This document discusses strategies for managing organizational change. It begins by outlining a syllabus for a course on organizational change that covers topics like the nature of planned change, diagnosing organizations, designing interventions, leading and managing change, and continuous change. It then discusses why executing change is so challenging, focusing on issues like resistance to change and the need to manage both the change and the transition. Finally, it provides details on steps for managing change, including identifying the need for change, assessing and defining the required change, analyzing alternatives, developing and implementing a plan, and evaluating the change. It emphasizes managing both the change itself and the transition for people.
Managing Change: How to achieve effective, large-scale, long-term change in a UK University setting. CDE workshop conducted on 7 February 2012 by Professor Stephen Brown (De Montfort University, CDE Visiting Fellow).
The lively session was attended by managers, senior managers and policy makers from within and beyond the University of London. The workshop aimed to help attendees to develop effective strategies for achieving large scale lasting change within their institutions, and examined the implications of different levels of stakeholder engagement for the success of sustainable institutional change and demonstrate how to employ a participatory design approach derived from the experiences of the JISC Curriculum Design and Delivery Programme. These slides are best considered alongside the accompanying workplan/report from the session, found here: http://cdelondon.wordpress.com/2011/11/16/cde-workshop-managing-change/.
Learn how to implement a well thought-out management of change process into your operations to lessen impacts on safety, environment and reliability. Putting into place such a process will not only save you money on maintenance costs but help you to recognize and prioritize the changes which carry the most added value for your business. All of this is done, of course, as part of a simple and efficient process.
An Emergent Approach to Transitioning Toward Agile OrganizationMichael Hamman
To provide some models and perspectives to help leaders and managers bring about effective and adaptive transition
to organizational and software agility
Managing Change: How to achieve effective, large-scale, long-term change in a UK University setting. CDE workshop conducted on 7 February 2012 by Professor Stephen Brown (De Montfort University, CDE Visiting Fellow).
The lively session was attended by managers, senior managers and policy makers from within and beyond the University of London. The workshop aimed to help attendees to develop effective strategies for achieving large scale lasting change within their institutions, and examined the implications of different levels of stakeholder engagement for the success of sustainable institutional change and demonstrate how to employ a participatory design approach derived from the experiences of the JISC Curriculum Design and Delivery Programme. These slides are best considered alongside the accompanying workplan/report from the session, found here: http://cdelondon.wordpress.com/2011/11/16/cde-workshop-managing-change/.
Learn how to implement a well thought-out management of change process into your operations to lessen impacts on safety, environment and reliability. Putting into place such a process will not only save you money on maintenance costs but help you to recognize and prioritize the changes which carry the most added value for your business. All of this is done, of course, as part of a simple and efficient process.
An Emergent Approach to Transitioning Toward Agile OrganizationMichael Hamman
To provide some models and perspectives to help leaders and managers bring about effective and adaptive transition
to organizational and software agility
Project Management and Change Management - Sean LowPink Elephant
Project Management & Change Management: The Value & Challenges Of Integration & Alignment
Join Sean for a highly interactive discussion about the often challenging relationship between Project Management and Change Management. Come prepared to contribute your questions, insights and opinions to this session which will focus on various aspects of this highly engaging topic.
Sean will answer questions like:
1) Should change managers have the authority to say “NO” to project changes?
2) To what extent should projects be exempt from the Change Management process?
3) At what point in a Project Lifecycle should change managers expect project managers to submit requests for change?
4) What roles are designated in ITIL to coordinate change efforts between Project Management and Change Management?
Management by objectives (MBO) is a systematic and organized approach that aims to increase organizational performance.
In other hand.
Management by Exception (MBE) is a "policy by which management devotes its time to investigating only those situations in which actual results differ significantly from planned results.’’
What is Controlling, Importance, Limitations & Features of Controlling, The Basic Control Process, Characteristics of effective control system, Dimensions of Control, What is Benchmarking, Control as a Feedback System, Feedforward Control, Comparison of Simple Feedback and Feedforward Systems, Requirements for Feedforward Control, CONTROL OF OVERALL PERFORMANCE, PROFIT AND LOSS CONTROL, What is Budgeting?, Productivity, Operations Management, and Total Quality Management, Steps in Product and Production Design, Operations Research, Value Engineering, Mass Production Versus Lean Production Managerial Practices
Project Management and Change Management - Sean LowPink Elephant
Project Management & Change Management: The Value & Challenges Of Integration & Alignment
Join Sean for a highly interactive discussion about the often challenging relationship between Project Management and Change Management. Come prepared to contribute your questions, insights and opinions to this session which will focus on various aspects of this highly engaging topic.
Sean will answer questions like:
1) Should change managers have the authority to say “NO” to project changes?
2) To what extent should projects be exempt from the Change Management process?
