This is an MAED/AET 560 team assignment about how to implement organizational change as well as how to apply theories of change, and address negativity and dispel rumors about change. It also address a training program to help implement change within the organization, and how to assess the change and whether it is effective or need improvement.
The project includes integrating two researched-based theories for change, developing a training program that uses job performance to measure the desired change, providing strategies to overcome resistance, creating a shared diagnosis plan, identifying challenges and benefits for teamwork, and offering an incentive plan for buy in and an enrichment program for commitment. Your Learning Team may review the case studies found in the readings in your course textbooks to gather ideas for the scenario.
Initial communication will be made by way of a Slideshow of new structure to teachers involved in the changes. Students will be informed by teachers in the first days of the new schedule. Everyone else will be notified by newsletters sent by email and paper. These newsletters will be sent to parents/guardians and other stakeholders involved in the change.
Computers and printers would be the extent of the tech needed for the communication.
After one month a survey will be sent out by email to discover level of concern and overall opinion of stakeholders. This survey will include options for response to new scheduling.
Negative comments will be looked at individually and evaluated for validity, if questions exist follow up questionnaires will be sent if possible.
The survey will help in being able to explain any confusion from the new program. Long term goals of increasing test scores will only be seen after two years. Till the two years have passed, open communication lines will remain open to further address any misunderstandings in the plan.
This document summarizes a presentation about diagnosing groups at the organizational level. It defines key terms like organization design and groups. It then explains that diagnosis is understanding how a group currently functions to design interventions for change. It presents a comprehensive diagnostic model with five major components: goal clarity, task structure, group composition, team functioning, and performance norms. The model also includes inputs like organization design, technology, and human resources as well as outputs of group effectiveness measured by performance and quality of work life. The summary provides an overview of the diagnostic process for understanding and improving group functioning within organizations.
The document discusses the planned organizational change process and the importance of training. It describes the planned change process as having three main steps: 1) planning for change which involves identifying needs, goals, and agents of change; 2) assessing change forces such as driving and restraining forces; 3) implementing the change by communicating the plan and evaluating results. It emphasizes that training is important for increasing employee productivity, adapting to changes, and improving organizational performance and customer satisfaction. Training should aim to empower employees and be aligned with organizational objectives.
This document provides an overview of organizational development and interventions. It defines organizational development as a deliberately planned effort to increase an organization's relevance and viability. The key aspects covered include:
- The meaning, definitions, objectives, assumptions, values and process of organizational development.
- Common organizational development interventions like team building, coaching, large group interventions and leadership development.
- The assumptions underlying organizational interventions, which include viewing groups as the basic building blocks and aiming to reduce inappropriate competition between parts of an organization.
- The effectiveness of organizational development in providing opportunities for employees and organizations to reach their full potential and treating people with dignity and respect.
Employee involvement is a participative process that uses employee input to increase commitment and help the organization meet its objectives. It includes regular participation in decisions about work processes, suggestions for improvement, goal setting, and performance monitoring. Encouraging involvement requires giving employees decision-making authority, training, incentives, communicating results, and surveying for improvement ideas. Forms of involvement include participative management, representative participation through work councils and board representatives, and quality circles as voluntary groups that regularly meet to discuss and solve work problems.
This document discusses organizational change and provides definitions and frameworks for understanding it. It defines an organization and organizational change, and explains why change is needed. It presents Lewin's three-step change model and Kotter's eight steps for managing change. Finally, it discusses sources of resistance to change and strategies for overcoming resistance.
The project includes integrating two researched-based theories for change, developing a training program that uses job performance to measure the desired change, providing strategies to overcome resistance, creating a shared diagnosis plan, identifying challenges and benefits for teamwork, and offering an incentive plan for buy in and an enrichment program for commitment. Your Learning Team may review the case studies found in the readings in your course textbooks to gather ideas for the scenario.
Initial communication will be made by way of a Slideshow of new structure to teachers involved in the changes. Students will be informed by teachers in the first days of the new schedule. Everyone else will be notified by newsletters sent by email and paper. These newsletters will be sent to parents/guardians and other stakeholders involved in the change.
Computers and printers would be the extent of the tech needed for the communication.
After one month a survey will be sent out by email to discover level of concern and overall opinion of stakeholders. This survey will include options for response to new scheduling.
Negative comments will be looked at individually and evaluated for validity, if questions exist follow up questionnaires will be sent if possible.
The survey will help in being able to explain any confusion from the new program. Long term goals of increasing test scores will only be seen after two years. Till the two years have passed, open communication lines will remain open to further address any misunderstandings in the plan.
This document summarizes a presentation about diagnosing groups at the organizational level. It defines key terms like organization design and groups. It then explains that diagnosis is understanding how a group currently functions to design interventions for change. It presents a comprehensive diagnostic model with five major components: goal clarity, task structure, group composition, team functioning, and performance norms. The model also includes inputs like organization design, technology, and human resources as well as outputs of group effectiveness measured by performance and quality of work life. The summary provides an overview of the diagnostic process for understanding and improving group functioning within organizations.
The document discusses the planned organizational change process and the importance of training. It describes the planned change process as having three main steps: 1) planning for change which involves identifying needs, goals, and agents of change; 2) assessing change forces such as driving and restraining forces; 3) implementing the change by communicating the plan and evaluating results. It emphasizes that training is important for increasing employee productivity, adapting to changes, and improving organizational performance and customer satisfaction. Training should aim to empower employees and be aligned with organizational objectives.
This document provides an overview of organizational development and interventions. It defines organizational development as a deliberately planned effort to increase an organization's relevance and viability. The key aspects covered include:
- The meaning, definitions, objectives, assumptions, values and process of organizational development.
