forever. We cannot predict with any certainty what tomorrow will be like,
except to say that it will be different than today.
Peter Vaill has captured the essence of the problem of a continuously changing context in
a compelling image - “permanent white water.” In the past, many of us believed that by
using the means that were under our control we could pretty much accomplish anything
we set out to do. Sure, from time to time there would be temporary disruptions. But the
disruptions were only temporary, and things always settled back down. The mental image
generated by these thoughts is that of a canoe trip on a calm, still lake.
However, Vaill explains, in today’s environment, we never get out of the rapids. As soon
as we digest one .
Running Head IMPACT ANALYSISIMPACT ANALYSIS5Impac.docxcowinhelen
Running Head: IMPACT ANALYSIS
IMPACT ANALYSIS 5
Impact Analysis
Nicholas J Ceo
American Military University
January 2017
Introduction
Impact analysis involves identification of overall consequences that result from implementation of a given change in an organization. Prior impact analysis is designed to eliminate unexpected and possible issues that may occur when accommodating change. The criteria look at proposed changes and the overall impact to ensure it is managed. Sometimes analysis calls for experimenting given changes on a small scale before they are initiated. Therefore, each solution is subject to sidelining and scrutiny for possible adverse impacts with positive impacts being looked at on a minor level.
Coaching
Coaching is a solution suggested for employees in retention and improvement of excellent skills. The impact of such a program lies in its cost. To implement the program, the company will incur expenses that may result in bankruptcy especially in the department of strategic planning. Clients will have a positive gain of getting new skills, but in the long run, the company will make losses.
Coaching also disrupts the company’s timelines and operations. This can be noticed in rescheduling operations to create time for coaching and even do preliminary practices based on the knowledge imparted.
The short-term impacts on clients and the entire human resource lie in delayed production and delivery. This is because the otherwise useful time is spent in learning new skills and exercising them. Furthermore, some information offered during coaching may differ with the skills already available. This will create confusion among the employees as they are not used to the skills. The result will be disruption of operations, and thus the company may realize losses.
Continuous Process Improvement
The process involves a gradual change in processes. Accommodating such a change lies in the difficulties it offers to the organization regarding finance. To implement bitwise changes, an organization must be ready to pause given programs which in turn affects other operations. For instance, a maintenance operation on its halts almost the entire production process. This reduces the working hours of employees hence may require compensation for time lost. The company, in turn, makes losses for paying for costs of unproductive time.
The process may also disrupt managerial operations. This is because the primary stakeholders will have to undertake supervision and oversight during process improvement. The later adds to the time lost and costs of compensation as well.
With the disruptions at work, some employs may resort to resignation since they may not cope with the changes. Take for example introduction of computers in an institution where clients do not know the machine, and they have to use it; some will prefer migration rather than learning the skill.
Brainstorming
Brainstorming is a useful method of finding possible solutions a ...
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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2. INTRODUCTION
Did you know that the company’s most important policy, according to 68%, is training and development
and that organizational development is a crucial function.
As depth of intervention increases, so also do a number of concomitants of depth: dependence on the
special competence of the change agent, centrality of the individual as the target of the change attempt,
costs of intervention, and the risk of unintended consequences for individuals. These concomitants
suggest a criterion for the depth of intervention: to intervene at a level no deeper than that required to
produce enduring solutions to the problems at hand in an organization. However, a countervailing trend
tends to push the level of intervention deeper as organizational systems shift from greater external
control to more autonomy and internal control for members. As the individual becomes more important,
the level at which the processes which effectively determine his behavior operate becomes deeper, and
the individual has increasing influence over the success or failure of the intervention.
In order to become adaptable, organizations should create, enhance, and consolidate strategies,
structures, and procedures. This is accomplished through organizational development, a scientific
method based on empirical research.
The varied outcomes of OD interventions can include financial performance, employee engagement,
customer satisfaction, and general change management because OD interventions aim to increase
organizational effectiveness.
3. DISCUSSION/EXPLANATION
Meaning of OD Interventions
“OD interventions are actions and events that help a company perform better and work more efficiently.” –Rober
Zawacki
“An OD intervention refers to a variety of planned activities that clients and consultants undertake throughout the
program.” – French & Bell
Goals of OD Interventions
Each organization has different objectives. Increasing revenues, profit margins, market share, moral and/or
cultural values, and the organization’s overall adaptability (or agility) are just a few examples of goals.
Increasing the organization’s competitiveness would be the main objective if there were one.
The concept of competitiveness holds that each company has special assets and techniques that allow it to
succeed in the market. Innovative technologies (SpaceX), first-class customer service (Four Seasons Hotels),
corporate executives like Elon Musk, or a business culture (Zappos). It might also depend on how responsive the
company is to changing consumer needs.
