concept of change, nature of organisational change, factors responsible for organisational change, causes for resistance to change, management of change, process of planned change, guiding principles of change
This presentation includes general understanding of Team, Group, Effective team, difference between team and group, Networks, Dynamics, Process of team building and Guidelines for effective team building.
The document discusses working in a team environment. It covers identifying team roles and objectives, stages of team development including forming, storming, norming, performing, and adjourning. Effective team characteristics include clear goals, trust, support, communication and democratic processes. Coaching aims to improve performance by focusing on the present. The purpose of coaching can be to increase skills, compliance, safety, productivity or prepare for new responsibilities. Benefits of teamwork include improved organizational and individual performance as well as staff morale.
This document discusses several concepts useful for management, including vision, characteristics of vision, the process of materializing vision, mission, core competence, total quality management (TQM), business process reengineering (BPR), enterprise resource planning (ERP), empowerment, and the role of cyber cops. Some key points discussed include:
- A vision provides long-term direction for an organization while a mission outlines how the vision will be achieved.
- Core competence refers to an organization's unique skills and capabilities. TQM aims to achieve long-term success through customer satisfaction using strategies like continual improvement and fact-based decision making.
- BPR involves fundamentally rethinking and redesigning business processes to improve performance. E
Chapter 5 lc introduction to managementDave Dempsey
This document provides an overview of management concepts including:
1) It defines management as the process of bringing together all resources like people, finance, machinery, and materials to get work done by setting and achieving objectives.
2) It lists some key characteristics of effective managers such as being problem solvers, decisive, good communicators, and having self-belief and charisma.
3) It outlines that management occurs in different contexts like at home, school, local communities, and government and will be explored further in later chapters.
Staffing is the process of acquiring, deploying, and retaining a qualified workforce. It involves manpower planning, recruitment, selection, training and development of employees. Staffing ensures the organization has sufficient staffing levels and capabilities to achieve its goals. It is a vital management function and an open system linked to internal needs and external environment factors. Recruitment creates a pool of candidates while selection differentiates between applicants to identify the best candidates for hire. Training and development helps improve employee skills, efficiency and organizational effectiveness over the long term. Staffing is critical for organizational success in today's competitive business world.
Here are the key points about transformational leadership:
- Transformational leaders inspire and motivate followers through their charisma, passion and vision. They energize followers to achieve extraordinary outcomes.
- They focus on developing followers to their fullest potential by acting as coaches and mentors. They treat each follower as an individual and understand their strengths, weaknesses, needs, and motivations.
- They stimulate followers intellectually and get them to look at problems from new perspectives. They encourage creativity and innovation.
- They articulate an appealing vision of the future that inspires enthusiasm and commitment. The vision provides meaning and challenges to the work of followers.
- They build trust and respect among followers through their integrity,
The control process involves 3 steps: 1) measuring actual performance, 2) comparing it to standards, and 3) taking corrective action for any deviations. The goal is to ensure activities lead to goal
Human resource management involves planning, organizing, directing, and controlling the functions needed to effectively utilize an organization's employees. Management motivates employees to accomplish organizational objectives but does not do the work themselves. Human resource management plays an important role in managing the workforce to contribute to an organization's existence and profitability. It is responsible for attracting skilled employees and carrying out recruitment, training, development, and ensuring employees are comfortable in their work environment. Good human resource strategies can improve employee output and performance.
This presentation includes general understanding of Team, Group, Effective team, difference between team and group, Networks, Dynamics, Process of team building and Guidelines for effective team building.
The document discusses working in a team environment. It covers identifying team roles and objectives, stages of team development including forming, storming, norming, performing, and adjourning. Effective team characteristics include clear goals, trust, support, communication and democratic processes. Coaching aims to improve performance by focusing on the present. The purpose of coaching can be to increase skills, compliance, safety, productivity or prepare for new responsibilities. Benefits of teamwork include improved organizational and individual performance as well as staff morale.
This document discusses several concepts useful for management, including vision, characteristics of vision, the process of materializing vision, mission, core competence, total quality management (TQM), business process reengineering (BPR), enterprise resource planning (ERP), empowerment, and the role of cyber cops. Some key points discussed include:
- A vision provides long-term direction for an organization while a mission outlines how the vision will be achieved.
- Core competence refers to an organization's unique skills and capabilities. TQM aims to achieve long-term success through customer satisfaction using strategies like continual improvement and fact-based decision making.
- BPR involves fundamentally rethinking and redesigning business processes to improve performance. E
Chapter 5 lc introduction to managementDave Dempsey
This document provides an overview of management concepts including:
1) It defines management as the process of bringing together all resources like people, finance, machinery, and materials to get work done by setting and achieving objectives.
2) It lists some key characteristics of effective managers such as being problem solvers, decisive, good communicators, and having self-belief and charisma.
3) It outlines that management occurs in different contexts like at home, school, local communities, and government and will be explored further in later chapters.
Staffing is the process of acquiring, deploying, and retaining a qualified workforce. It involves manpower planning, recruitment, selection, training and development of employees. Staffing ensures the organization has sufficient staffing levels and capabilities to achieve its goals. It is a vital management function and an open system linked to internal needs and external environment factors. Recruitment creates a pool of candidates while selection differentiates between applicants to identify the best candidates for hire. Training and development helps improve employee skills, efficiency and organizational effectiveness over the long term. Staffing is critical for organizational success in today's competitive business world.
