Strategy For Change
•Download as PPT, PDF•
0 likes•258 views
This is an aid for improving techniques for implementation of change in design, processes or organizations.
Report
Share
Report
Share
![Introduction ,[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Change Management Obstacles And Problems PowerPoint Presentation Slides
Presenting this set of slides with name - Change Management Obstacles And Problems PowerPoint Presentation Slides. This PPT deck displays eighteen slides with in depth research. Our topic oriented Change Management Obstacles And Problems PowerPoint Presentation Slides deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Obstacles And Problems PowerPoint Presentation Slides. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
10 barriers to change and how to overcome them
This presentation covers the types of change in businesses and the challenges they face in incorporating change into the culture. A lack of needed change can kill a business by creating negative risks. Continuous improvement, change processes, and risk management should be integrated to increase success.
Karen Horsch Evaluating Change V.2
- Childhood obesity rates are at epidemic levels and reversing this trend will require fundamental changes to how we think and act regarding physical activity and healthy eating.
- Building a movement is needed to shift social norms and environments to make healthy choices the default. Movements raise issues, build coalitions, educate, advocate, and promote solutions.
- Evaluating progress in building a movement involves assessing outcomes like awareness, advocacy networks, media attention, and policy support over time, using both quantitative and qualitative data. The goal is to understand if strategies are accomplishing the intended results toward the long-term vision.
Strategy Implementation
The document discusses elements of strong strategy execution including communication, understanding decisions, and information sharing. It outlines maneuver strategies that avoid competitors' strengths and exploit weaknesses. Maneuver strategies represent the ability to strike the enemy when least expected without destroying them, but rendering them unable to continue effectively. Strategy execution occurs on physical, psychological, and analytical levels. Four factors - friction, uncertainty, fluidity, and disorder - shape the competitive environment. Seven elements of strong execution are identified: targeting vulnerabilities, minimizing response time, boldness, surprise, focus, decentralized decision making, and rapid tempo. Execution keeps organizations competitive but most companies struggle with it due to overreliance on reorganization instead of fundamental philosophy changes.
The Importance Of After Action Reports
After Action Reports (AARs) provide a retrospective analysis of critical actions to evaluate performance, document effectiveness and efficiency, and analyze procedures and policies to recommend improvements. AARs benefit policymakers, administrators, responders, and communities by providing a broad understanding of events and enhancing future planning. They should be used anytime an organization undertakes a project, event, or incident, both large and small. AARs have a simple structure including an overview, goals/objectives, performance analysis, lessons learned, and recommendations. Their value is in preventing future issues and improving responses.
Barriers to change and how it was solved
Calpine faced several barriers when implementing a new change management system:
1) Employees needed to be retrained on the new system through workshops and one-on-one training. A knowledge base was also created to help employees learn the new processes.
2) The new approval process caused delays, but communicating the changes clearly to stakeholders through multiple updates helped resolve issues.
3) There was initial confusion regarding change requests, but errors were quickly addressed and requesters adapted their processes. Defining changes clearly with implementation and back-out plans also helped. The new system faced some resistance but ultimately resulted in widespread adoption.
How do you know bp improvements scqaa
Kristine A. Hayes Munson, PMP, CIA, Vice President presented at our SCQAA- San Fernando Valley chapter.
Financial Cpr. ASPA 12.09.09
The document discusses different strategies for addressing budget shortfalls, from initial across-the-board cuts to more strategic approaches that engage stakeholders and prioritize goals and services. It emphasizes the need to focus on organizational priorities and capacity, consider revenue enhancements and expenditure reductions, and manage expectations when implementing long-term financial plans.
Recommended
Change Management Obstacles And Problems PowerPoint Presentation Slides
Presenting this set of slides with name - Change Management Obstacles And Problems PowerPoint Presentation Slides. This PPT deck displays eighteen slides with in depth research. Our topic oriented Change Management Obstacles And Problems PowerPoint Presentation Slides deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Obstacles And Problems PowerPoint Presentation Slides. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
10 barriers to change and how to overcome them
This presentation covers the types of change in businesses and the challenges they face in incorporating change into the culture. A lack of needed change can kill a business by creating negative risks. Continuous improvement, change processes, and risk management should be integrated to increase success.