For example, being the first to take advantage of an opportunity could guarantee your revenue for the following
five years. These qualities can enhance the company’s success in the marketplace; thus, OD interventions intend
to develop them.
This shows that the process of incidental change is different from organizational development. OD interventions
focus on enhancing an organization’s capacity to evaluate how it is currently operating and make adjustments to
meet its objectives. As a result, it is a continuous process as compared to change processes, which are often
temporary.
OD intervention is therefore of even greater importance. Change is becoming a constant in this VUCA
environment. OD intervention is a strategic component for guaranteeing this ongoing transition.
4. DISCUSSION/EXPLANATION
Types of OD Interventions
1. Human Resource Management Interventions
Even though an HR department and organizational development are not the same things, they do
coordinate. Within a business, difficulties with “talent development,” performance management, child care,
and even diversity may be identified that demand the HR department to create an intervention strategy.
Today, diversity is a prominent cultural and business issue. Gender, sexual preference, age, race,
disability, and even culture are factors that enter the business world and affect an organization’s
capabilities to implement its objectives.
Employee wellness is another area of intervention. For employees and other organization members, this
involves boosting active lifestyles and stress management, among other health-related issues.
There are three ways to look at all of these interventions. They can bring about transformational change,
which implies the organization is “rewired” completely. They can also take the form of ongoing change,
whereby policies and culture are used to progressively reform and adapt the company.
Trans organizational change is the final lens through which adjustments take place through networking,
mergers, and acquisitions.
2. Strategic change interventions
Through mergers, restructurings, and transformational changes, strategic change interventions combine
two or more organizations.
5. DISCUSSION/EXPLANATION
3. Human process interventions
These interventions focus on the dynamics of group performance and interpersonal relationships.
They can be implemented to modify how an individual, such as a manager, communicates with staff
members or even how staff members communicate with one another. They can be used to eliminate
unproductive habits, develop productive actions, and boost general self-esteem.
Group interventions analyze how groups are created and how they function to achieve their desired
goals. The use of team-building strategies to change group dynamics or a diagnosis and management
of intergroup communication are examples of OD interventions.
Large groups, such as one consisting of management, employees, and stakeholders, could also be the
focus of these interventions.
In some cases, it may be necessary to consult a third party. This may be due to the development of an
“observer bias.” That simply refers to the willingness of the majority of individuals to perceive what they
expect to experience. Consultants offer both a new perspective and a new methodology to the situation.
Conflict resolution is another argument for hiring a consultant. Conflict frequently promotes conversation
and results in solutions. Thus, it is often a good thing.
However, it can also lead to shutdowns where no progress is achieved. The topic can be justified by
consultants who have no personal interest in the discussion.
6. DISCUSSION/EXPLANATION
4. Techno-structural interventions
These interventions were developed in response to the organization systems’ successful
implementation of innovations. To do that, it is necessary to assess which technologies should be used
as well as to ensure that staff members are qualified to use them.
The interventions also deal with issues with organizational structure. Particularly if the organizational
structure and function are effective because it allows the organization to adapt to change. For example,
the central authority model is one that certain design organizations use.
This assumes that all administrative decisions are made autonomously by a single individual or small
group. Employees are subject to strict control and have little to no input. Decentralized management is a
different mindset that gives everyone, including employees, a say in decision-making.
Employees engage with clients and consumers and are interested in the success of the business.
Incentives for innovation and improvement are also included in this strategy.
This intervention analyzes quality management and explores whether organizations change quickly to
meet demands or if changes are continuous as part of the corporate culture. To improve the quality of
life for employees, it also aims to boost productivity while making the job more exciting and challenging.
Several OD interventions target specific organizational resources at various levels. This will depend
largely on the issues being addressed, the number of employees forced to engage in the change, and
the chosen solution.
However, for an OD intervention strategy to be successful, cooperative management and employees at
different levels of the hierarchy should work together.
7. DISCUSSION/EXPLANATION
The number of people involved
The number of participants in the OD intervention is a key factor to consider. Change takes longer to
implement the more people are involved. For example, a human process intervention with a small team
will proceed more swiftly in a tech firm than techno-structural interventions.
Among the issues being addressed
OD interventions help companies in resolving problems that have a root cause. A significant number of
employees resigning from an organization is one example. High employee turnover rates are currently a
problem, although OD interventions aim to address the underlying issues of high turnover.
You can expect that the issue of employee resignation will have a complete, all-encompassing impact
on a tiny firm. A multinational company, on the other hand, will only be affected in places with a high
turnover rate.
Solution
Solutions are made after identifying the fundamental cause of a problem. But they might not happen
right away. An alternative definition of a solution includes transformational initiatives aimed at forging the
organization’s ideal future.
Until the change has taken place, senior management and decision-makers are typically more affected
than the workforce in the latter scenario.