Here are the key points about transformational leadership:
- Transformational leaders inspire and motivate followers through their charisma, passion and vision. They energize followers to achieve extraordinary outcomes.
- They focus on developing followers to their fullest potential by acting as coaches and mentors. They treat each follower as an individual and understand their strengths, weaknesses, needs, and motivations.
- They stimulate followers intellectually and get them to look at problems from new perspectives. They encourage creativity and innovation.
- They articulate an appealing vision of the future that inspires enthusiasm and commitment. The vision provides meaning and challenges to the work of followers.
- They build trust and respect among followers through their integrity,
The control process involves 3 steps: 1) measuring actual performance, 2) comparing it to standards, and 3) taking corrective action for any deviations. The goal is to ensure activities lead to goal
Human resource management involves planning, organizing, directing, and controlling the functions needed to effectively utilize an organization's employees. Management motivates employees to accomplish organizational objectives but does not do the work themselves. Human resource management plays an important role in managing the workforce to contribute to an organization's existence and profitability. It is responsible for attracting skilled employees and carrying out recruitment, training, development, and ensuring employees are comfortable in their work environment. Good human resource strategies can improve employee output and performance.
The process of directing involves guiding, coaching, instructing, motivating, leading the people in an organization to achieve organizational objectives. All these examples and many other activities related to directing may broadly be grouped into four categories which are the elements of directing.
These are:
(i) Supervision
(ii) Motivation
(iii) Leadership
(iv) Communication
Progressive discipline and positive discipline are two approaches to shaping employee behavior and increasing productivity. Progressive discipline involves a series of interventions that provide opportunities for employees to correct issues before being terminated. Positive discipline focuses on problem-solving and employee participation. Both approaches aim to uphold principles of natural justice like giving reasonable notice and opportunity to be heard. Termination can be voluntary through resignation or retirement, or involuntary through dismissal or retrenchment which requires proper procedures.
This document discusses models and methods of managerial jobs. It outlines five models of management: heuristic model, heroic model, manager as master technician, manager as conductor, and manager as developer. It then describes seven methods of management: job analysis, contingency, interpersonal behavior, group behavior, decision, system, and McKinsey's 7S method. Each method is defined in one to three sentences. The document provides an overview of different conceptual frameworks for understanding management roles and assessing organizational effectiveness.
K5 Consulting provides business support and consultancy services including business coaching and interim assignments for small to medium sized businesses across London and surrounding counties. Their services help clients with management, leadership, team building and other operational aspects of running a business. Effective management requires setting objectives, planning, control and coordination of resources while leadership involves influencing others to achieve goals. There are different styles of leadership such as autocratic, paternalistic and democratic. Factors like teamwork, communication and delegation also impact leadership approaches within an organization.
Supervise work routines and staff performance 2014Billhamill9733
The document discusses the importance of effective staff supervision. It notes that employees often leave their jobs due to poor relationships with supervisors or lack of motivation rather than pay. An effective supervisor creates a supportive environment where employees can develop skills, feel motivated, and take ownership of their work. Key aspects of supervision include coaching and mentoring employees, providing feedback and recognition, supporting development opportunities, and fostering independence and strong relationships.
This document discusses six key work practices that can enhance employee motivation and lead to better performance when implemented together:
1. Career development and opportunities for advancement - Organizations should provide career development opportunities for all staff through consistent policies over time.
2. Training opportunities - Providing training linked to business needs generates commitment and a more efficient organization.
3. Job influence and challenge - Giving staff influence over their jobs and designing challenging jobs improves motivation and commitment.
4. Involvement and communication - Involving staff in decisions and communicating effectively makes them feel valued and improves understanding.
5. Performance management and appraisal - Focusing on performance improvement as well as reviews and linking these to development
The slide provides an insight towards management activities like directing, leadership, communication, coordination and controlling. The slide also illustrates the scheduling of activities in a network and computation of critical path.
- Organizational change is any alteration of an organization's people, structure, or technology. The "calm waters" view sees change as occasional disruptions that can be planned using Lewin's three-step model, while the "whitewater rapids" view sees change as ongoing and continual.
- Forces for change can come from external factors like the marketplace, regulations, or the economy, or internally from changes to strategy, workforce, or employee attitudes. Managers and consultants can act as change agents to initiate and manage change.
- Planned changes are often implemented through organization development, which focuses on constructively changing attitudes and values so the organization can adapt to new directions through participation.
Organizational behavior is the study of how individuals and groups act within organizations and how organizations manage their environments. It aims to understand and predict employee behavior, improve productivity, and facilitate change. There are several models of organizational behavior, including autocratic, custodial, supportive, and collegial models. The autocratic model relies on power and obedience, while the custodial model focuses on economic resources and security. The supportive model emphasizes leadership and employee motivation. The collegial model is based on teamwork, shared goals, and self-discipline among team members. Organizational behavior provides insights to help organizations and individuals within them be more effective.
This document discusses key management concepts related to directing, controlling, leadership, motivation, communication, and coordination. It provides definitions and descriptions of:
- Leadership styles including autocratic, democratic, and free rein approaches.
