Planned Change
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This document outlines factors that drive planned organizational change, both internally such as growth or culture, and externally such as competition, technology, or legislation. It also describes a 4-step process for planned change: 1) diagnose the system and issues, 2) analyze possibilities and limitations, 3) plan the change by initiating and maintaining it, 4) implement and evaluate the change by replanning if needed. Finally, it discusses using force field analysis to understand forces for and against change, and the planned change process of scouting the system, entering to diagnose issues, planning and acting on the change, and evaluating and terminating the consultant's involvement.
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OD process - Operational components of OD - Organizational Change and Develo...
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Global marketing Plan External & Internal Analysis ppt
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Education
The document describes a worked example problem of calculating the work done to lift a 30kg bucket 150m from a well. It provides the steps of identifying the gravitational force as mg directed downward, the upward displacement as the depth h, and calculates the work done by gravity as the negative of the force times displacement, -mgh. It then notes that the man lifting must exert an equal and opposite force f to balance gravity, so the work done by the man is calculated as mgh, equaling 4.415 x 104 Joules.
Stereotypes, Superstition and Sustainable Development
Stereotypes strongly influence human behavior according to studies. People behave in line with stereotypes, such as acting more slowly in front of the elderly or mimicking the "dumb blonde" stereotype. Researchers also found that superstition may have evolved to be advantageous because interpreting potential threats as real dangers could help with survival, even if some beliefs are not effective. Sustainable development emerged in reaction to short-term profit seeking and emphasizes meeting current needs without compromising the future, requiring corporate performance to be judged on more than just financial results.
A Great Workplace
Implementing best HR practices such as empowerment, clear career paths, work-life balance, and social events can increase productivity, reduce staff turnover, raise profits, and facilitate change for a company. A happy and respected workforce is a company's key asset and ensures it will attract and retain talent. Communication, talent development, values, work-life balance, social events, and corporate social responsibility were highlighted as important dimensions of building a high trust workplace culture across different industries and companies.
Business Ethics
The document discusses various responsibilities and ethical issues related to business. It covers the responsibilities of boards of directors in management, planning and legal compliance. It also discusses the legal responsibilities of boards including safeguarding assets, reporting and meeting obligations. Further sections outline the moral responsibilities of businesses and various ethical issues that can arise in areas like corporate governance, finance, human resources, marketing, production and global operations. It also discusses increased compliance pressures from scrutiny, visibility and public skepticism. Steps to mitigate risk through codes of conduct for employees and suppliers are proposed.
Communication
The document discusses the importance of communication in the workplace. It notes that the failure to communicate is a major source of confusion and conflict. Effective communication requires honesty, mutual understanding and respect between parties. Barriers to communication like failing to listen or respond can inhibit understanding. The document provides tips for improving communication skills like speaking, listening, and interacting in groups. It also explores how technology is changing how people communicate at work.
Organizational Behavior
This document discusses several topics related to organizational behavior including:
- Key figures who contributed to the field such as Elton Mayo, Doug McGregor, and F.W. Taylor
- The benefits of studying organizational behavior to understand, predict, and influence organizational events
- Common OB practices like job satisfaction, productivity, and deviance that can be dependent variables
- Models for understanding motivation, behavior, decision-making, emotions, personality, and more
- Changing trends in the workplace like globalization, diversity, virtual teams, and the needs of Generation X employees
Pseudoscience
This document discusses rational thought, science, and pseudoscience. It defines the key features of scientific theories as being empirical, allowing for controlled testing to validate theories, and being able to integrate new facts. Pseudoscientific theories are described as being non-empirical, impossible to test, and static. Several popular pseudoscientific examples are listed, including astrology, homeopathy, and the Myers-Briggs Type Indicator personality test. The origins and problems with the Myers-Briggs test are then outlined.