Karen Horsch Evaluating Change V.2
- Childhood obesity rates are at epidemic levels and reversing this trend will require fundamental changes to how we think and act regarding physical activity and healthy eating.
- Building a movement is needed to shift social norms and environments to make healthy choices the default. Movements raise issues, build coalitions, educate, advocate, and promote solutions.
- Evaluating progress in building a movement involves assessing outcomes like awareness, advocacy networks, media attention, and policy support over time, using both quantitative and qualitative data. The goal is to understand if strategies are accomplishing the intended results toward the long-term vision.
Strategy Implementation
The document discusses elements of strong strategy execution including communication, understanding decisions, and information sharing. It outlines maneuver strategies that avoid competitors' strengths and exploit weaknesses. Maneuver strategies represent the ability to strike the enemy when least expected without destroying them, but rendering them unable to continue effectively. Strategy execution occurs on physical, psychological, and analytical levels. Four factors - friction, uncertainty, fluidity, and disorder - shape the competitive environment. Seven elements of strong execution are identified: targeting vulnerabilities, minimizing response time, boldness, surprise, focus, decentralized decision making, and rapid tempo. Execution keeps organizations competitive but most companies struggle with it due to overreliance on reorganization instead of fundamental philosophy changes.
The Importance Of After Action Reports
After Action Reports (AARs) provide a retrospective analysis of critical actions to evaluate performance, document effectiveness and efficiency, and analyze procedures and policies to recommend improvements. AARs benefit policymakers, administrators, responders, and communities by providing a broad understanding of events and enhancing future planning. They should be used anytime an organization undertakes a project, event, or incident, both large and small. AARs have a simple structure including an overview, goals/objectives, performance analysis, lessons learned, and recommendations. Their value is in preventing future issues and improving responses.
Barriers to change and how it was solved
Calpine faced several barriers when implementing a new change management system:
1) Employees needed to be retrained on the new system through workshops and one-on-one training. A knowledge base was also created to help employees learn the new processes.
2) The new approval process caused delays, but communicating the changes clearly to stakeholders through multiple updates helped resolve issues.
3) There was initial confusion regarding change requests, but errors were quickly addressed and requesters adapted their processes. Defining changes clearly with implementation and back-out plans also helped. The new system faced some resistance but ultimately resulted in widespread adoption.
How do you know bp improvements scqaa
Kristine A. Hayes Munson, PMP, CIA, Vice President presented at our SCQAA- San Fernando Valley chapter.
Financial Cpr. ASPA 12.09.09
The document discusses different strategies for addressing budget shortfalls, from initial across-the-board cuts to more strategic approaches that engage stakeholders and prioritize goals and services. It emphasizes the need to focus on organizational priorities and capacity, consider revenue enhancements and expenditure reductions, and manage expectations when implementing long-term financial plans.
Problems in Decision Making
The document discusses several limitations that can impact rational decision making. It notes that managers may focus on finding the right answer rather than clearly defining the problem. Insufficient knowledge about a problem or its alternatives can also limit rational decisions. Time pressures may lead to hasty decisions without full rational consideration. Environmental factors assumed when making a decision could change, undermining the rationality of the choice. Other limitations include the need for compromise, misjudging people's values, poor communication, uncertainty, and an inability to properly analyze available knowledge and human behavior.
Dr. deb hedderly critical success factors presentation
This document discusses critical success factors (CSFs) and their role in strategic planning. It defines CSFs as key areas of activity or factors that must be successful for goals to be achieved. The document recommends identifying 1-3 CSFs for each strategic goal and outlining action steps for each with responsible parties, timelines, and resources. It also advises measuring CSF progress monthly and adjusting plans as needed to ensure goals are met.