3) At what point in a Project Lifecycle should change managers expect project managers to submit requests for change?
4) What roles are designated in ITIL to coordinate change efforts between Project Management and Change Management?
Management by objectives (MBO) is a systematic and organized approach that aims to increase organizational performance.
In other hand.
Management by Exception (MBE) is a "policy by which management devotes its time to investigating only those situations in which actual results differ significantly from planned results.’’
What is Controlling, Importance, Limitations & Features of Controlling, The Basic Control Process, Characteristics of effective control system, Dimensions of Control, What is Benchmarking, Control as a Feedback System, Feedforward Control, Comparison of Simple Feedback and Feedforward Systems, Requirements for Feedforward Control, CONTROL OF OVERALL PERFORMANCE, PROFIT AND LOSS CONTROL, What is Budgeting?, Productivity, Operations Management, and Total Quality Management, Steps in Product and Production Design, Operations Research, Value Engineering, Mass Production Versus Lean Production Managerial Practices
A basic understanding of how change can be managed in the digital transformation of business. It covers the idea of change management, achieving digital transformation, and the way both can be related.
Organizational Change Management and CommunicationsEnamul Haque
OCM explained - Organizations are almost always in a state of change, whether the change is continuous or episodic. The Change Management and Communications Plan includes a strategy and framework to effectively engage stakeholders and communicate changes necessary across the transformation areas to achieve the desired results and sustain the benefits of the effort.
[To download this complete presentation, please visit https://www.oeconsulting.com.sg]
Change is the only constant in the work environment today. For change to be successful, it has to be effectively managed. To achieve this, it is essential that the human aspects of change be addressed throughout the change process. This easy to follow Change Management Methodology provides a step-by-step blueprint for change managers to successfully implement and sustain change in their work environment. This guide is applicable to all types of organizations.
CONTENTS:
1. Analyze Current Situation
- Identify reason for change
- Assess readiness for change
- Assess impact of change
- Identify gaps
- Gather feedback
2. Plan & Launch Program
- Define change strategy
- Set up change infrastructure
- Create awareness and get buy-in
- Develop and communicate plans
- Develop skills
- Launch pilot project
3. Monitor Progress
- Monitor change process
- Overcome resistance to change
- Audit for behavioral changes
- Measure effectiveness
- Provide support
4. Evaluate Effectiveness
- Review results
- Share success stories
- Provide follow up support
- Reward and recognize
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/make-change-that-lasts/
Change is the only constant. – Heraclictus, Greek Philosopher
Change is the only constant in the work environment
Whether you are shifting office to another location, adopting a new practice or process, implementing an IT system, or re-engineering the business processes for an organization, change happens to everyone all the time.
However, many change initiatives have been short-lived as a result of the failure to manage and sustain the change.
For change to be successful and enduring, do take note of the key factors impacting change below:
1. Commitment from the top
To manage a change initiative, e.g. Lean transformation, there has to be constant commitment from the top management.
Conduct regular management reviews of the change implementation progress versus the plan to ensure that the roadmap and scope of change is well-defined, timelines or key milestones are adhered to, and resources such as people, time and money are put in place where they are needed.
2. Future state vision
Define and rally around a compelling vision for the future state. What are the potential threats? How urgent is the change? What are the risks if the organization does not change? How will you know when we get there?
Present the facts and findings such as flat earnings, rising costs, decreasing market share, and other relevant key indicators where necessary to create awareness and convince employees to buy-in to the change initiative.
Identify the key resistance issues and stakeholders who are impacted by the change and address them. Be prepared to deal with emotional and political issues.
Create a compelling vision and an urgency for change so as to move people out from their comfort zones to a change in behavior and the way they value-add to the business and customers.
Taxonomy of change models Version 3.0 (July 2017)Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference
In this update to our taxonomy we have added Change Rx, Galbraith Star Model, Positive Deviance and Whole System Transformation; further enhancements are welcomed.
In compiling this taxonomy we were surprised at the volume of change related models, in some ways a testament to the views that change can be challenging and the search for a formulaic approach that it could be argued is not possible given that humans are wonderfully unique and change situations can be highly varied. Our view is that understanding, appreciation, empathy, flexibility and resilience coupled with a desire to learn are foundational capabilities that can help those delivering change to be in a resourceful state in order that they support others and deliver effective change.
We hope you find this taxonomy of use.