- Common organizational development interventions like team building, coaching, large group interventions and leadership development.
- The assumptions underlying organizational interventions, which include viewing groups as the basic building blocks and aiming to reduce inappropriate competition between parts of an organization.
- The effectiveness of organizational development in providing opportunities for employees and organizations to reach their full potential and treating people with dignity and respect.
Employee involvement is a participative process that uses employee input to increase commitment and help the organization meet its objectives. It includes regular participation in decisions about work processes, suggestions for improvement, goal setting, and performance monitoring. Encouraging involvement requires giving employees decision-making authority, training, incentives, communicating results, and surveying for improvement ideas. Forms of involvement include participative management, representative participation through work councils and board representatives, and quality circles as voluntary groups that regularly meet to discuss and solve work problems.
This document discusses organizational change and provides definitions and frameworks for understanding it. It defines an organization and organizational change, and explains why change is needed. It presents Lewin's three-step change model and Kotter's eight steps for managing change. Finally, it discusses sources of resistance to change and strategies for overcoming resistance.
This document discusses change management and organizational development. It defines change management as planned efforts to introduce and implement changes that are accepted by most through behavioral science interventions. Organizational development is defined as planned, organization-wide change managed from the top to increase effectiveness through interventions in people, processes, and procedures using behavioral sciences. Several models of change management are presented, including John Kotter's 8-step model. The document also discusses understanding and managing resistance to change, and implementing change through various interventions and systems of control. The overall message is that change is inevitable, so we should try to welcome and embrace change.
JC Penney is implementing organizational changes to improve employee performance and communication following a decline. Management will undergo training to effectively communicate and cope with changes. The training will focus on building trust through open communication channels and empowering employees to embrace changes. Continuous monitoring will evaluate if strategies increased communication and positively impacted employees' reception to change. Ultimately, the process aims to strengthen employee-management relationships and arm employees with tools to adapt to inevitable changes.
This document summarizes various aspects of organizational development (OD) efforts. It discusses that OD is a planned change approach that aims to improve organizational effectiveness and employee well-being through interventions at the task, structure, technology, or people levels. It is a long-term and ongoing process that relies on experiential learning and uses action research. Various OD interventions are outlined, including sensitivity training, team building, survey feedback, and process consultation. The key aspects and processes of different interventions like team building, survey feedback, and process consultation are also summarized.
Assumptions in Organizational Development - Organizational Change and Develo...manumelwin
The Organization development has a number of underlying assumptions which can be examined so as to determine how the OD programmes can be utilized to the fullest potential.
These assumptions are based upon French and Bell
The od journey of TCS - Case study - Organizational Change and Development - ...manumelwin
Teach-Train-Transfer workshop by expert OD consultants- to explore means of institutionalizing goal-oriented performance management organization.
Personal Score Card-clearly outlined what would define goals, outputs, performance management, Economic Value adds & the ways and means for facilitating goal alignment.
This document provides guidance for a student assignment on organizational change. It outlines grading expectations, including using citations and advancing beyond basic answers. The student is advised to use concepts from the provided textbook on organizational change and at least four peer-reviewed sources. Key aspects of recognizing the need for change are discussed, including assessing readiness, developing a compelling vision, and overcoming barriers. Creating awareness of the need for change involves finding a transformational leader, focusing on shared goals, and addressing dissatisfaction with the status quo.
Organization development (OD) aims to improve an organization's ability to solve problems and enhance performance. It involves assessing issues through action research, implementing interventions, and evaluating outcomes. Common OD interventions include sensitivity training, team building, surveys, and structural redesign, which target individuals, groups, or the entire organization. The goal is to boost both task accomplishment and how people work together.
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
What is Organizational development..? What is OD Process..? Characteristic of...Harsh Tamakuwala
Introduction of Organizational development, Definition of Organizational development, Nature Of Organizational development, Characteristic of Organizational development, Objective of Organizational development, Assumption of Organizational development, Process
Transforming Organisational Development – A Case Study The HR Observer
A case study which shows how a structured methodology called IMPACT™ transforms one of the UAE’s best known organisations from the inside out. The results speak for themselves: Increased organisational effectiveness driven by internal staff and leadership in a period of less than 12 months. Incredible renewed enthusiasm, engagement and return on investment from a learning and development program initiative, which drives managers to become change champions and internal management consultants. This case study shows a practical approach to improving organisational effectiveness, engaging individual managers and use of internal talents to deliver superior financial results
Dr Richard Scott Taylor, Managing Partner and Founder, Innesskirk Global
Organizational Change and Development - Module 3 - MG University - Manu Melwi...manumelwin
Human Process Interventions-T-group, process consultation, third party interventions, team building; organizational confrontation meeting, coaching and mentoring, role focused interventions.
HRM Interventions- Performance Management & HRD.
The document discusses various inter-group intervention techniques including team building, survey feedback, and grid organizational development (OD). It describes team building as activities to enhance team effectiveness, including considering team composition and processes. Survey feedback relies on surveys to identify problems and design corrective actions. The grid OD model identifies five leadership styles based on concern for people and production, ranging from impoverished to team management. Team management with high concern for both people and tasks is viewed as the most effective style.
Organizational Development, OD, Intervention Process (from a case study)Helmee Halim
The case involves a conflict between the HR and Finance departments that was impacting morale and productivity. To diagnose the issue, the consultant conducted interviews, an online survey, and a Myers-Briggs assessment. This revealed poor communication, assumptions about the other group, and a lack of understanding of different personalities. In a workshop intervention, the consultants provided feedback on the assessments, held breakout sessions to develop communication plans, and had the directors discuss their contributions to the conflict. The intervention improved perceptions and communications between the departments.