Trenady Offermann - Management Resume
Trenady Offermann is seeking a leadership position and provides a resume summarizing her qualifications. She has over 20 years of experience in the Air Force supervising and managing staff, facilities, budgets, and projects. Offermann has strong communication, management, and team building skills and holds multiple degrees in fields like sports management and psychology.
Decision making
The document discusses various aspects of decision making including:
- Decision making being an essential leadership skill for success.
- Types of decisions including programmed, non-programmed, major, minor, routine, and strategic decisions.
- The advantages and disadvantages of individual versus group decision making.
- A five step decision making process of defining the problem, clarifying objectives, identifying alternatives, analyzing consequences, and making a choice.
- Infosys inducting three senior employees to a new key decision making council to help implement a turnaround strategy.
15826 decision making
The document outlines the eight steps of the decision-making process: 1) identifying the problem, 2) identifying decision criteria, 3) allocating weights to criteria, 4) developing alternatives, 5) analyzing alternatives, 6) selecting an alternative, 7) implementing the alternative, and 8) evaluating the decision's effectiveness. It also discusses programmed decisions for structured, recurring problems, and nonprogrammed decisions for unique, unstructured problems that require custom solutions. Exhibits provide examples of applying the decision-making process to choosing a new laptop computer.
Implementing Empirically Supported Treatments
Presented at the 116th Annual Convention of the American Psychological Association, Boston, MA, August 16, 2008
Decision making
The document outlines the eight steps of the decision making process: 1) identifying a problem, 2) identifying decision criteria, 3) allocating weights to criteria, 4) developing alternatives, 5) analyzing alternatives, 6) selecting an alternative, 7) implementing the alternative, and 8) evaluating the decision's effectiveness. It also discusses types of problems like structured vs. unstructured problems and crisis management. The document covers different decision making styles, conditions like certain vs. risky environments, and factors that influence decision making like bounded rationality and intuition.
Absence And Leave Management 2007 Final
This presentation summarizes different types of leave and absence programs for employers, including short-term leaves like illness, personal time off, and bereavement as well as long-term leaves like disability, family medical leave, and workers compensation. It discusses policy issues around notice requirements, statutory leave laws, and disaster management. The presentation also outlines procedural issues for supervisors in managing leave like reporting absences, responding to requests, accommodations, verification processes, and pay/benefit continuation.
Taking Control Of Workplace Safety
Taking Control of Workplace Safety outlines how safety professionals can take a strategic approach to improving workplace safety. Key points include:
1) Provide operations with actionable safety information and recommendations rather than just data to help them own safety.
2) Take a proactive, preventative approach through measures like a balanced scorecard, monthly strategy sessions, and trend analysis rather than just focusing on corrections.
3) Understand the business priorities and costs of safety issues and injuries to operations in order to develop an effective safety business plan and drive improvements that benefit the organization's bottom line.
4) Act as an agent of change by making incremental improvements and using safety to drive broader process enhancements.
Good decision-making
Stronger Communities for Children Knowledge-Sharing Seminar 1-2 November 2016, Katherine, NT.
Presentation about steps involved in good decision-making.
3 planning for quality part i
The document discusses standard quality measures that hospitals must meet to be accredited. It outlines steps for hospitals to take to develop a strategic plan to meet these standards, including performing environmental and internal assessments, formulating a vision and mission, setting objectives and actions, and implementing and evaluating the plan. The plan should be realistic, safe, optimized, flexible, and account for environmental factors and the hospital's capabilities. The overall goal is for hospitals to develop strategic plans to ensure they provide quality care and maintain accreditation.
Absence management slides
This document discusses managing employee absence in the workplace. It identifies the key causes of absence such as sickness and family emergencies. Common short-term absences include minor illnesses while long-term absences can involve recurring health problems or disabilities. The document outlines how to define and categorize different types of absences, understand average absence rates across industries, and utilize appropriate policies and procedures to effectively manage absence.
Driving Hr Initiatives 12472
1. The document discusses various models and theories of change management and the change process. It outlines the typical phases of change management including preparing for change, initiating change, and maintaining change.