Mark Simpson
Head of Consultancy
Taxonomy of change models slideshare 201703Mark Simpson
Having worked in change environments for many years and used a wide range of change models for many different types of change we found it useful to collate and categorise models for ease of reference. We have used four types of classification:
Contextual – broader strategic or macro models that can be helpful in understand a context of change, or support for change - Nadler and Tushman, congruence model being an example
High level change model – change specific models, but at a broader, sometimes even conceptual model - Carnall, change management model as an example
Actionable Model – detailed, with defined stages and actions, for example Accelerating Implementation Methodology (AIM) Change Management Methodology
Supporting – models that underpin our approach to change, they can apply to specific elements of change or help to understand certain elements, for example - Beckhard and Harris, change formula
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
2. Syllabus
Module 1: Introduction to Organizational Change:
Module 2: The Nature of Planned Change
Module 3: The Process of Organizational Development: Diagnosing
organizations
Module 4: Designing Interventions
Module 5: Leading and Managing change
Module 6: Strategic Change Interventions
Module 7: Transformational change
Module 8: Continuous change
Module 9: Trans organizational Change
3. Why is Executing Change so Challenging?
• People will resist change. Why? “Uninformed Optimism is always followed by
“Informed Pessimism” and humans will choose the comfort of familiarity over the
anxiety that comes with the unknown.
• We live in an era of perpetual change/unrest. We have only just crossed the
threshold of perpetual unrest. We need to expect more change.
• We’ve run out of the resources required to deal with change. Absorbing change
requires physical, emotional, and intellectual energy.
• We incorrectly focus an inordinate amount of energy into trying to make
people feel comfortable during a major change. Reality is they won’t – it is
necessary that they make adjustments that will help them succeed in the new
environment.
• We focus on getting the change “installed” (e.g. # people trained, spent,
computers on desks) and miss “realizing” the return on investment expected
from the change (i.e. the fundamental purpose for the change, the outcomes
that were promised). People need to be readied to absorb the disruption and
adapt to the change.
• Source: Adapted from a presentation by Daryl Conner – Organizational Change: Installation vs.
Realization)
4. Organization Strategies for Successfully Realizing the
Results in Change:
• Look for ways to decrease unnecessary demands on existing resources.
• To consider the aggregate effect of incremental changes.
• Change projects need to be driven by whether or not they are an organizational
imperative.
• Change projects should generate “such value that the cost for failing to implement
them would be prohibitively high”.
• Increase the organization’s capacity and resilience for dealing with the
disruption of change.
• People need to be able to absorb change if organizations are going to be effective.
• We can increase capacity by carefully and diligently managing the human side of
change (i.e. the transition).
• We can increase resilience by seeking out and enhancing personal resilience.
• Follow a process for managing change and transition.
• What is changing and the impact of that change on the people.
5. Managing Change vs. Managing
Transition
• Change is the shift in the external situation; the thing that has changed. It
can happen fast.
• Transition is the reorientation people need to make in response to the
change. This can take time.
• To be successful in both the implementation and in helping people we
need to manage both the change and the transition.
• A transition management plan is a necessary component of a change
management plan and presumes that the underlying change is being well
managed.
• Source: Bridges, William. (1991). Managing Transition: Making the Most of Change.
6. A well-managed change ensures that:
•There is an identified Executive Sponsor for the change
•Leaders understand the shifting roles of Sponsors, Implementers Agents and Advocates during change
•Change teams are set up as needed (e.g. implementation, transition, communication, etc.)
•The need for the change has been effectively established and communicated to everyone – more than once
using a variety of medium.
•The impacts of the planned change - indirect, as well as direct - have been identified and communicated.
•Those who will be impacted by the change have been involved in the planning, or at the very least, will be
involved in its implementation.
•The details of the implementation are generally understood as they emerge and are modified to fit changing
circumstances
7.
8. Detail of Steps for Managing Change:
1. Identify/Accept the Need for Change:
List the issues, indicators or symptoms
Ask stakeholders to confirm the issues, indicators or symptoms
Decide whether change is necessary
Set up change team(s)/support mechanisms (implementation,
transition, communication etc.)
Clarify Roles (Sponsor, Implementer, Agent, Advocate)
9. Detail of Steps for Managing Change
2. Assess and Define the Change Required:
Identify the preferred future state
Assess the current state
Identify the gap or difference
Clearly define what must be changed
Establish measures of success
10. Detail of Steps for Managing Change
3. Analyze the Impact of Alternatives and Select the Best:
List reasonable alternatives (including making no change)
Assess the cost/benefits, pros/cons, outcomes/risks and potential side effects
Choose the best alternative
Identify restraining and supporting forces (i.e. people, events, rules and policies)
11. Detail of Steps for Managing Change:
4. Develop the Plan and Strategies:
Explain the change and rationale
Describe the current situation vs. the desired future
Explain the options considered and decision
Describe objectives, action plans, and measures of success
Develop strategies:
√ Operational (Physical/Plant Legal, Financial, and Service Issues)
√ Training and Learning
√ Human Resource (HR/LR, Staff Transfer, Selection)
√ Communication
√ Transition
√ Team Development
√ Budget Implications
12. Detail of Steps for Managing Change
5. Implement the Plan and Strategies:
Enlist others
Determine readiness for change
Prepare and educate those implementing the change
Follow the timetable and sequence of events for
communication, training, team development etc.)