This document discusses organizational health and improving organizational performance and employee well-being. It defines organizational health as an organization's ability to achieve its goals through improving performance and supporting employee well-being. It discusses that organizational performance and employee well-being are interdependent and affect each other. It also discusses that organizational health can be improved by applying a systems thinking approach at the organizational, process, and role levels, and by addressing employee satisfaction and health through initiatives like organizational health audits. Finally, it provides details on how improving alignment across these levels and between organizational performance and employee well-being can continuously improve an organization's health.
This document provides an overview of organizational change and development. It discusses various models of change including evolutionary, revolutionary, planned change and Ferguson's four types of change. It also covers change drivers, strategies for change management, the CDS model of change, force field analysis, and steps in change management. Principles of change management and how to reduce resistance to change are also summarized.
Organization development (OD) is a planned process aimed at enhancing congruence between an organization's structure, strategy, culture and people. It is a long-term effort led by top management to develop solutions and self-renewing capacity through collaborative problem solving. Key approaches to OD include laboratory training like sensitivity training, survey feedback, and action research which involves problem diagnosis, data collection, feedback, and action planning. The client-consultant relationship is important, requiring entry and contracting, maintaining confidentiality, and ensuring the consultant acts as a facilitator rather than content expert.
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 document discusses organizational change and describes:
1) Organizational change is the process by which organizations move from their present state to a desired future state to increase effectiveness. It occurs in response to internal and external forces.
2) Change can affect people, structure, technology and other elements of an organization. It also impacts the speed and significance of change within an organization.
3) Resistance to change stems from individual, group, and organizational factors like threats to power, habits, and economic impacts. Minimizing resistance involves communication, training, employee involvement, and other strategies.
This document discusses change management and organizational development. It defines change management as planned efforts to introduce and implement changes that are accepted by most through behavioral science interventions. Organizational development is defined as planned, organization-wide change managed from the top to increase effectiveness through interventions in people, processes, and procedures using behavioral sciences. Several models of change management are presented, including John Kotter's 8-step model. The document also discusses understanding and managing resistance to change, and implementing change through various interventions and systems of control. The overall message is that change is inevitable, so we should try to welcome and embrace change.
JC Penney is implementing organizational changes to improve employee performance and communication following a decline. Management will undergo training to effectively communicate and cope with changes. The training will focus on building trust through open communication channels and empowering employees to embrace changes. Continuous monitoring will evaluate if strategies increased communication and positively impacted employees' reception to change. Ultimately, the process aims to strengthen employee-management relationships and arm employees with tools to adapt to inevitable changes.
This document summarizes various aspects of organizational development (OD) efforts. It discusses that OD is a planned change approach that aims to improve organizational effectiveness and employee well-being through interventions at the task, structure, technology, or people levels. It is a long-term and ongoing process that relies on experiential learning and uses action research. Various OD interventions are outlined, including sensitivity training, team building, survey feedback, and process consultation. The key aspects and processes of different interventions like team building, survey feedback, and process consultation are also summarized.
Assumptions in Organizational Development - Organizational Change and Develo...manumelwin
The Organization development has a number of underlying assumptions which can be examined so as to determine how the OD programmes can be utilized to the fullest potential.
These assumptions are based upon French and Bell
The od journey of TCS - Case study - Organizational Change and Development - ...manumelwin
Teach-Train-Transfer workshop by expert OD consultants- to explore means of institutionalizing goal-oriented performance management organization.
Personal Score Card-clearly outlined what would define goals, outputs, performance management, Economic Value adds & the ways and means for facilitating goal alignment.
This document provides guidance for a student assignment on organizational change. It outlines grading expectations, including using citations and advancing beyond basic answers. The student is advised to use concepts from the provided textbook on organizational change and at least four peer-reviewed sources. Key aspects of recognizing the need for change are discussed, including assessing readiness, developing a compelling vision, and overcoming barriers. Creating awareness of the need for change involves finding a transformational leader, focusing on shared goals, and addressing dissatisfaction with the status quo.
Organization development (OD) aims to improve an organization's ability to solve problems and enhance performance. It involves assessing issues through action research, implementing interventions, and evaluating outcomes. Common OD interventions include sensitivity training, team building, surveys, and structural redesign, which target individuals, groups, or the entire organization. The goal is to boost both task accomplishment and how people work together.
Provides an overview of organization development (OD), focusing particularly on the intervention processes available. Categories or types of intervention are noted, and the depth of intervention is recognised as a key decision point for OD practitioners.
What is Organizational development..? What is OD Process..? Characteristic of...Harsh Tamakuwala
Introduction of Organizational development, Definition of Organizational development, Nature Of Organizational development, Characteristic of Organizational development, Objective of Organizational development, Assumption of Organizational development, Process
Transforming Organisational Development – A Case Study The HR Observer
A case study which shows how a structured methodology called IMPACT™ transforms one of the UAE’s best known organisations from the inside out. The results speak for themselves: Increased organisational effectiveness driven by internal staff and leadership in a period of less than 12 months. Incredible renewed enthusiasm, engagement and return on investment from a learning and development program initiative, which drives managers to become change champions and internal management consultants. This case study shows a practical approach to improving organisational effectiveness, engaging individual managers and use of internal talents to deliver superior financial results
Dr Richard Scott Taylor, Managing Partner and Founder, Innesskirk Global
Organizational Change and Development - Module 3 - MG University - Manu Melwi...manumelwin
Human Process Interventions-T-group, process consultation, third party interventions, team building; organizational confrontation meeting, coaching and mentoring, role focused interventions.
HRM Interventions- Performance Management & HRD.