2. Key aspects of successful change management are identified such as developing a vision, selecting change champions, stakeholder analysis, communication, and continuous improvement. Cautions around change management like imposing values and ensuring informed choice are also noted.
3. Several theories of change are summarized, including Kurt Lewin's force field analysis, E.H. Schein's general change model, and Prochaska's stages of change model involving precontemplation, contemplation, preparation, action, and maintenance
Decesion by faisal hayat
Many people struggle with decision making due to fear of failure, a lack of structure, and unclear objectives. There are two types of decisions - programmed decisions which are routine and follow predetermined rules based on past experience, and non-programmed decisions which are for unique situations without clear guidelines and require creative thinking to develop a new strategy.
Change management btz
Human resource management refers to the policies and practices involved in carrying out the “people” or human resource aspects of a management position including recruiting, screening, organizational change management, training, and development, rewarding and appraising.
Barriers to effective decision making by jenrap14
[DOCUMENT]:
Leadership is a complex social process that involves influence, social
Decesion Making Tahir Khan, University Of Peshawar
The document discusses decision making processes and styles. It describes linear thinking which views problems as discrete and unique, versus systems thinking which sees problems as complex and related. There are programmed decisions for routine problems and non-programmed decisions for unique problems. Decision making occurs at strategic, administrative, and operational levels. Manager styles include problem avoiders, problem solvers, and problem seekers. The decision making process involves situational analysis, setting goals, generating alternatives, evaluating consequences, pilot testing, and implementation with feedback.
Sales Assessment
This document describes a governance assessment tool for organizations to evaluate their leadership, operations, and performance. The tool involves assessments of boards of trustees, management teams, and executive staff using modules related to governance, finance, strategy, quality, and staff relations. It provides self-directed and facilitator-led assessment methods, as well as analysis, reporting, and recommendations to identify strengths, vulnerabilities, and areas for improvement. The goal is to support discussion of priorities, progress toward goals, and continuous development.
Communication Measurement June 2009
A sample of slides from communication measurement presentations and workshops from the last couple of years. Created by Ryan Tudor Williams @ TWI Surveys Inc.
Decision making team beruang
This document discusses group decision making. It outlines several approaches and factors to consider when making group decisions. Effective decisions are those where resources and time are used well, the quality is high, all group members will implement it, and the group's problem-solving ability is enhanced. The document also discusses different decision making methods, factors that can hinder group decisions, and steps for making thoughtful, considered decisions as a group.
Chapter13
This chapter discusses change, innovation, and conflict management in healthcare. It defines change and identifies traditional change theories like Lewin's force field model. It also discusses the change process, including assessment, planning, implementation, and evaluation. It identifies sources of conflict and describes strategies for facilitating conflict management, including open communication and modeling conflict resolution behaviors.
Ppt 2 Natural Advantage
The document discusses natural advantages and Kolbe action modes. It explains that each person's talents are unique and enduring, and greatest growth comes from strengths. The four Kolbe action modes - FactFinder, FollowThru, QuickStart, Implementor - represent how people take initiative and achieve. Understanding one's natural strengths can help maximize performance and leadership abilities.
More Related Content
What's hot
Problems in Decision Making
The document discusses several limitations that can impact rational decision making. It notes that managers may focus on finding the right answer rather than clearly defining the problem. Insufficient knowledge about a problem or its alternatives can also limit rational decisions. Time pressures may lead to hasty decisions without full rational consideration. Environmental factors assumed when making a decision could change, undermining the rationality of the choice. Other limitations include the need for compromise, misjudging people's values, poor communication, uncertainty, and an inability to properly analyze available knowledge and human behavior.
Dr. deb hedderly critical success factors presentation
This document discusses critical success factors (CSFs) and their role in strategic planning. It defines CSFs as key areas of activity or factors that must be successful for goals to be achieved. The document recommends identifying 1-3 CSFs for each strategic goal and outlining action steps for each with responsible parties, timelines, and resources. It also advises measuring CSF progress monthly and adjusting plans as needed to ensure goals are met.