8. DISCUSSION/EXPLANATION
Difficulties of OD Interventions
1. Change is necessary
The fact that managers and corporate officers don’t make a case for why the change is important
is likely the biggest obstacle that people who wish to influence business change should face. They
simply make a unilateral announcement that change will occur.
Furthermore, they make that announcement utilizing language that is loaded with data and facts
that some people may not even understand. But everyone needs to agree on the idea for change
to stay. This implies that there must be “something to sweeten the pot” for each member.
Fear is a common yet ineffective motivator. People are most motivated to seek change when they
can see how it will improve their lives, such as through building their careers and promoting a
better work environment.
9. DISCUSSION/EXPLANATION
2. Poor Planning
Lack of preparation can occasionally lead to failure. The individuals implementing the change are
so intent on making it happen that they do not invest the necessary time in identifying difficulties,
developing solutions, setting targets, and creating timelines.
The project fails because no foundation has been created upon which the OD interventions may
be supported.
3. Investing in systems rather than people
Although adding new technology or systems may play a major role in an intervention, managers
occasionally overlook the fact that there are also people issues.
For employees to effectively use the technology, they should receive training and support.
10. DISCUSSION/EXPLANATION
4. Limited Resources
Lack of funding for implementing change is another problem facing organizations. The
management believes that the change will be affordable and immediate (which it won’t be).
Change is a long-term process that necessitates numerous interventions that have been
attempted, tested, modified, and reapplied. Many organizations simply lack the resources to do
that since it costs money and takes time.
5. Poor Management
Strong leadership abilities are necessary for all aspects of affecting change, including problem
recognition, issue identification, intervention design and implementation, and success evaluation.
The talents that are frequently referred to as “soft skills,” such as the capacity to interact with both
individuals and groups of people, inspire and encourage others, and communicate effectively, are
necessary for a leader. Visionaries who can turn ideas into reality make strong leaders.
12. DISCUSSION/EXPLANATION
Some examples of OD interventions from each of the categories.
1. Technostructural Interventions
There can be no doubt that technology plays a significant role in business. To increase their competitive advantage and stimulate growth, businesses all over
the world rely on technological innovations.
Technostructural interventions focus on strengthening organizational performance and employee productivity by focusing on technology and the organizational
structure.
Quality Management at its Best
Continuous process improvement, lean, and six sigma are other names for total quality management. It is a strategy that prioritizes customer satisfaction to
enhance quality and performance. To do this, there is a heavy emphasis on full employee engagement in an ongoing product, process, and workplace culture
improvement.
One of the best-known companies that utilize TQM is Ford Motor Company. They envisioned greater product development, a more stable environment,
efficient management, and increased revenue.
The DMAIC (Define, Measure, Analyze, Improve, and Control) process was implemented by Art Hyde, Ford’s then-chief engineer, to find specific problems
before it was presented to the consumers.
Work Planning
The outcomes of an organization are influenced by its work design, with well-designed work promoting increased productivity and financial development.
Moreover, it can impact how an employee feels about their job, including whether they are inspired, involved, bored, or stressed out at work.
Sometimes a redesign is necessary for a company to accomplish its goals. The technological and structural interventions are used in this scenario.
Redesigning a task, however, doesn’t always include modifying how things are done throughout the entire organization.
Instead, simple adjustments to how work is done or how employees interact with one another can have a big impact on the organization’s bottom line and the
employees who work there.
13. DISCUSSION/EXPLANATION
2. Human Process Interventions
The earliest and best-known OD intervention types concerning the interpersonal, group, and organizational dynamics
are human process interventions.
While focusing on enhancing employee performance, organizational development strategy should not be confused
with human resource development.
While human process interventions concentrate on improving organizational effectiveness, HR development is much
more concerned with the personal development of the employee.
Individual Interventions
These interventions are targeted at the specific employee and frequently concentrate on enhancing interpersonal
communication. The goal of this intervention is to help the person understand their feelings, motivations, and
behaviors as well as those of others.
The employee may receive help in determining their professional requirements, establishing complimentary career
objectives, and resolving conflicts.
Forming A Team
One of the most well-known organizational growth strategies is team building. It refers to initiatives that help teams in
enhancing their performance, communication, and employee engagement.
Interventions in Intergroup Relations
Inter-group interventions are used in OD interventions to promote efficiency and cooperation among a few teams
within an organization in achieving a common objective.
These interventions typically occur in larger organizations when competing departments are competing just for a few
resources or when departments are not aware of one another’s requirements.
14. DISCUSSION/EXPLANATION
3. Strategic change interventions
Strategic change interventions are measures a company decides to shift to a new organizational
structure and mode of operation to establish a competitive edge. Organizational development plays an
important role in implementing these changes.
Constant evolution
This intervention encourages businesses to make minor, ongoing improvements. The most popular
example of ongoing transformation is a learning organization.