The document discusses various inter-group intervention techniques including team building, survey feedback, and grid organizational development (OD). It describes team building as activities to enhance team effectiveness, including considering team composition and processes. Survey feedback relies on surveys to identify problems and design corrective actions. The grid OD model identifies five leadership styles based on concern for people and production, ranging from impoverished to team management. Team management with high concern for both people and tasks is viewed as the most effective style.
Organizational Development, OD, Intervention Process (from a case study)Helmee Halim
The case involves a conflict between the HR and Finance departments that was impacting morale and productivity. To diagnose the issue, the consultant conducted interviews, an online survey, and a Myers-Briggs assessment. This revealed poor communication, assumptions about the other group, and a lack of understanding of different personalities. In a workshop intervention, the consultants provided feedback on the assessments, held breakout sessions to develop communication plans, and had the directors discuss their contributions to the conflict. The intervention improved perceptions and communications between the departments.
This document discusses organizational health and improving organizational performance and employee well-being. It defines organizational health as an organization's ability to achieve its goals through improving performance and supporting employee well-being. It discusses that organizational performance and employee well-being are interdependent and affect each other. It also discusses that organizational health can be improved by applying a systems thinking approach at the organizational, process, and role levels, and by addressing employee satisfaction and health through initiatives like organizational health audits. Finally, it provides details on how improving alignment across these levels and between organizational performance and employee well-being can continuously improve an organization's health.
This document provides an overview of organizational change and development. It discusses various models of change including evolutionary, revolutionary, planned change and Ferguson's four types of change. It also covers change drivers, strategies for change management, the CDS model of change, force field analysis, and steps in change management. Principles of change management and how to reduce resistance to change are also summarized.
Organization development (OD) is a planned process aimed at enhancing congruence between an organization's structure, strategy, culture and people. It is a long-term effort led by top management to develop solutions and self-renewing capacity through collaborative problem solving. Key approaches to OD include laboratory training like sensitivity training, survey feedback, and action research which involves problem diagnosis, data collection, feedback, and action planning. The client-consultant relationship is important, requiring entry and contracting, maintaining confidentiality, and ensuring the consultant acts as a facilitator rather than content expert.
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 document discusses organizational change and describes:
1) Organizational change is the process by which organizations move from their present state to a desired future state to increase effectiveness. It occurs in response to internal and external forces.
2) Change can affect people, structure, technology and other elements of an organization. It also impacts the speed and significance of change within an organization.
3) Resistance to change stems from individual, group, and organizational factors like threats to power, habits, and economic impacts. Minimizing resistance involves communication, training, employee involvement, and other strategies.
In today’s’ stressful times, balancing between work and home can prove to be quite challenging. Constantly trying to fulfill demands at work and home can become challenging and lead to stress and dissatisfaction. And gradually, these negative elements take a toll on work performance and personal life.
This webinar goes over some helpful tips and tricks to balance your work and personal life without compromising on spending time with your loved ones.
The document discusses frameworks for designing high-performance organizational processes related to communication, decision-making, and teamwork. It covers topics such as effective communication media matching complexity levels, types of organizational decisions, rational models of decision-making, and participative and group decision-making techniques.
The document discusses organizational behavior and key concepts related to it. It defines organizational behavior as the systematic study and application of knowledge about how individuals and groups act within organizations. It also outlines common management functions like planning, organizing, leading, and controlling. Additionally, it discusses topics like attitudes, their components and determinants, as well as outcomes of job satisfaction such as its relationship with productivity and turnover.
The document discusses driving forces for change, defines the role of change agents, and identifies reasons for resistance to change. It also discusses how organizations can overcome resistance to change through education, communication, participation, support and other strategies. Key factors that drive change include technology, the workforce, economics, competition and social trends. Resistance stems from habits, fear of the unknown, and threats to power, expertise or resources.
Organizational change can face resistance from both individuals and the organization itself. Sources of individual resistance include habits, fear of the unknown, and threats to established power relationships, while organizational resistance stems from structural inertia and threats to expertise or resources. To minimize resistance, organizations should focus on clear communication, training, employee involvement, and stress management. Successfully implementing change also requires pilot programs, top management support, diffusion strategies, and evaluating results to stabilize changes.
This document provides an overview of organizational change. It discusses the concept of organizational change, forces for change, levels of change, types of change, steps in managing change, and resistance to change. It also outlines methods for successfully implementing change and making changes permanent, such as using group forces, leadership, shared rewards, and showing concern for employees. The overall document serves to introduce the topic of organizational change.
This document discusses work-life balance and solutions for achieving it. It begins by defining work-life balance and noting that over 60% of respondents feel unable to balance their personal and professional lives. Competition, career ambitions, and long work hours are cited as reasons for the imbalance. The document then outlines HR solutions like flexible work schedules, family-oriented activities, and leave policies. It discusses benefits like increased productivity, commitment, and reduced stress for both organizations and individuals. Finally, it emphasizes finding the right balance through setting boundaries and priorities.
This document discusses stress management and provides strategies for coping with stress. It defines stress and outlines its causes such as life events, work, and lifestyle factors. The physical and psychological symptoms of stress are described. The document also explains how the body's stress response system works and covers strategies for managing stress through changing one's thinking, behavior, and lifestyle habits like diet, exercise, and relaxation techniques. Alternative therapies for reducing stress are also mentioned.
This presentation discusses change management strategies. It defines change management as applying tools, processes, skills and principles to manage people through change to achieve project goals. The key aspects of change management include understanding who is impacted, supporting change teams and strategies, and analyzing risks and resistance. An effective change management strategy considers timing, culture, short-term wins, and clear communication. Strategies include visioning, engaging employees, amending plans based on feedback, committed communication, and managing the change project until the new approach is established.