Trenady Offermann - Management Resume
Trenady Offermann is seeking a leadership position and provides a resume summarizing her qualifications. She has over 20 years of experience in the Air Force supervising and managing staff, facilities, budgets, and projects. Offermann has strong communication, management, and team building skills and holds multiple degrees in fields like sports management and psychology.
Decision making
The document discusses various aspects of decision making including:
- Decision making being an essential leadership skill for success.
- Types of decisions including programmed, non-programmed, major, minor, routine, and strategic decisions.
- The advantages and disadvantages of individual versus group decision making.
- A five step decision making process of defining the problem, clarifying objectives, identifying alternatives, analyzing consequences, and making a choice.
- Infosys inducting three senior employees to a new key decision making council to help implement a turnaround strategy.
15826 decision making
The document outlines the eight steps of the decision-making process: 1) identifying the problem, 2) identifying decision criteria, 3) allocating weights to criteria, 4) developing alternatives, 5) analyzing alternatives, 6) selecting an alternative, 7) implementing the alternative, and 8) evaluating the decision's effectiveness. It also discusses programmed decisions for structured, recurring problems, and nonprogrammed decisions for unique, unstructured problems that require custom solutions. Exhibits provide examples of applying the decision-making process to choosing a new laptop computer.
Implementing Empirically Supported Treatments
Presented at the 116th Annual Convention of the American Psychological Association, Boston, MA, August 16, 2008
Decision making
The document outlines the eight steps of the decision making process: 1) identifying a problem, 2) identifying decision criteria, 3) allocating weights to criteria, 4) developing alternatives, 5) analyzing alternatives, 6) selecting an alternative, 7) implementing the alternative, and 8) evaluating the decision's effectiveness. It also discusses types of problems like structured vs. unstructured problems and crisis management. The document covers different decision making styles, conditions like certain vs. risky environments, and factors that influence decision making like bounded rationality and intuition.
Absence And Leave Management 2007 Final
This presentation summarizes different types of leave and absence programs for employers, including short-term leaves like illness, personal time off, and bereavement as well as long-term leaves like disability, family medical leave, and workers compensation. It discusses policy issues around notice requirements, statutory leave laws, and disaster management. The presentation also outlines procedural issues for supervisors in managing leave like reporting absences, responding to requests, accommodations, verification processes, and pay/benefit continuation.
Taking Control Of Workplace Safety
Taking Control of Workplace Safety outlines how safety professionals can take a strategic approach to improving workplace safety. Key points include:
1) Provide operations with actionable safety information and recommendations rather than just data to help them own safety.
2) Take a proactive, preventative approach through measures like a balanced scorecard, monthly strategy sessions, and trend analysis rather than just focusing on corrections.
3) Understand the business priorities and costs of safety issues and injuries to operations in order to develop an effective safety business plan and drive improvements that benefit the organization's bottom line.
4) Act as an agent of change by making incremental improvements and using safety to drive broader process enhancements.
Good decision-making
Stronger Communities for Children Knowledge-Sharing Seminar 1-2 November 2016, Katherine, NT.
Presentation about steps involved in good decision-making.
3 planning for quality part i
The document discusses standard quality measures that hospitals must meet to be accredited. It outlines steps for hospitals to take to develop a strategic plan to meet these standards, including performing environmental and internal assessments, formulating a vision and mission, setting objectives and actions, and implementing and evaluating the plan. The plan should be realistic, safe, optimized, flexible, and account for environmental factors and the hospital's capabilities. The overall goal is for hospitals to develop strategic plans to ensure they provide quality care and maintain accreditation.
Absence management slides
This document discusses managing employee absence in the workplace. It identifies the key causes of absence such as sickness and family emergencies. Common short-term absences include minor illnesses while long-term absences can involve recurring health problems or disabilities. The document outlines how to define and categorize different types of absences, understand average absence rates across industries, and utilize appropriate policies and procedures to effectively manage absence.