- Motivation theories such as expectancy theory and Maslow's hierarchy of needs.
- The importance of communication and coordination in management.
- The process of controlling including setting standards, measuring performance, and taking corrective action.
Staffing is the process of determining human resource needs, recruiting, selecting, training, and developing employees. It includes human resource planning, recruitment, selection, induction and orientation, training and development, performance appraisal, employment decisions like rewards and promotions, and separations. The key aspects of staffing are attracting qualified candidates, evaluating candidates through tools like interviews and tests, onboarding new employees, providing ongoing training, assessing performance, and making employment decisions or ending employment.
Management involves coordinating human, material, and financial resources to achieve organizational goals. It is a universal process needed wherever coordinated human activity occurs. Management functions include planning, organizing, staffing, directing, and controlling. It has aspects of both a science and an art. As a science, management principles can be universally applied and tested. As an art, management requires practical skills and creativity in applying principles to diverse situations. Early management theorists like Taylor, Fayol, and Mayo contributed important principles still used today to increase efficiency and incorporate the human element. Effective management is key to an organization's success.
Human resource interventions aim to help organizations improve performance and effectiveness. There are different types of interventions, including individual-based interventions like training and coaching, group-based interventions like team building, and inter-group interventions like conflict resolution. Effective interventions fit the organization's needs, are based on causal knowledge of intended outcomes, and transfer change-management skills to members. Designing effective interventions depends on factors like individual differences, organizational readiness for change, and the capabilities of the change agent.
The document discusses quality of work life (QWL), which refers to the relationship between employees and their total working environment. QWL aims to create a positive attitude and increase productivity by responding to employee needs. Major issues that affect QWL include pay/benefits, job security, occupational stress, and resource availability. Strategies to improve QWL involve self-managed work teams, participative management, improving worker-supervisor relationships, recognition programs, and organizational health programs. The HR department plays a role in helping organizations address QWL issues.
This document discusses self-renewal systems and career development. It describes the change cycle as having stages of visioning, launching, plateauing, managing doldrums, ending, restructuring, cocooning, self-renewal, and experimenting. Cocooning involves turning inward for self-reflection. Self-renewal results in rebirth of self-esteem and reevaluation of core beliefs. Career development requires awareness, motivation to pursue goals, and honest self-assessment. Organizational restructuring may include reorganizing functions, renegotiating contracts, or refinancing debt. The objectives of restructuring are to enhance shareholder value, utilize assets properly, and reduce costs.
Directing and leading are important functions for managers in healthcare organizations. There are several key aspects to directing and leading, including motivation, leadership styles, and emotional intelligence. Motivation can come from financial incentives like salary and bonuses, or non-financial incentives like career development opportunities. Leadership styles vary along a spectrum from directing to delegating, with different levels of trust in subordinates. Effective leadership requires understanding what motivates employees and allowing them to develop their potential.
Chapter 7 : Career Module - Building Your CareerPeleZain
The document provides information on building a successful career. It first defines what a career is and discusses the historical perspective of career development, which used to focus on helping employees advance within their organizations. It then lists 13 suggestions for having a successful career, such as assessing your strengths, identifying market opportunities, developing interpersonal skills, networking, and being willing to take risks. The document emphasizes taking responsibility for your own career development and continuously learning new skills. It concludes by stating that opportunities, preparation and some luck are needed for career success.
Training, Importance of Training, Objectives of training program, Training policy, Challenges before trainers, Steps/ Process in designing effective training program, Management Development, Purpose of Management Development, management Development program - Techniques, On the Job , Off the Job,
Managerial Behavior and Effectiveness PPT Arun Kumar
This document discusses the managerial job and defines its key dimensions. It describes the general functions of planning, organizing, leading and controlling. Functional dimensions include technical, commercial, financial, security, accounting and managerial roles. Mintzberg identified ten managerial roles including figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator and negotiator. Effective managers engage in traditional management, communication, human resource management and networking. Time management, delegation, social responsibilities and ethics are also important aspects of the managerial job.
This chapter discusses directing, which involves motivation, communication, and leadership. It defines motivation as using rewards and penalties to influence behavior. Several theories of motivation are described, including Maslow's hierarchy of needs and McGregor's Theory X and Y. Communication is defined as the transfer of meaningful information, and types of communication like formal, informal, and upward are outlined. Barriers to communication that can reduce effectiveness are also provided. Leadership is defined as influencing followers to achieve group goals willingly. Different types of leadership styles are described like democratic and laissez-faire. The chapter also covers management skills, roles, and Filipino styles.
organizationalchange-140813221313-phpapp02.pptxMargi Shah
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products. Changes can include alterations to structure, operations, roles, or working conditions/environment. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed unexpectedly. The document outlines factors that drive change, both internal like personnel or climate issues, and external like technology or regulations. It also describes the process of change, roles of change agents, skills needed by agents, and sources of resistance to change at both individual and organizational levels. Managing resistance involves communication, participation, support, and other strategies.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
The process of directing involves guiding, coaching, instructing, motivating, leading the people in an organization to achieve organizational objectives. All these examples and many other activities related to directing may broadly be grouped into four categories which are the elements of directing.