13. Detail of Steps for Managing Change
6. Manage the Transition:
Monitor transition issues and people’s response to the change
Implement strategies to help people with the transition
Recognize results
7. Evaluate the Change:
Monitor progress and debrief
Design and conduct evaluation based on the measure of success
Document and report on the outcome
Adjust or alter based on evaluation
14. Model for Managing Transition
This model for Managing Transition is influenced by the separate work of Elisabeth Kubler-Ross, Cynthia Scott and William
Bridges
15. Key factors in achieving change
Key factors in achieving change
16. Scale of change
• Hammer and Champy (1993) defined BPR as
the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements
in critical, contemporary measures of performance, such as cost, quality, service, and speed.
• Fundamental rethinking – re-engineering usually refers to changing of significant business processes
such as customer service, sales order processing or manufacturing.
• Radical redesign – re-engineering is not involved with minor, incremental change or automation of
existing ways of working. It involves a complete rethinking about the way business processes operate.
• Dramatic improvements – the aim of BPR is to achieve improvements measured in tens or hundreds of
percent. With automation of existing processes only single figure improvements may be possible.
• Critical contemporary measures of performance – this point refers to the importance of measuring how
well the processes operate in terms of the four important measures of cost, quality, service and speed.
17. Different scales of change
Term Involves Intention Risk of failure
Business
process re-
engineering
Fundamental redesign
of all main company
processes
Large gains in
performance
(>100%?)
Highest
Business
process
improvement
Targets key processes
in sequence for
redesign
(<50%) Medium
Business
process
automation
Automating existing
process
(<20%) Lowest
18. Project management activities
• Estimation – identifying the activities involved in the
project, sometimes referred to as a work breakdown
structure (WBS).
• Resource allocation – after the initial WBS, appropriate
resources can be allocated to the tasks.
• Schedule/plan – after resource allocation, the amount of
time for each task can be determined according to the
availability and skills of the people assigned to the tasks.
• Monitoring and control – monitoring involves ensuring the
project is working to plan once it has started. Control is
taking corrective action if the project deviates from the
plan. In particular the project manager will want to hit
milestones
19. Stages in developing an e-business
solution
Stages in developing an e-business solution
20. An example web site development
schedule for the B2C Company
Figure 10.3 An example web site development schedule for The B2C Company
22. Organisational structures for
e-business and e-commerce
Organizational structure Circumstances Advantages Disadvantages
(a) No formal structure
for e-commerce
Initial response to e-commerce
or poor leadership with no
identification of need for
change.
Can achieve rapid response to
e-commerce service
responses (e-mail, phone).
Priorities not decided logically.
Insufficient resources
Poor quality site in terms
of content quality and
customer
(b) A separate
committee or
department manages
and coordinates e-
commerce
Identification of problem and
response in (a)
Coordination and budgeting
and resource allocation
possible.
May be difficult to get
different departments to
deliver their input due to
other commitments
(c) A separate business
unit with independent
budgets
Internet contribution (Chapter
6) is sizeable (>20%)
As for (b), but can set own
targets and not be constrained
by resources. Lower risk
option than (d)
Has to respond to
corporate strategy. Conflict
of interests between
department and traditional
business
(d) A separate operating
company
Major revenue potential or
flotation. Need to differentiate
from parent
As for (c), but can set strategy
independently. Can maximize
market potential
High risk if market
potential is overestimated
due to start-up costs
23. Summary of alternative organizational structures for e-commerce
suggested in Parsons et al.
Figure 10.5 Summary of alternative organizational structures for e-commerce
suggested in Parsons et al. (1996)
24. Transition curve indicating the reaction of staff through time from when
change is first suggested
Transition curve indicating the reaction of staff through time from when change is first suggested
Source: Bocij et al. (2003)
25. Key staff in systems acceptance
• System sponsors
•
• System owners
•
• System users
•
• Stakeholders
•
• Legitimizer
•
• Opinion leaders
•
26. The role of organisational culture
• Survival (outward-looking, flexible) – the external environment plays a
significant role (an open system) in governing company strategy. The
company will likely be driven by customer demands and will be an
innovator. It may have a relatively flat structure.
• Productivity (outward-looking, ordered) – interfaces with the external
environment are well structured and the company is typically sales-
driven and is likely to have a hierarchical structure.
• Human relations (inward-looking, flexible) – this is the organization as
family, with interpersonal relations more important than reporting
channels, a flatter structure and staff development and
empowerment is thought of as important by managers.
• Stability (inward-looking, ordered) – the environment is essentially
ignored with managers concentrating on internal efficiency and again
managed through a hierarchical structure.