Driving Hr Initiatives 12472
1. The document discusses various models and theories of change management and the change process. It outlines the typical phases of change management including preparing for change, initiating change, and maintaining change.
2. Key aspects of successful change management are identified such as developing a vision, selecting change champions, stakeholder analysis, communication, and continuous improvement. Cautions around change management like imposing values and ensuring informed choice are also noted.
3. Several theories of change are summarized, including Kurt Lewin's force field analysis, E.H. Schein's general change model, and Prochaska's stages of change model involving precontemplation, contemplation, preparation, action, and maintenance
Decesion by faisal hayat
Many people struggle with decision making due to fear of failure, a lack of structure, and unclear objectives. There are two types of decisions - programmed decisions which are routine and follow predetermined rules based on past experience, and non-programmed decisions which are for unique situations without clear guidelines and require creative thinking to develop a new strategy.
Change management btz
Human resource management refers to the policies and practices involved in carrying out the “people” or human resource aspects of a management position including recruiting, screening, organizational change management, training, and development, rewarding and appraising.
Barriers to effective decision making by jenrap14
[DOCUMENT]:
Leadership is a complex social process that involves influence, social
Decesion Making Tahir Khan, University Of Peshawar
The document discusses decision making processes and styles. It describes linear thinking which views problems as discrete and unique, versus systems thinking which sees problems as complex and related. There are programmed decisions for routine problems and non-programmed decisions for unique problems. Decision making occurs at strategic, administrative, and operational levels. Manager styles include problem avoiders, problem solvers, and problem seekers. The decision making process involves situational analysis, setting goals, generating alternatives, evaluating consequences, pilot testing, and implementation with feedback.
Sales Assessment
This document describes a governance assessment tool for organizations to evaluate their leadership, operations, and performance. The tool involves assessments of boards of trustees, management teams, and executive staff using modules related to governance, finance, strategy, quality, and staff relations. It provides self-directed and facilitator-led assessment methods, as well as analysis, reporting, and recommendations to identify strengths, vulnerabilities, and areas for improvement. The goal is to support discussion of priorities, progress toward goals, and continuous development.
Communication Measurement June 2009
A sample of slides from communication measurement presentations and workshops from the last couple of years. Created by Ryan Tudor Williams @ TWI Surveys Inc.
Decision making team beruang
This document discusses group decision making. It outlines several approaches and factors to consider when making group decisions. Effective decisions are those where resources and time are used well, the quality is high, all group members will implement it, and the group's problem-solving ability is enhanced. The document also discusses different decision making methods, factors that can hinder group decisions, and steps for making thoughtful, considered decisions as a group.
What's hot (20)
Dr. deb hedderly critical success factors presentation
Dr. deb hedderly critical success factors presentation
Decesion Making Tahir Khan, University Of Peshawar
Decesion Making Tahir Khan, University Of Peshawar
Similar to Strategy For Change
Chapter13
This chapter discusses change, innovation, and conflict management in healthcare. It defines change and identifies traditional change theories like Lewin's force field model. It also discusses the change process, including assessment, planning, implementation, and evaluation. It identifies sources of conflict and describes strategies for facilitating conflict management, including open communication and modeling conflict resolution behaviors.
Ppt 2 Natural Advantage
The document discusses natural advantages and Kolbe action modes. It explains that each person's talents are unique and enduring, and greatest growth comes from strengths. The four Kolbe action modes - FactFinder, FollowThru, QuickStart, Implementor - represent how people take initiative and achieve. Understanding one's natural strengths can help maximize performance and leadership abilities.
Organizationalchange 120113214516-phpapp02
This document discusses organizational change and provides information on key topics related to managing change. It covers the concept of organizational change, forces for change, levels of change, types of change, steps in managed change, resistance to change, implementing change successfully, and methods of introducing change. The document is intended as a lesson plan to teach about organizational change concepts.