These are:
(i) Supervision
(ii) Motivation
(iii) Leadership
(iv) Communication
Progressive discipline and positive discipline are two approaches to shaping employee behavior and increasing productivity. Progressive discipline involves a series of interventions that provide opportunities for employees to correct issues before being terminated. Positive discipline focuses on problem-solving and employee participation. Both approaches aim to uphold principles of natural justice like giving reasonable notice and opportunity to be heard. Termination can be voluntary through resignation or retirement, or involuntary through dismissal or retrenchment which requires proper procedures.
This document discusses models and methods of managerial jobs. It outlines five models of management: heuristic model, heroic model, manager as master technician, manager as conductor, and manager as developer. It then describes seven methods of management: job analysis, contingency, interpersonal behavior, group behavior, decision, system, and McKinsey's 7S method. Each method is defined in one to three sentences. The document provides an overview of different conceptual frameworks for understanding management roles and assessing organizational effectiveness.
K5 Consulting provides business support and consultancy services including business coaching and interim assignments for small to medium sized businesses across London and surrounding counties. Their services help clients with management, leadership, team building and other operational aspects of running a business. Effective management requires setting objectives, planning, control and coordination of resources while leadership involves influencing others to achieve goals. There are different styles of leadership such as autocratic, paternalistic and democratic. Factors like teamwork, communication and delegation also impact leadership approaches within an organization.
Supervise work routines and staff performance 2014Billhamill9733
The document discusses the importance of effective staff supervision. It notes that employees often leave their jobs due to poor relationships with supervisors or lack of motivation rather than pay. An effective supervisor creates a supportive environment where employees can develop skills, feel motivated, and take ownership of their work. Key aspects of supervision include coaching and mentoring employees, providing feedback and recognition, supporting development opportunities, and fostering independence and strong relationships.
This document discusses six key work practices that can enhance employee motivation and lead to better performance when implemented together:
1. Career development and opportunities for advancement - Organizations should provide career development opportunities for all staff through consistent policies over time.
2. Training opportunities - Providing training linked to business needs generates commitment and a more efficient organization.
3. Job influence and challenge - Giving staff influence over their jobs and designing challenging jobs improves motivation and commitment.
4. Involvement and communication - Involving staff in decisions and communicating effectively makes them feel valued and improves understanding.
5. Performance management and appraisal - Focusing on performance improvement as well as reviews and linking these to development
The slide provides an insight towards management activities like directing, leadership, communication, coordination and controlling. The slide also illustrates the scheduling of activities in a network and computation of critical path.
- Organizational change is any alteration of an organization's people, structure, or technology. The "calm waters" view sees change as occasional disruptions that can be planned using Lewin's three-step model, while the "whitewater rapids" view sees change as ongoing and continual.
- Forces for change can come from external factors like the marketplace, regulations, or the economy, or internally from changes to strategy, workforce, or employee attitudes. Managers and consultants can act as change agents to initiate and manage change.
- Planned changes are often implemented through organization development, which focuses on constructively changing attitudes and values so the organization can adapt to new directions through participation.
Organizational behavior is the study of how individuals and groups act within organizations and how organizations manage their environments. It aims to understand and predict employee behavior, improve productivity, and facilitate change. There are several models of organizational behavior, including autocratic, custodial, supportive, and collegial models. The autocratic model relies on power and obedience, while the custodial model focuses on economic resources and security. The supportive model emphasizes leadership and employee motivation. The collegial model is based on teamwork, shared goals, and self-discipline among team members. Organizational behavior provides insights to help organizations and individuals within them be more effective.
This document discusses key management concepts related to directing, controlling, leadership, motivation, communication, and coordination. It provides definitions and descriptions of:
- Leadership styles including autocratic, democratic, and free rein approaches.
- Motivation theories such as expectancy theory and Maslow's hierarchy of needs.
- The importance of communication and coordination in management.
- The process of controlling including setting standards, measuring performance, and taking corrective action.
Staffing is the process of determining human resource needs, recruiting, selecting, training, and developing employees. It includes human resource planning, recruitment, selection, induction and orientation, training and development, performance appraisal, employment decisions like rewards and promotions, and separations. The key aspects of staffing are attracting qualified candidates, evaluating candidates through tools like interviews and tests, onboarding new employees, providing ongoing training, assessing performance, and making employment decisions or ending employment.
Management involves coordinating human, material, and financial resources to achieve organizational goals. It is a universal process needed wherever coordinated human activity occurs. Management functions include planning, organizing, staffing, directing, and controlling. It has aspects of both a science and an art. As a science, management principles can be universally applied and tested. As an art, management requires practical skills and creativity in applying principles to diverse situations. Early management theorists like Taylor, Fayol, and Mayo contributed important principles still used today to increase efficiency and incorporate the human element. Effective management is key to an organization's success.
Human resource interventions aim to help organizations improve performance and effectiveness. There are different types of interventions, including individual-based interventions like training and coaching, group-based interventions like team building, and inter-group interventions like conflict resolution. Effective interventions fit the organization's needs, are based on causal knowledge of intended outcomes, and transfer change-management skills to members. Designing effective interventions depends on factors like individual differences, organizational readiness for change, and the capabilities of the change agent.