1) The document compares five popular models for managing business change: Kotter's 8 steps, Bridges' transition model, Rogers' technology adoption curve, Kubler-Ross' five stage grief model, and Prosci's ADKAR model.
2) Each model provides a framework for understanding how organizations and individuals experience and respond to change. Kotter's model focuses on buy-in and clear steps. Bridges differentiates between change and transition. Rogers' model describes how innovations are adopted over time. Kubler-Ross' model applies grief stages to change. ADKAR focuses on specific business results.
3) While no single model can perfectly capture the complexity of change, these frameworks provide useful
Kudler's change communication plan aims to encourage personnel and explain the stages of change. It will hold direct conferences and use surveys and evaluations to measure attitudes and celebrate milestones. The plan supports connecting training stages, recognizing topics, maintaining change development, and advancing future procedures while combating rumors. Its communication will be vital in implementing customer service training for personnel to better align with Amazon's goals and benefit customers.
Rodzidah Mohd Rodzi produced a report on the impact of change at CIAST (Centre for Instructors and Advanced Skill Training) in Shah Alam, Selangor. The report identified 6 internal and 4 external factors driving the need for change at CIAST. It explained how changes affect organizations through impacts on staffing, communication, and planning. It compared 4 models of change approaches and described 3 approaches and 3 behavioral responses seen when change occurs. Finally, it explained 3 ways HR can support individuals during change through clear communication of goals, assigning coaches/mentors, and aligning reward systems.
A change management plan can support a smooth transition and ensure your employees are guided through the change journey. The harsh fact is that approximately 70 percent of change initiatives fail due to negative employee attitudes and unproductive management behavior. Using the services of a professional change management consultant could ensure you are in the winning 30 percent.
This document provides a summary of research conducted on employee engagement at Big Bazaar. It defines employee engagement, discusses the differences between engaged, disengaged, and actively disengaged employees. Diagnostic tools for measuring engagement are identified, as well as factors that predict organizational success. The scope of study, research methodology, and conclusions of the research are summarized. Employee satisfaction versus engagement is explored, and engagement is found to positively correlate with business performance.
Does choice in where and when you work improve productivity and performance? How can the workplace support this and how do you determine the approach? This outline document is designed to help.
This document provides details about a human resource management assignment on Marks and Spencer. It includes an executive summary and covers several learning outcomes related to understanding learning theories and styles, the learning curve, training needs at different levels, evaluating training events, and government skills initiatives. The assignment appears to analyze Marks and Spencer's training programs and evaluates the effectiveness of a specific event using documentation and feedback from customers, experts, and employees.
The document discusses key features of successful organizational change and transformation. It identifies factors like having a clear business case for change, strong leadership commitment, communicating the vision for change, involving employees in the process, and addressing potential barriers. It also outlines strategies for planning and leading change, building employee commitment, and overcoming resistance to help ensure the transformation is successful.
The document discusses key features of successful organizational change and transformation. It identifies 10 potential points of failure for change initiatives, including a lack of clear goals, short-term thinking, and inconsistency between leadership statements and actions. It emphasizes the importance of strong leadership, communication, and involving employees in the change process to build commitment and ensure success.
This document discusses techniques for increasing employee retention in organizations. It identifies reasons for employee attrition such as lack of growth opportunities, monotonous work, and better job opportunities elsewhere. The document then outlines several strategies organizations can use to improve retention, including increasing employee engagement, recognizing performance, implementing training programs, focusing on team building, and ensuring good manager attitudes. Effective communication between managers and employees is also emphasized.
The document discusses key features of successful transformational change and provides implications. It outlines 10 points of potential failure in organizational change efforts. It stresses the need for a compelling business case, burning platform, and strong foundation to drive change. The change equation and how leadership, communication, and involvement can build commitment for change is examined. Strategies like surfacing barriers early, identifying gaps, and choosing the right communication tools are suggested. Finally, it notes what really drives organizational culture change like leader attention and role modeling. In summary, the document provides a comprehensive overview of factors critical to the success of large-scale organizational transformation efforts.
This document discusses managing change and diversity in organizations. It defines organizational change as any alteration in people, structure, or technology brought about by external or internal forces. Organizational diversity refers to the individual differences that make people similar and different. The document discusses that managing change and diversity are related as bringing change depends on the people within the organization. It also discusses managing resistance to change through education, participation, support, information manipulation, and coercion if necessary. Making cultural changes slowly and setting examples through management behavior are also discussed.
This document summarizes a study that examined the relationship between work progress feedback and employee performance in water and sanitation companies in Nyeri County, Kenya. The study used questionnaires to collect data from 62 employees, representing an 80.5% response rate. The results indicated that the companies have work progress feedback mechanisms, though inadequate. Timeliness of feedback and mode of delivery were found to have a positive significant effect on performance, while specificity of feedback had a positive but insignificant effect. The researcher recommended improving feedback by incorporating employee input, providing timely feedback using appropriate modes, and further studying how attitudes and other variables impact performance.
This document discusses strategies for identifying and closing operational gaps through employee development. It recommends conducting regular employee performance evaluations to set goals, provide feedback, and identify training needs. Developing employees and promoting diversity can help organizations meet their goals. Evaluation results should be used to create development plans that align individual goals with business objectives. Providing training and opportunities to enhance skills can improve performance and close gaps.
Personnel management by Prof.Saurabh S. BhangeSaurabh Bhange
1. Personnel management deals with obtaining, developing, and motivating human resources to achieve organizational objectives. It involves recruitment, training, compensation and developing an organizational structure.
2. Recruitment is the process of attracting suitable candidates to apply for jobs within an organization. It helps create a talent pool for selection.
3. Orientation introduces new employees to their jobs, coworkers, and the organization. It aims to help new hires adjust quickly and be productive through communicating key information.