Identifying and Overcoming Roadblocks to Change
How many dedicated improvement program leaders have pushed the proverbial boulder up the hill only to watch it roll back down, sometimes flattening the change agents and even the executive sponsor in the process? Why do we focus on the management of change (e.g., the models, processes, methods, plans and tactics) and fail to acknowledge and address the importance of cultural barriers and change leadership? This presentation will explain how to identify and overcome common roadblocks to successful change, including lack of alignment, siloed thinking, decision dysfunction, execution and endurance problems, and missing measurements.
Learning Objectives:
Understand the difference between managing and leading change efforts
Discuss the symptoms of barriers to change, the root causes, and how to address them
Learn how to perform a critical assessment of "change readiness" and use the findings to plan for the change
Learn how to tailor your improvement plans based on organizational readiness and maturity
Successful change - good culture and governance matter Conference - Roger Gar...
Successful change - good culture and governance matter Conference - Roger Gar...Association for Project Management
Roger Garrini
Directing Agile Change
Successful change - good culture and governance matter
APM Governance Specific Interest Group Conference
London, 06 Oct 2016Ba 550 1 Introduction
This document provides an overview of an organizational management course taught by John Sloan. The key points are:
1. The course will cover topics related to implementing organizational strategies and managing change, including organization design, structured planning, and leadership.
2. Students will analyze business case studies in small groups and complete a group project applying course concepts to the implementation of strategies or management of change within organizations.
3. Evaluation will be based on class participation, case study briefs, and a group term project presenting an implementation plan and supporting organizational design.
Directing Change
The document discusses managing organizational change through effective change planning. It emphasizes that change management involves informing and involving employees at different stages of change, from raising awareness to gaining commitment. An effective change plan supports the vision and strategy, identifies risks, involves all staff, and monitors progress. Failing to plan for change can lead to lower morale, lack of trust, and resistance to change. The document provides tips for supporting employees through change and overcoming barriers to change.
Ed Barkley Ppt (Mgf)
The document discusses a presentation about adapting to changing environments in business analysis. It provides an overview of the waterfall and agile processes from inception to release. It then lists the typical skills and responsibilities needed at each stage of a project, including developing requirements, getting approvals, managing changes, testing, and migrating to production. The presentation aims to help attendees learn how to adapt to different work environments and approaches.
Directing Agile Change Webinar, 18th October 2016
APM Governance SIG Webinar
presented by Roger Garrini and supported by Andy Murray
Tuesday 18th October 2016
Directing Agile Change is the first ‘how to’ agile guide published by APM. It seeks to recognise that agile is not limited to software development but can also be applied to many aspects of an organisation.
This webinar will launch the guide 'Directing Agile Change: Guidance to the governance of Agile Project Management', and present its rationale and highlights.
Driving HR initiatives
1. The document discusses various models and theories of change management and the change process. It outlines the typical phases of change management including preparing for change, initiating change, and maintaining change.
2. Key aspects of successful change management are identified such as developing a vision, selecting change champions, stakeholder analysis, communication, and continuous improvement. Cautions around change management like imposing values and ensuring informed choice are also noted.
3. Several theories of change are summarized, including Kurt Lewin's force field analysis, E.H. Schein's general change model, and Prochaska's stages of change model involving precontemplation, contemplation, preparation, action, and maintenance
Meeting Management In Libraries
This document provides guidance on effective meeting management and masterful meetings. It emphasizes the importance of preparation, including having a clear purpose, agenda, assigning roles, and reviewing ground rules. During a meeting, the facilitator should keep the discussion focused and on track, build agreement among participants, and address any dysfunctional behaviors. It is important to properly close a meeting by reviewing decisions made, action items, and providing a summary. Follow up after meetings is also critical.
Transnet Alp
The document provides guidance on completing an action learning project (ALP) as part of a postgraduate management development program. It outlines the objectives of the ALP, which are to investigate and address a specific business problem or opportunity through teamwork and to demonstrate integration of learning from the program. Examples of past ALP topics are provided. A suggested process for completing the ALP is given, including selecting a topic, sponsor, and approach. Evaluation criteria and deadlines for submitting the final report are also summarized.