The document discusses quality of work life (QWL), which refers to the relationship between employees and their total working environment. QWL aims to create a positive attitude and increase productivity by responding to employee needs. Major issues that affect QWL include pay/benefits, job security, occupational stress, and resource availability. Strategies to improve QWL involve self-managed work teams, participative management, improving worker-supervisor relationships, recognition programs, and organizational health programs. The HR department plays a role in helping organizations address QWL issues.
This document discusses self-renewal systems and career development. It describes the change cycle as having stages of visioning, launching, plateauing, managing doldrums, ending, restructuring, cocooning, self-renewal, and experimenting. Cocooning involves turning inward for self-reflection. Self-renewal results in rebirth of self-esteem and reevaluation of core beliefs. Career development requires awareness, motivation to pursue goals, and honest self-assessment. Organizational restructuring may include reorganizing functions, renegotiating contracts, or refinancing debt. The objectives of restructuring are to enhance shareholder value, utilize assets properly, and reduce costs.
Directing and leading are important functions for managers in healthcare organizations. There are several key aspects to directing and leading, including motivation, leadership styles, and emotional intelligence. Motivation can come from financial incentives like salary and bonuses, or non-financial incentives like career development opportunities. Leadership styles vary along a spectrum from directing to delegating, with different levels of trust in subordinates. Effective leadership requires understanding what motivates employees and allowing them to develop their potential.
Chapter 7 : Career Module - Building Your CareerPeleZain
The document provides information on building a successful career. It first defines what a career is and discusses the historical perspective of career development, which used to focus on helping employees advance within their organizations. It then lists 13 suggestions for having a successful career, such as assessing your strengths, identifying market opportunities, developing interpersonal skills, networking, and being willing to take risks. The document emphasizes taking responsibility for your own career development and continuously learning new skills. It concludes by stating that opportunities, preparation and some luck are needed for career success.
Training, Importance of Training, Objectives of training program, Training policy, Challenges before trainers, Steps/ Process in designing effective training program, Management Development, Purpose of Management Development, management Development program - Techniques, On the Job , Off the Job,
Managerial Behavior and Effectiveness PPT Arun Kumar
This document discusses the managerial job and defines its key dimensions. It describes the general functions of planning, organizing, leading and controlling. Functional dimensions include technical, commercial, financial, security, accounting and managerial roles. Mintzberg identified ten managerial roles including figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator and negotiator. Effective managers engage in traditional management, communication, human resource management and networking. Time management, delegation, social responsibilities and ethics are also important aspects of the managerial job.
This chapter discusses directing, which involves motivation, communication, and leadership. It defines motivation as using rewards and penalties to influence behavior. Several theories of motivation are described, including Maslow's hierarchy of needs and McGregor's Theory X and Y. Communication is defined as the transfer of meaningful information, and types of communication like formal, informal, and upward are outlined. Barriers to communication that can reduce effectiveness are also provided. Leadership is defined as influencing followers to achieve group goals willingly. Different types of leadership styles are described like democratic and laissez-faire. The chapter also covers management skills, roles, and Filipino styles.
organizationalchange-140813221313-phpapp02.pptxMargi Shah
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products. Changes can include alterations to structure, operations, roles, or working conditions/environment. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed unexpectedly. The document outlines factors that drive change, both internal like personnel or climate issues, and external like technology or regulations. It also describes the process of change, roles of change agents, skills needed by agents, and sources of resistance to change at both individual and organizational levels. Managing resistance involves communication, participation, support, and other strategies.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
Lecture 1 lo1 a organisational change fundamentalsfaiz rasool
This document discusses organizational change and the factors involved. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organization's structure, operations, roles, or working conditions. Changes can be planned, resulting from deliberate decisions, or unplanned and imposed on the organization. Managing resistance to change is also discussed, including the importance of communication, participation, empathy, negotiation, and other strategies.
UNDERSTANDING AND COPING WITH CHANGEUNDERSTANDING AND COPING WI.docxMARRY7
1. Change often causes fear and resistance in people due to the uncertainty and instability that comes with change. People fear losing what is familiar and valuable to them and having to develop new skills.
2. There are several reasons why people resist organizational change, including fearing loss of self-interest, misunderstanding the implications of change due to lack of trust, and having different assessments of problems and solutions than those initiating the change.
3. However, change can be managed by acknowledging it, facing it objectively, getting involved in the process, communicating, empowering others, achieving short-term wins, consolidating gains, and institutionalizing new practices. Understanding the sources of resistance and properly implementing change can help people
The document discusses various aspects of organizational change including definitions, types, causes, and responses. It defines organizational change as changes to an organization's culture, processes, environment, jobs, skills, and policies. Types of change include planned, strategic, transformational, and reactive changes. Forces driving change include competition, technology, and internal strategy or workforce modifications. Responses to change range from aggressive resistance to active involvement.
Managers, at one point or another, will have to make changes in some, if not all aspects of their workplace. These changes refer to organizational change, which is any alteration of people, structure, or technology. Most often, changes are initiated and coordinated by a manager within the organization. However, the change agent could be a non-manager – for example – a change specialist from the HR department or even an outside consultant whose expertise is in change implementation.