SIAC vs. Poland
This document summarizes SIAC Construction's experience working on a highway construction project in Poland from 2010 to 2013. It describes how SIAC was awarded a €400m contract by PBG to build 35km of highway. However, they encountered issues with concrete specifications and delays getting approvals that caused costs to rise. Local authorities also blocked access roads, hurting progress. The project's financial problems led PBG and eventually SIAC to declare bankruptcy. Other contractors like SISK, Roadbridge, and Alpine Bau had similar difficulties with the Polish road authority GDDKiA, which was described as not providing needed information, refusing to discuss issues, and withholding payments.
Franco-German Conflict at Airbus
This document discusses cultural differences between France and Germany that have led to conflicts at Airbus and its parent company EADS. When EADS was formed through a merger, measures were implemented to manage cultural issues, such as having dual executive presidents from each country and conducting business in English. However, clashes have still occurred due to differing concepts of collaboration, leadership styles, and educational systems between the two countries. An interview with EADS CEO Louis Gallois acknowledges the challenges of dual control but argues the future must be more European and hopes national conflicts do not intensify.
Negotiation Bootcamp 1986 2020
The Negotiation Bootcamp was created in 1986 at the EAP European School of Management in Paris to train corporate clients. It gained popularity throughout the 1990s as it was delivered to hundreds of executives at companies like Alcatel. In 2000, the program began being offered to MBA and Master's students. It has since become the most popular class at ESCP Europe with high satisfaction ratings. Over the years, the Bootcamp team has expanded and the program has been delivered around the world, training over 20,000 people via practical role-playing exercises rather than lectures.
Business Model Change in the Airline Industry
The airline industry has undergone significant changes to business models in recent years. Key changes include increased alliances between airlines to expand networks without buying more planes, moving to profitability in the winter season, increased direct online sales and price transparency, shifting frequent flyer programs to be based on ticket cost rather than miles flown, advanced revenue management techniques with up to 200 variable prices per route, and growing ancillary revenue streams like baggage fees and onboard WiFi. Airlines also closely monitor key performance indicators daily to maximize efficiency and on-time performance. Going forward, airlines will continue optimizing operations through new management technologies and business model transformation.
2017
The 1981 policies of the French government under President Mitterrand included nationalizing banks and industry, increasing spending substantially, and implementing various social reforms like raising minimum wage and family allowances. This led to a tripling of the deficit and 50% increase in the national debt as well as high inflation that required currency devaluations in 1981-1983. French politics has traditionally been dominated by graduates of the elite ENA school and characterized by technocratic rule with reforms decided by a small group rather than power sharing.
Model Personal Action Plan 2015
This Personal Action Plan compiled by a German student in November 2015 takes the exercise to a new level.
Negotiation Bootcamp Assignment ENG
1) The document discusses the author's job interview process with SAP Value Engineering (VE) in India. It analyzes the interview as a negotiation using the 4-step method.
2) In preparing, the author's objectives were to learn about the group and get a job, while SAP's was to find the best candidates. The author gathered information on SAP and was willing to compromise on salary for growth and work-life balance.
3) The author planned to use a rational, flexible, and low-pressure strategy to showcase their qualifications and gather information, while keeping withdrawal as an option.
Construx Action Maze
Martin Scofield, VP of HR at Construx Plc, needs to replace the project manager of a construction project in Benghazi, Libya after he was injured. Owen Goodall, head of talent management, recommends Francis Granger for the position. Granger has experience with overseas projects and a strong track record. However, Goodall mentions Granger seems preoccupied lately. Scofield informs Granger of the assignment but Granger seems reluctant and asks for more time to consider. Granger later tells Scofield a family problem has come up since he returned from his last overseas assignment that makes it difficult for him to leave the UK currently.
Fénelon and Christian Agrarianism
This document discusses Fénelon and his Christian agrarianism philosophy as expressed through his works Directions for the Conscience of a King and Telemachus. It summarizes the political and economic context of France under King Louis XIV, including wars, famines, and the dominant philosophies of raison d'état, Machiavelli, Hobbes, and mercantilism. Fénelon's writings promoted ideals of justice, natural law, personal morality, limited government expenditure and taxation, and an agrarian utopia with a benevolent king, virtuous citizens living in brotherhood, and world peace through a federation of nations.
World Trade Organization
Presentation on WTO to Executive MBA class of International Management Institute, Delhi.