Employee Engagement: Measure To Succeed webinarQuestionPro
This document summarizes a webinar on employee surveys and engagement. The webinar covered:
1) How employee surveys have changed over time, from traditional satisfaction surveys to more frequent pulse surveys and real-time workforce surveys.
2) Common myths about employee engagement surveys, including that engagement goes beyond satisfaction and commitment, and that more engagement always leads to better outcomes.
3) A new approach called Organizational Intelligence Surveys, which uses an 11-factor model to design surveys that measure strategic alignment in addition to engagement.
This document discusses key factors for successful organizational transformation and change management. It identifies important elements such as designing change around business drivers, gaining emotional and intellectual support, modeling and reinforcing the new way of working, strong communication, and aligning all dimensions of management behind the change. It also outlines potential pitfalls to avoid, like a lack of coordination between change activities or a large gap between commitment at the top versus the middle of the organization. Effective change requires a compelling business case, a "burning platform" for change, and building a strong foundation by defining imperatives and assessing organizational readiness.
This document discusses key aspects of successful organizational change. It identifies features like designing change around business drivers, winning emotional and intellectual support, modeling the new way of working, investing in communications, and aligning management behind change. It also notes potential points of failure like a discrepancy between stated values and actions or a lack of coordination between change activities. The document emphasizes the importance of a compelling business case, a burning platform for change, and establishing a strong foundation. It discusses using the change equation and plotting shifts in commitment to change. It provides strategies for overcoming barriers, closing gaps, choosing effective communication tools, and building commitment through information and involvement.
Gloria, grow your staff presentation, week 6egglori
This document discusses strategies for identifying operational gaps within an organization and developing employees. It recommends conducting a gap analysis to compare expectations with current performance and identify areas for improvement. Some key areas that can be assessed include human resources, IT, and business processes. The document also provides tips for developing effective employee performance evaluations, providing feedback, setting goals, and creating development plans to help close any gaps and align employee goals with organizational objectives.
Attrition Control and Retention Strategies for Changing times.pptAshrafUC1
The document discusses attrition control and retention strategies for changing times. It begins by outlining common reasons why employees leave such as money, stress, lack of career growth, and problems with management. To address attrition, the document recommends conducting exit interviews and surveys to understand reasons for resignations. It then provides various retention tools like offering competitive compensation and benefits, training managers, establishing career paths, implementing employee engagement practices, and fostering a fun work culture. The conclusion emphasizes the importance of effective human resource practices and policies to retain employees.
Similar to Week 6 final assignment organizational presentation may 30 2016 (20)
The document discusses the benefits of creating a social learning environment in the workplace. It notes that social learning tools can help leverage the learning experience and help organizations and employees adapt to changes. Social learning encourages collaboration, sharing of ideas, and user-generated content. It also caters to different learning styles within social learning communities. Creating a social learning environment will encourage collaboration and sharing of content among employees.
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Week 6 final assignment organizational presentation may 30 2016
1. ORGANIZATIONAL CHANGE
PROCESS: WEEK 6
ACTIVITIES
Barbara Barrow, Marchella Christian, Jay Johnstone, Spencer Rieck, & Leann
Weaver
AET/560
Dr. Christine Nortz
2. OVERVIEW OF BUILD-A-BEAR
WORKSHOP® (BABW)Offers 30 different animals to make
More than 400 Build-A-Bear Workshop® stores
Over 71 Franchises
located in Europe, Asia, Australia, Africa, Mexico, and the Middle East
Over 1800 employees
Corporate home office is located in St. Louis, Missouri
Distribution center in Columbus, Ohio
• Maxine Clark founded BABW in 1997
• According to, Build-A-Bear Workshop® Inc. History. (2016).
2001: The National Retail Federation names Build-A-Bear the Retail Innovator of the Year (p. 1).
2002: Build-A-Bear Workshop® celebrates the 10th anniversary of the teddy bear along
with the opening of its 100th store (p. 1).
3. SCENARIO FOR BUILD-A-BEAR: POOR
COMMUNICATION/DEADLINE
Build-A-Bear management tells an employee they need some important data
by Monday. Employee response: No problem, I will have exactly what you
need by Monday. (On the surface, it seems like good communication). The
employee thinks that he has until 4:00 pm to deliver the data. In reality,
management needs the information by 11:00 am; to make a deadline with the
supplier, for the delivery of materials needed to complete an large order.
It’s Monday at 11:00 a.m., the manager discovers the employee has not
started on the project; thinking that he could deliver it at anytime during the
day.
Results: Management misses the deadline with the supplier who can’t give the
materials that is needed for a big order due on Thursday.
4. SCENARIO: VAGUE COMMUNICATION
ABOUT STREAMLINING
Build a Bear management has received numerous customer complaints regarding a long wait
time to build their bears. Management addresses this problem with an email directive to all
floor staff to streamline the building process. The directive notifies store managers who incur
more than five complaints per month will be placed on probation. The email’s vagueness and
threat of punishment causes anxiety and stress in the store managers; who then demand
their staff to work harder and faster. This breeds staff resistance and disenfranchisement among
the floor staff and store managers, most of whom are doing well and meeting sale quotas.
8. RATIONALE FOR THE SELECTED
THEORIES
The reason for this rationale is the lack of communication between management and
employees. These theories are being used and are appropriate for the culture within
Build-A-Bear Workshop. It is different from the (non-successful) methods used to implement
change. Leadership did not relate the desired intentions, and the employees did not ask
for the specifics concerning the deadline. The previous culture has been to give new
processes to the employees and run with it.
10. OFFER INCENTIVES FOR BUILD-A-BEAR
WORKSHOP• Kurt Lewin Theory
• “Ensure that employees are ready” (Connelly, n.d.)