This document provides an overview of managing change and organization development. It discusses the nature of change, costs and benefits of change, resistance to change, and frameworks for interpreting change. It also covers the role of transformational leadership in change, practices to build support for change, and the meaning and characteristics of organization development. Organization development is defined as the systematic application of behavioral science knowledge at various levels to bring about planned change, with the general objective of making the organization more effective and capable of self-renewal.
This document defines organizational change and discusses managing resistance to change. It provides examples of organizational changes like new technology systems. Upper management undertakes changes but often faces resistance from employees. There are many reasons employees resist change, like fear of the unknown or loss of status. Successful change management requires understanding resistance and helping employees deal with concerns. The key is engaging people in the process since they determine the return on investment from change. Change leaders must communicate the vision, involve people from all areas, and gain organizational buy-in to successfully implement changes.
Resistance to organizational change manimegalai.s pondicherry universityManimegalai S
This document discusses resistance to organizational change. It begins by defining resistance as a natural human response to change initiated by others. It then outlines the five phases of the life cycle of change and discusses the nature and factors contributing to resistance, including rational factors like differing opinions on the merits of change, and non-rational factors like political influences. The document also discusses how to recognize and reduce resistance by improving education and communication, increasing participation, supporting adjustment, negotiating agreements, and using coercive tactics if needed to implement important changes.
This document discusses organizational change and managing resistance to change. It defines organizational change as changes that impact the entire organization, such as new systems or office relocations. Resistance to change is natural and stems from factors like fear of the unknown or loss of status. Successful change management requires identifying a vision, communicating extensively, gaining buy-in from leadership and staff, and addressing the human aspects of change. The goals are to minimize disruptions and maximize benefits from the transition.
“A process through which something becomes different.” This is the dictionary definition. Organisational change refers to the alteration in technology, structure, method, people, or their behaviour. Organizational change can be defined as the alteration in structure, technology or people in an organization or behavior by an organization. Here we need to note that change in organizational culture is different from change in an organization. A new method or style or new rule is implemented here.
The document discusses various aspects of organizational change including defining organizational change, change management, forms of change (planned, unplanned, radical, transformational), forces for change (external and internal), resistance to change and strategies for managing resistance. It also summarizes approaches to managing organizational change including Lewin's three step model, Kotter's eight step model, action research and organizational development. Finally, it discusses creating a culture for change and innovation in organizations.
1) Change management is important for organizations to adapt to changing market conditions and customer needs. When organizations are inflexible, competitors can take their customers and profits.
2) While organizations may not want change, people within organizations are the ones that need to change. Change management focuses on getting people on board with changes.
3) Managers need good change management skills to recognize problems, adjust processes accordingly, and make changes an easier process for the organization.
The document discusses change management processes and challenges. It describes the three phases of change management as preparing for change, managing change, and reinforcing change. It also discusses Lewin's three step model of change as unfreezing, moving, and refreezing. Some key challenges discussed are planning, lack of consensus, communication, and employee resistance to change. Effective change management can benefit organizations by enhancing best practices and creating an enabling work environment.
This document discusses managing change in organizations. It notes that change is inevitable for organizations due to internal and external forces. It identifies different types of resistance to change at the individual, group, and organizational levels. The document provides techniques for managing change effectively, such as communicating the nature and need for change, introducing change gradually, gaining participation and buy-in from those affected, providing training, and displaying strong leadership. Managing change requires balancing flexibility with maintaining existing structures and procedures.
The document discusses change management and provides an overview of the change management process. It describes change management as a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state. It then outlines Kurt Lewin's three stage change management model of unfreezing, changing, and refreezing. Finally, it discusses a general five stage model of change management including anticipating change, entering and contracting, diagnosis, implementation, and evaluation and institutionalization.
There are many reasons why people resist change, including situational factors and personality traits. Situational reasons include fear of the unknown, disrupted social relationships, and poor communication about the reasons for change. Personality factors that can contribute to resistance include cognitive dissonance, conservatism, and a need for status quo. Effective change management is needed to overcome resistance by clearly explaining the need for change and minimizing disruption.
This document discusses organizational change and managing change. It covers several key points:
- Organizational change is a structured approach to ensuring changes are smoothly implemented to achieve lasting benefits, as organizations now face rapid change.
- Change management is transitioning individuals, teams, and organizations to a desired future state through a formal process of introducing and approving changes.
- Major factors affecting the success of change include advocates of change, the degree and time frame of change, and impact on organizational culture.
- Resistance to change is normal and must be addressed by listening to concerns and overcoming it through education, vision, participation, and negotiation.
- Strategies to lessen resistance include communication, creating a
Promotion mix, Advertising, Publicity, difference between advertising and publicity, Personal selling, Sales Promotion, difference between advertising and personal selling
Market Segmentation, advantages and its limitation, market segmentation has been classified on the basis of demographic, behavioristic, geographic and psychometric.
This document discusses marketing control, which refers to controlling all marketing activities to ensure they proceed as planned. It outlines several key points:
1) Marketing control includes evaluating the overall marketing strategy through a marketing audit to assess performance against objectives.
2) Marketing control is important for maintaining balance across sales areas, products, costs and sales quotas. It allows corrective action if sales diverge from plans.
3) The process of marketing control involves establishing standards, gathering performance data, analyzing deviations, and taking corrective measures such as adjusting sales efforts, resources or standards.