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Stereotypes, Superstition and Sustainable Development
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A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Industrial Tech SW: Category Renewal and Creation
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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Innovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & InnovationOperational Excellence Consulting
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations一比一原版新西兰奥塔哥大学毕业证（otago毕业证）如何办理
一模一样【微信：A575476】【新西兰奥塔哥大学毕业证（otago毕业证）成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
Digital Marketing with a Focus on Sustainability
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Digital Transformation Frameworks: Driving Digital Excellence
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
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Planned Change
- 1. PLANNED CHANGE Internal Factors Driving Change ◆ Structure sole trader - partnership - limited company ◆ Growth organic - merger - acquisition ◆ Culture top down - flat ◆ Focus production - customer ◆ Scope markets - products - services External Factors Driving Change ◆ Competition ◆ Technology ◆ Economics ◆ Society ◆ Politics ◆ Legislation
- 2. PLANNED CHANGE Solve system problems and be acceptable to system members The key to the process is to involve system members at each step ◆ Diagnose ◆ Analyze ◆ Plan ◆ Implement
- 3. CHANGE PROCESS Here is a 4 step method for planned change 1. Diagnose System People 2. Analyze Possibilities Limitations 4. Implement Evaluate Replan 3. Plan Initiate Maintain
- 4. PLANNED CHANGE 4 strategic ground rules When planning change, assess the likelihood that it will ◆ Advance corporate goals ◆ Be acceptable to system members ◆ Provide a basis for timely action ◆ Yield greater benefits and entail fewer costs
- 5. FORCE FIELD ANALYSIS A body is at rest when the sum of forces operating on it is zero
- 6. Reduces tension Change is permanent Increases tension Change is temporary CHANGE STRATEGIES Reduce restraining forces Augment driving forces
- 8. Types of work-related behaviour A powerful diagnostic tool Possible problems Readiness Capability Motives & Goals Potential USING FORCE FIELD ANALYSIS
- 9. PLANNED CHANGE PROCESS Scout Enter Diagnose Plan Act Terminate Evaluate
- 10. SCOUT The client is looking for a solution to his problem The consultant observes the features of the client system ◆ Resources ◆ Limitations ◆ Norms and values ◆ Subsystems ◆ Relationships with other systems ◆ Attitude to change ◆ Motivation to change
- 11. ENTER Success requires support of legitimate power within the system How is the entry point perceived within the organization ? ◆ Contract Sharing expectations and defining contributions ◆ Process impacts on initial contract Problem, resources, impact on other parts of system
- 12. DIAGNOSE ◆ Identify Subparts of system where problem is located ◆ Define Goals of client system in organizational context ◆ Client resources Readiness to change Commitment to solution Internal resources ◆ Consultant’s tools Interviews, questionnaires, observation, data
- 13. PLAN 1 The entry contract may need to be revised to include all system members likely to be impacted by the change ◆ Define objectives to be achieved by change ◆ Generate options ◆ Simulate consequences of each option ◆ Select the best one
- 14. PLAN 2 The intervention plan has 2 dimensions : the sources of power used to implement the change and the organizational subsystems it will impact . ◆ People ◆ Authority ◆ Information ◆ Task ◆ Policy and Culture ◆ Environment
- 15. ACT Training, installation of new procedures & systems, change in organizational structure, architecture, spatial relationships, divestment, outsourcing, layoff programs… ◆ Positive resistance Ensures planned change is carefully thought through Planned change can fail due to unforeseen consequences ◆ Negative resistance Imposed change generates hostility System members should be involved at all stages
- 16. EVALUATE System members should know on what dimensions they are being evaluated ◆ Interim task goals ◆ Final objectives The client should monitor progress and assess results This determines the next step ◆ Move on to termination stage ◆ Return to planning stage ◆ Return to entry stage
- 17. TERMINATE Conditions should be defined in the entry contract and be open to renegotiation during the process ◆ Consultant’s contact with client system ends ◆ Planned change process continues Variables determining termination ◆ Problem solved or not ◆ Need for help on other problems ◆ Client system’s degree of independence