• Offer Breakfast with Management: Encourages Upward
Communication
• Start a Team: Build a team for improving communication
• “Execute the intended change” (Connelly, n.d)
• Name the Station at each Build-A-Bear Store
• Ask Employees’ for their Ideas: Both offer brain storming
opportunities
• Have a Company Picnic: Encourages team building and Upward
Communication
• “Ensure that the change becomes permanent” (Connelly, n.d.)
• Founders Wall: Offers brain storming opportunities
• Respect
11. TEAMS AND THE CHANGE
PROCESS
Create a plan- Identify the areas that need change
Understand the end goal- Where is the company today and where it needs to be?
Communicate clearly- Change should be exciting, rewarding, and worthwhile experience
Identify Key players- Take time to walk through the anticipated changes
Delegate tasks- Assign firm deadlines for completion, follow along with the team, provide support,
offer support, give responsibilities>Get more accomplished
Set realistic objectives
Manage expectations- Clarify what is expected of the team and the leader
Hold people accountable for implementing change
13. OVERCOMING RESISTANCE
Resistance to change should be anticipated and addressed in a proactive manner. According to
Spector (2013), effective methods of resistance management include:
Clearly defining the need for change and create dissatisfaction with the status quo.
Involve all levels of employees every step of the way.
Solicit ideas, perspectives and comments from employees at the very
beginning. This helps create employee "buy-in" for the process.
Actively seek dissenting views, have staff play the role of devil’s
advocate, and ensure an open climate for discussion and decision making.
Define and address roles and responsibilities so staff understand how they
fit in the big picture.
Actively pursue the discussion and analysis of the costs, benefits, and
risks of diverse alternatives.
Allow time for reflection and do not mistake silence for consent.
14. TRAINING OUTLINE
• One-Day “Classroom” training
• Training will focus on Build-A-Bear’s new strategy
• Enhancing Customer Service
• New Processes for stronger efficiency
• Higher Volume locations will get a second stuffing machine
• Training will focus on change using effective change
theories
• Lewin’s Theory of Change
• Organizational Development Theory
• Prior to Training, Employees will be Surveyed
• Upward communication
• Employees can identify needs that will be implemented in their training
15. TRAINING OUTLINE (CONT.)
• Communication
• During training, employees will receive transparent
communication
• Details of the reason behind the change/training
• Training will be location-based
• Best practices can be applied per location needs
• Employees can develop ideas together to improve the process
• Success will be tracked
• Employees will be surveyed after training to gauge interest and
success
• Customer satisfaction and revenue will also be indicators
16. DATA, ASSESSMENTS AND THE
CHANGE PROCESS
Creating a shared diagnosis requires data; valid information concerning the factors that
impact the performance of the organization and its ability to implement its renewed
strategy (Spector, 2013, p. 60).
Once data is collected, it requires careful interpretation and incorporation into the change
process. This “discovery stage” should be shared with all responsible leaders and
employees as it engages the employees in developing the shared diagnosis and it is
partially their own data being reviewed (Spector, 2013, p. 65).
Management should facilitate feedback at all stages of diagnostics, data interpretation
and change implementation. Feedback from employees lets change leaders know how
effective the solutions are and encourages an ongoing and continuous dialog between
operational levels (Spector, 2013, p. 67).
17. THREE AREAS OF DATA COLLECTION AND
ASSESSMENTSQuestionnaires:
• Can be administered to a large number of employees. Managers should also incorporate
• Results can be compiled in a short time period
• The anonymous nature of questionnaires can provide employees with a greater sense of
freedom to speak their mind.
• Can provide benchmarks for the organization to measure itself against and track progress or
regression.
• Can offer comparisons and highlight area where results are especially positive or negative.
Interviews:
• Collect rich data.
• Facilitate the process of creating dialogue.
• Teach communication and active listening skills to employees.
Observation:
• Provides current behavior as data.
• Offers deep and rich data on interactions among people.
• Can reveal emotions that impact behavior.
(Spector, 2013, p. 66)
19. CONCLUSION
• Change theory will make organizational change more manageable
• Employee motivation
• Communication
Effective communication prevents misunderstandings and reduces
costs associated with mistakes. (Smith, 2015)
Reduce resistance
Confusion and ambiguity will create negative feelings and a tense
atmosphere.
• Clearly defining roles and responsibilities will provide employees
direction
• This is particularly important with a diverse workforce.
• An in depth training is necessary to initiate change at Build-a-Bear
• Employee motivation
• Coaching
• Track progress and success
20. REFERENCES
Anderson, D., Ackerman, L., & Anderson, L. (n.d.) How to increase employee commitment to change. Retrieved from
http://changeleadersnetwork.com/how-to-increase-employee-commitment-to-change
Beckhard, R., & Harris, R. T. (1987). Organizational transitions: Managing complex change (2nd ed.).
Boston, MA.; Addison Wesley Publishing Company
Build-A-Bear Workshop® Inc. (2016). Company History. Retrieved from http://www.fundinguniverse.com/company-histories/build-a- bear-
workshop-inc-history/
Connelly, M. (n.d.). The Kurt Lewin change management model. Retrieved from http://www.change-management- coach.com/kurt_lewin.html,
p, 1, para 5, p. 2, para. 4, p. 2, para. 9
Cawsey, T. F., Deszca, G., & Ingols, C. (2012). Organizational change: An action-oriented toolkit (2nd ed.). Los Angeles, CA: Sage
Michalowicz, M. (2016). 101 ways to reward employees (without giving them cash). American Express for Small Business. Retrieved from
https://www.americanexpress.com/us/small-business/openforum/articles/a-101-ways-to-reward-employees-without- giving-them-cash/
Rohn, J. (2013). Verybestquotes.com Retrieved May 30, 2016, from verybestquotes.com Web site: http://www.verybestquotes.com/if-you-
just-communicate-jim-rohn-quote/
Smith, E (2015). The importance of communication in the organizational structure. Retrieved from http://smallbusiness.chron.com/importance-
communication-organizational-structure-24390.html
Spector, B. (2013). Implementing organizational change: Theory and practice (3rd ed.). Boston, MA: Prentice Hall , p. 156, para 2, 6.