Marketing control helps ensure profitability, efficient use of resources, and consistent achievement of sales targets.
This document provides an overview of market research, including definitions, importance, objectives, scope, process, and procedures. It defines market research as the investigation of marketing possibilities for a product in a given region. The importance outlined includes solving marketing problems, increasing market efficiency, facilitating sales forecasting, and making authentic decisions. The objectives are to determine what, when, where, and how to sell. The scope covers product, consumer, sales, advertising, and competition research. The process involves defining the problem, analyzing the situation, informal investigation, planning final investigation, collecting and analyzing data, interpreting conclusions, preparing a report, and implementing recommendations.
Meaning of marketing mix, Product its features, Price, place-physical distribution and sales promotional tools, 8 Ps by Dhaval Mehta, Elements by R.S. Davar.
This document discusses pricing strategies and objectives. It outlines several factors that affect pricing, including a company's goals, costs, competitors, customers, distribution channels, government regulations, product quality, demand and supply. The document then describes various pricing policies like high pricing, stable pricing, skimming pricing, penetration pricing, and price discrimination. It also discusses different methods for setting prices based on costs, demand, competition, and balancing supply and demand. The key objectives of pricing are to maximize profits, maintain market share, and meet competition.
The document discusses product life cycles and product development. It notes that there are four stages in a product life cycle: introduction, growth, maturity, and decline. It also discusses two approaches to product development - modifying existing products and developing new products. Branding is defined as differentiating a product through things like names, symbols, or designs. The key advantages of branding for both producers and consumers are creating product recognition and assurance of quality.
Meaning of online retail marketing,
essential features, role of seller in online retaining, advantages received by buyer and seller in online retail marketing, limitation of online retail marketing
The document discusses various aspects of industrial disputes and their resolution under the Industrial Disputes Act of 1947 in India. It defines key terms like strikes, lockouts, and gheraos. It outlines the causes of industrial disputes as either economic, relating to issues like wages and bonuses, or non-economic, involving issues like treatment by supervisors. It then describes the various methods of resolving disputes established by the Act, including investigation, negotiation, mediation, conciliation, and arbitration.
Meaning of Organizational Power, Dimensions, factors behind positional power, sources of power, Tactics to obtain power, Impression Management, Tactics to generate a favorable, Need of Power for the Organisation impression
Organizational culture is defined as the shared values, beliefs, and norms that are developed in an organization. It is the soul of an organization that provides direction, identity, and cohesion. There are several models for describing organizational culture types such as power versus role versus task cultures, and control versus compete versus collaborate versus create cultures. Developing and sustaining culture involves establishing shared values and assumptions, creating a vision and mission, socializing new employees, and actions from top management to reinforce the culture. Organizational culture impacts objectives, work ethics, motivation, processes, performance, and provides a sense of identity and commitment. Maintaining, reinforcing, and managing changes to culture are important ongoing issues.
1. The document discusses various management theories and concepts including classical, modern, and Japanese management techniques.
2. Key classical theories covered include scientific management, human relations school, and administrative management. Modern theories discussed include systems theory, contingency approach, and total quality management.
3. The document also provides an overview of characteristics of Japanese management techniques such as lifetime employment, seniority-based compensation, consensus decision-making, and quality circles.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Reimagining Your Library Space: How to Increase the Vibes in Your Library No ...Diana Rendina
Librarians are leading the way in creating future-ready citizens – now we need to update our spaces to match. In this session, attendees will get inspiration for transforming their library spaces. You’ll learn how to survey students and patrons, create a focus group, and use design thinking to brainstorm ideas for your space. We’ll discuss budget friendly ways to change your space as well as how to find funding. No matter where you’re at, you’ll find ideas for reimagining your space in this session.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
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Answers about how you can do more with Walmart!"
2. z
Concept
Change is inevitable in the world.
Business environment is inseparable part of this changing world
environment.
Management Change or Planned Organizational Change means
deliberate and systematic attempt to introduce changes in the
organizational design, strategy, policies, internal environment,
management philosophy and style in such a way that it helps the
organization to achieve its objectives more effectively by
adapting to changes in the external environment.
3. z
Definition
According to Stoner, “Plan to change in the deliberate design
and implementation of a structural innovation, a new policy or
goal or a change in operating philosophy, climate or style”.
4. z
Characteristics of organizational change
Change is a natural worldwide phenomenon
Disturbance in equilibrium gives birth to change
Change is caused by independent or joint pressure of internal
external forces
The concept of changes comprehensive
The impact of change may be limited to a particular department
or maybe on the entire organization
6. z
Internal Factors
1. Expansion
2. Increase in the size of the division
3. Changes in personnel
4. Appointment of a new officer
5. Technology
6. Change in product, service and methods
7. Selfish ends
8. To solve the problems of inefficient manager
9. Need for improvement
7. z
External Factors
1. Competitors’ activities
2. Government policy
3. Social and cultural factors
4. Population growth
5. Technology
6. International economic situation
8. z
Resistance to change
Change is inevitable
Same applicable to organization, change is must for all the
business environment. But generally employees do not like to
change the process.
This resistance leads to reduction in production, increase in
absenteeism, strike, go slow tactics, etc.