Managing Performance with Confidence
The document discusses managing employee performance through a four step cycle:
1) Planning - setting goals and expectations for the review period
2) On-going dialogue - providing informal feedback and checking progress
3) Formal review - discussing accomplishments, challenges, and future priorities
4) Development - identifying skills or knowledge needed and creating a development plan.
It emphasizes the importance of clear communication throughout the process, including addressing any performance issues, to build strong working relationships and achieve better organizational results.
Fox Cities Managers Sep 2009
The document summarizes a meeting of the Fox Cities Managers group that took place on September 8, 2009. It included introductions, a discussion of change management led by Tony Wickham, and plans for future meeting topics. The document also provides information on change acceleration processes and what organizations, teams, and individuals need to successfully implement change.
How to creating a change strategy.pptx
The document outlines the key components of a change strategy, which includes a rationale and business case, definition and scope, governance, leadership alignment, high-level change impact, resources and budget, risk assessment, and implementation approach. It describes each component in detail, providing examples for governance structure, leadership assessment, change impact analysis, resource planning, risk assessment, and implementation schedule. The change strategy aims to answer questions around what the change is about and how it will be approached and managed.
Change Management 2004
1. Change management is crucial to the success of any CRM project as it focuses on addressing the behaviors, attitudes, and culture within an organization.
2. An effective change management plan involves formalizing the process, defining the program, establishing management structure, communicating to stakeholders, and involving people to create champions of change.
3. Key components of change management include understanding the business, people, process, and technology dimensions of change and having a plan to address each area.
@@Preparing People For Change V3
The document discusses strategies for preparing an organization for change by ensuring collective psychological readiness. It outlines a process of minimizing interruption, distraction and momentum to maximize commitment. Key strategies include starting a dialogue about future scenarios, determining team cohesiveness, identifying opportunities for communication, exploiting collective personalities to create momentum, and promoting ownership of the change process. Resistance is expected due to factors like politics, distrust and aversion to change, and the strategies aim to overcome this resistance.
Using focus groups to improve communication
This document provides guidance on using focus groups to improve communications. It discusses why practitioners would use focus groups, including to gather in-depth customer data in a social setting. It also covers how to prepare for focus groups, including developing a moderator's guide, recruiting participants, and logistics. The document gives tips on moderating a focus group, such as listening, guiding conversation, and handling talkative or quiet participants. It concludes with suggestions for analyzing focus groups, such as coding themes, formulating results, and implementing recommendations informed by the focus group findings.
Preparing project professionals for the role of project manager
This document discusses how to prepare project professionals to become project managers. It outlines the key differences and skills needed between a project manager versus an architect or engineer. Common reasons for project failure include lack of planning, clear roles, change management, and budgeting. Effective project teams have collective and individual accountability, relaxed atmospheres, objective understanding, consensus decision making, and constructive criticism. The roles and responsibilities of a project manager include planning, organizing, directing, controlling, marketing, financial management, and leadership versus management. The document provides tools and best practices for project managers including client service plans, project management plans, scheduling, delegation, change management, crisis management, and using assistant project managers.
Performance Management Training Presentation
The document discusses performance management and reviews at Leader Dogs for the Blind. It provides objectives for a training session which include improving communication, conducting annual reviews, managing problem performance, and stimulating high performers. Key aspects of performance reviews covered are establishing SMART goals, conducting objective annual reviews, addressing performance issues, and the importance of documentation. The overall goal is to increase job satisfaction through fair and constructive performance management.
Similar to Strategy For Change (20)
Successful change - good culture and governance matter Conference - Roger Gar...
Successful change - good culture and governance matter Conference - Roger Gar...
Preparing project professionals for the role of project manager
Preparing project professionals for the role of project manager
Strategy For Change
- 1. Strategy for Change Presented to Engineering Analysis Team By Jeff Girard 5/17/2002