Businesses that shift away from a top-down hierarchical structure to a learning model are more likely to
cooperate, take risks, and grow as well as become more competitive in the constantly developing
workplace.
Moreover, rather than punishing errors and mistakes, this methodology focuses on experimentation and
learning from them.
A Trans-organizational transformation
Interventions involving two or more organizations are referred to as trans-organizational transformation.
This can take the shape of business collaboration to accomplish goals as well as mergers and
acquisitions.
Allied businesses can be a successful approach to increase brand recognition and expand into new
areas without undertaking all the risks.
15. DISCUSSION/EXPLANATION
4. Interventions in Human Resource Management
Through strengthening team members’ engagement, performance, and flexibility, human
resources management initiatives aim to boost an organization’s effectiveness and efficiency.
Methods that concentrate on managing the individual are primarily used to achieve this.
Diversity interventions
A corporation that values diversity in the workplace hires individuals of diverse color, ethnicity, age,
religion, gender, physical abilities, sexual orientations, and other qualities.
OD intervention techniques aim to boost diversity in businesses since it promotes creativity,
productivity, and increased revenue.
Managing performance
Companies utilize performance management (reviews) to support, among other things, employee
training, career development, salary decisions, and promotions.
In general, the performance management process includes developing clear expectations for each
employee and providing constant formal and informal feedback.
16. EXAMPLES
du Telecom and Huawei Technologies
The United Arab Emirates’ du Telecom provides mobile and fixed telephony, broadband connectivity, and IPTV to consumers and businesses. The
company began operating in 2006 in a highly competitive market. By 2010, du had acquired almost 40% of the region’s market share, and it was able to
maintain a growth rate of over 32%.
The company’s leadership had no desire to rest on their laurels, though. In 2013, du Telecom signed a Memorandum of Understanding (MoU) with
China’s Huawei Technologies Co. Ltd. Huawei is a multinational networking and telecommunications equipment and services provider. The UAE
telecommunications firm wanted to improve its project management capabilities, and du’s leaders knew that Huawei had the expertise to help them.
Since signing the MoU with Huawei, du Telecom has achieved:
A reduction in project failure
A reduction in the number of employees needed per project
Lower costs, tighter time frames and projects that cost less than predicted, thanks to a single point of contact who manages the project
What can other companies learn from this partnership? Change is sometimes better when you’ve got a partner to see you through. Don’t be afraid to ask
for help. Outside assistance could be what gives your firm the boost it needs to be even more profitable.
Nokia . . . Transforms Again
As mobile phones became popular, the Finnish company Nokia dominated the market. However, the company exited the market in 2014 because it was
no longer profitable. It was a major decision for the firm, although this isn’t the first time Nokia has reinvented itself.
Nokia’s executives decided to sell the device business to Microsoft. Nokia’s new core business is now networking equipment. This wasn’t a decision
executives made lightly; Nokia was already in a partnership with networking equipment manufacturer Siemens. The company’s leadership realized
networking equipment is a better business strategy. To that end, they bought out Siemens and put a new portfolio strategy, corporate structure, business
plan, capital structure, and management team into place.
Since transitioning from manufacturer of mobile devices to one of networking equipment, Nokia has:
had a steadily growing share price
an enterprise value which has grown 12-fold since July 2012
returned billions of dollars in cash to its shareholders
become the most valuable company in Finland yet again
Your business doesn’t have to be as big as Nokia to successfully change. You need a comprehensive plan which addresses as many aspects of the
restructuring as possible and the right people to make it work. In addition, be aware of which way the market’s heading; Nokia’s shift worked because
executives knew which way the wind was blowing.
17. EXAMPLES
The Pacific Surf School
Although surfers are known for having a laid-back attitude, it wasn't doing the instructors at the Pacific
Surf School (PSS) in San Diego any favors. Several of their processes, such as not sorting wet suits by
size, were inefficient, and students weren’t getting much out of the classes.
PSS’s owners approached the Lean Enterprise Institute (LEI) for help. LEI is an organization dedicated
to teaching lean principles. Lean principles refer to maximizing customer value while minimizing waste.
Although lean principles gained popularity in the manufacturing sector, they can be applied to any
organization. LEI’s instructor taught the team at PSS how to put more efficient processes in place, like
putting tape on surfboards so students could easily find their footing.
The benefits were visible quickly:
Students spent more time surfing
PSS was able to increase its class size by 50%
Instructors had more time to make repairs to surfboards during daylight hours
There’s a great takeaway here: even small changes can make your company run more smoothly and be
more profitable. Again, don’t be too proud to ask for help — efficiency experts share their know-how to
boost your core business.
Organizational change succeeded at these four organizations because these companies were ready to
make progress. Everyone was on board, from the executives to the workers in the trenches. Success
didn’t happen overnight — it required careful planning and adherence to the plans. Change initiatives
which work are possible, as long as you’re willing to put in the time and effort.