Editor's Notes
There are Build-A-Bear Workshop® stores located in the United States of America, Puerto Rico, Canada, The United Kingdom, and Ireland. The company is a privately owned business with estimated 1800 employees. The corporate office is located in St. Louis, Missouri. Maxine Clark started BABW with an idea that was inspired by a 10 years old girl who was out shopping for stuffed toys (buildabear.com). Years later she brought her creativity into the retail world. In 2001, The BABW received retail innovator of the year in 2002 and, in 2007, BABW celebrated their 10th year anniversary with its 100th store opening. Maxine Clark was the CEO of Build-A-Bear Workshop® until 2013.
The Unfreezing stage is an important stage to understand in the world of change we live in today. This stage is about getting ready to change. It involves understanding that change is necessary, and getting ready to move away from our current comfort zone. It prepares us and others, before the change (and ideally creating a situation in which we want the change). The more we feel that change is necessary, the more urgent it is, the more motivated we are to make the change. In change (transition) phase, one is planning and executing the required changes, managing implementation of all change products and ensuring delivery of the required benefits. In the refreeze stage, the changes are fully implemented and consolidated and become the ‘steady state’ management and operation of the business or organization – at least until the next big ‘unfreeze’ takes place! Connelly, M. (n.d.).
The Theory of Practice “Effective leadership involves listening, engaging, and learning as well as communicating” (Spector, 2013, p. 2). This theory is important in the management field. This theory reminds us that communication is not only from management down to lower level employees, but this theory also works on lower management levels to higher management levels. Communication skills is a valuable skill in one’s personal life and professional. Spector (2013, p. 2), said this about communication as well (p. 2), “Effective leaders communicate downward to make sure employees at all levels understand in a clear and consistent way the purpose and direction of the firm. But effective organizations need upward communication as well” (p. 156, para. 2). So, now a management position is more demanding than ever with communication, both engaging and listening, being a must for downhill and upward communication.
Changes in the environment create new requirements for success in the marketplace as customers demand new services or products. Meeting these new marketplace and customer requirements demands the formation of new business strategies, which in turn requires certain changes in the organization’s structure, systems, processes, or technology in order to be implemented successfully. In transformational change, the scope of these organizational changes are often so significant that they also requires the culture to change for the new organizational design to operate smoothly and produce its outcomes. Culture change demands change in leaders’ and employees’ behavior, which further requires leaders and employees to shift their mindsets, often about meeting customer needs, their business model, how work gets done, or even how they work with each other.
Offer breakfast with the management team and have discussion time for employees’ to share their thoughts and ideas about the changes coming.
“Start a team” (Michalowicz, 2016, p. 4) – Start a basketball or softball team. This gives the employees a chance to work on team building skills while having fun at the same time.
“Name the Station” – Let the employees’ have a part in the changes and allow them to name the stations at each store. Make them a part of the change.
“Close early unexpectedly one day” (Michalowicz, 2016, p. 4). You may also decide to open late one day. Another idea with this area is management may decide to incorporate is to pay employees a day early, unexpectedly, and allow them to leave early.
Host a company picnic. Offer an annual company picnic and everyone brings their favorite dish, socializes, and works on team building with management in a laid back environment.
“Founders wall” (Michalowicz, 2016, p. 3) – Create a Founder’s wall that allows employees’ pictures and a brief description about what they did to contribute to the change and moving forward with the company. Another add on is to include how long the employee has been with the company up to the date of the changes.
Never lose the respect one has earned. As one has gone through these changes don’t lose the respect one has earned by yelling or belittling employees’ during this stressful time.
Reluctance to change and resistance may be a result of the lack of information or confusion about multiple and sometimes conflicting sources of information. To reduce reluctance and ease resistance, manager must communicate the “What, why, where, how and when” related to the change action. Change management teams must use a common voice and deliver uniform information frequently.
Change is constant and change management is continuous. BABW managers should perform ongoing assessments such as surveys and personal interviews to determine if the change action is effective. The data collected from employees will help BABW managers adapt the change action and keep employees engaged in the continuous change process. A continuous improvement process sustains the communication and customer service training structures and systems and encourage feedback from employees. Continuous improvement is a journey that is never over. BABW managers need to be diligent; reinforcing good behaviors, successful efficiency actions and effective employee alignment operations in order to avoid relapsing into old, less successful behaviors (Cawsey, Deszca, and Ingols, 2012).
Change managers should recognize the benefits and costs of each method of data collection and utilize the methods that fit their financial budget and time schedule. Some of these methods require significant time and energy but can reveal deep data that may be critical in developing a shared diagnosis for change. Change leaders should also encourage continuous and sustained feedback between management and the individual units and employees for the duration of the change action. Mangers should also incorporate after action reports as part of their change implementation assessment. By facilitating an culture of honest and open communication, employees will be more invested in the change process and interested in a successful outcome.
In a shared diagnosis, managers and employees discover and diagnose the problem(s) together and work as a team to develop a workable change plan. They go through the change process as a group and everyone arrives changed. Without shared diagnosis, problem(s) are discovered and solutions are created by upper management without the involvement of lower levels of employees. Upper management directs change action to employees resulting in resistance, different changes, and different degrees of change.