9. z
Causes of resistance to change
Causes of Individual/Group Resistance
Economic Factors
Psychological Factors
Social Factors
Causes of Organizational Resistance
Threat to power
Organization structure
Resource constraints
Sunk cost
Dynamic conservatism
Lack of experience
10. z
Causes of Individual/Group Resistance
Economic Factors- People resist change if they feel that it is
likely to affect them unfavorably so far as their economic needs
are concerned. The greater the amount of loss perceived,
greater is the degree of resistance.
Causes of Individual or
Group Resistance
11. z
Psychological Factors- the concept of resistance to
change refers to people experiencing
an emotional anxiety caused by the prospect of a transformation
or change that is taking place. During the early years
of psychology, resistance to individual change was simply
analyzed as a motivational problem.
12. z
Social Factors- Introduction of change often results in social displacement
of people like breaking of informal groups and relationships. When the
friendship with fellow-members is interrupted, there is a possibility for the
employees to experience psychological let down. Therefore, they dislike
new adjustment, breaking up of present social relationships, reduced social
satisfaction, and feeling of outside interference in the form of change.
Many emotional problems relating to change are difficult to overcome
because these are based on non-logical considerations rather than the
rational considerations. People’s perception of the likely impact of change is
affected considerably by their personal factors and group factors to which
they belong rather than technical aspect of change. Thus, the degree of
resistance to change will be determined by the effect of change on people’s
need satisfaction and the way the change agent brings the change.
13. z
1. Threat to Power and Influence
A change is likely to be incorporated successfully if it has the blessing and support of top management. When people,
at the top level, consider change as a potential threat to their position and influence, they resist it.
A change is likely to produce a new power equilibrium with more emphasis on knowledge and new skills. This new
equilibrium may reduce the amount of power and influence of people at the top which may not be liked by them.
Therefore, they may resist any such change.
2. Organization Structure
Some forms of organization structure are more resistant to change, for example, bureaucratic structure. A
bureaucratic structure where lines of communication are clearly spelled out, jobs are precisely defined, works against
change. Since all these are prescribed rigidly, there is very little scope of making changes. Moreover, the flow of
information from top to bottom level is stressed.
Therefore, there is every possibility that an information initiating or necessitating change may be screened out at the
higher level itself because change does not suit the present organization structure. Unless the person at the top is
highly dynamic, change will always be resisted.
Causes of Organizational
Resistance
14. z
3. Resource Constraints
Many organizations resist change because of resource constraints. It is to be noted that all
organizations have limited resources because resources are limited by their basic nature.
However, some organizations may feel resource constraints more than others. In such a
case, the organizations may not like to incorporate change because it involves some
additional cost at least in the beginning.
4. Sunk Costs
Organizations may also resist change because they have invested in fixed assets and other
resources. These costs cannot be recovered unless the assets and resources are put to
productive use. When change is incorporated, many of these resources become useless.
This may be true for assets as well as for persons also. For example, earlier it has been
seen that change may result in obsolescence of skills.
However, an organization will have to bear the cost because it cannot dispense with these
people. Similarly, assets cannot be replaced because of change in technology. Naturally, the
organization will like to continue with the old system.
15. z
Dynamic conservatism
According to executive, Centralisation leads to easy achievement of
goal. With changing circumstances, Decentralised system get
enforced and at he same time effects of external factors results into
failure in achieving objectives. This leads to a U-turn to centralised
system and such dynamic conservatism leads to resistance to
organisational change.
Lack of experience
No experience with changing circumstances leads to avoid the
change in order to escape from being getting fail.
16. z
Overcoming the Resistance to Change
Effective Communication
Consultation with Trade Union Leader
Education and Training
Facilitation and Support
18. z
What is Management of Change?
Management of change means planning, implementing and
appraising of the strategies or approaches for introducing
compulsory or deliberate changes successfully in the
organization.
19. z
Objectives
To adapt changing environment
To achieve the goal with the change in policy, management style
& philosophy.
To become competent enough to absorb the shocks.
To minimize the resistance
To get organizational development.
20. z
Stages of change by Kurt Lewin
1. Unfreezing
2. Changing
3. Refreezing
21. z
Process of Planned Change
1. Understanding the need for change- identify the problems, as needs depend on
organisational problems or behaviour. Identification of root cause of the
problems helps in finding its solution. Everyone in organisation should accept
the need for change. This realisation of need for change mentally prepares the
employees to forget the old and get ready to accept the new.
2. Planning of the change- the change can be in the organisational structure, can
be in the technology of organisation and change in personnel of the
organisation. After deciding the changes to be done, planning for the same
must be completed in order to achieve the goal.
3. Implementation- After planning the implementation of same is the next
question.
4. Appraisal and feedback
22. z
Guiding Principles of Change
Must understand the necessity of change and the risks if one not accepting the changes.
Must adopt holistic approach and system so that easily one can identify the causes and
effects on the business.
Long term strategy should be prepared in order to plan for change.
Must go with concept of learning organisation.
Provision of physical, human and financial resources must be maintained.
Must involve the lower and middle level employees in the process of change.
Should encourage knowledge, skills and experience of the employees.
Employees should not have to bear the additional cost.
Feed back and appraisal must be done properly.
Training facility must be provided.