...Change management - the systems and tools for managing change Scope of change management This tutorial provides a summary of each of the main areas for change management based on Prosci's research with more than 900 organizations in the last 7 years. The purpose of defining these change management areas is to ensure that there is a common understanding among readers. Tools or components of change management include: Change management process Readiness assessments Communication and communication planning Coaching and manager training for change management Training and employee training development Sponsor activities and sponsor roadmaps Resistance management Data collection, feedback analysis and corrective action Celebrating and recognizing success Change management process The change management process is the sequence of steps or activities that a change management team or project leader would follow to apply change management to a project or change. Based on Prosci's research of the most effective and commonly applied change, most change management processes contain the following three phases: Phase 1 - Preparing for change (Preparation, assessment and strategy development) Phase 2 - Managing change (Detailed planning and change management implementation) Phase 3 - Reinforcing change (Data gathering, corrective action and recognition) These phases result in the following approach as shown below in Figure 1. Figure 1 - Change Management Process...
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...Change Management MGT 426 July 29, 2013 Change Management The roles of managers and individuals in change management are often intertwined; the organizational arrangement consistently seeks to engage both individual employees and his or her management teams in the course of organizational change. The goal of this is to engage employees and encourage them to adopt a new way of functioning in their careers, and it often falls to the management team specifically tasked with change management to make this process as painless as possible. The change management process usually consists of five parts: the change management team, executives, senior managers, middle managers, supervisors, the project teams, and the project support level (Change Management Learning Center, 2013). When each manages to fulfill their roles, healthy change occurs at the individual employee level, and the change is often successful. The change management team is responsible for developing the change management strategy and plans and is integral to the success of the change. The executives and senior managers launch the changes set forth by the change management team and are known as sponsors for the change. The middle managers and front-line supervisors coach their direct reports through the changes that will imprint on their day-to-day work. The project team manages the technical side of change, and integrates change management into the project plans. The project support functions support the different...
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...The psychology of change: understanding the guiding principles of effective change management Most change management models in use today are in the form of a process or set of steps. In fact, the most effective processes or methodologies are based on research and the experiences of change management experts from years of trial and error in the field. However, the underlying lessons and principles that produced these change management processes and tools are not always clear to the practitioner (especially if you are new to the field of change management). In many cases, the guiding principles and lessons-learned are not even discussed as part of the model or tools. The result: you learn the how but not the why. The years of practical experience and knowledge that formed the basis for these processes are not readily available to a person trying to make them work in a specific situation. This new tutorial series goes beyond the activities and tasks of managing change for one simple reason: understanding the “why” makes you better at doing the “how.” Change management is not a matter of simply following steps. No two changes are exactly alike, nor are any two organizations. Following a recipe for change management is insufficient to drive business results. The right approach will be specific to the situation. If you do not understand the why behind your actions as a change management practitioner, changes can fail even when reputable change management processes are followed...
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...Change Management in British Airways Name Class Affiliation Instructor Date Table of Contents Introduction 3 Context of the change 3 Evaluation of the nature of such changes 4 The change management strategy 5 The challenges and difficulties in implementing such changes 6 Change management model 8 Stakeholders 10 Managerial challenges 11 Overcoming resistance to change 12 Managing change 12 Conclusion 14 Reference 16 Introduction UK largest international Airline, British Airways, is among the leading airlines in the world, with one of the most extensive route network, running internationally (British Airways, 2010). The income of the airline has been on the increase with the profits for the period between 2007 and 2008 being a total of £8,753, which translated to 3.1% more than the previous period. Throughout its operating years, British Airways has faced different challenges, as it is for all other companies in the industry. During the year 2007, the American economy experienced a crunch due to the bursting of the housing market. This was the beginning part of the 2008 economic crisis, or recession, which had global effects (Åslund, 2010). Like any other industry, the UK airline industry faced a major setback, British Airways being one of the companies and there was a need to implement changes for long company survival. This paper is an analysis of the changes implemented by the British Airways in the period between...
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...Change Management Brenda Macy American InterContinental University December 13, 2015 Abstract The world is an ever changing entity. As a business owner, you will need to keep up with those changes for success within your business. There are 3 areas of change to be considered when changing the organizational culture, the technology, the structure, and the people. Sometimes resistance is met when change is introduced in the workplace. To manage that change, models of change management are introduced to make the transition a smooth process. Two of those models are discussed here. Lewin’s Change Management Model, and Kotter’s 8 Step Change Model (Normandin, 2012). Change Management No matter the size of your business or what kind of business you are in, all businesses have the common element of change. Change can come from the introduction of new technology, new structure within the organization or by the people (Normandin, 2012). The world is changing on a fast track and to succeed in business, organizations must be on the fast track of change as well. Failing to implement a successful change within the organization can cause failure of the business (EditorialBoard, 2011). A psychologist name Kurt Lewin created a change model for understanding organizational change. It is the Unfreeze, Transition, Refreeze change model. In step one, the need for change is recognized and preparing the organization that the change is needed, and effective communication of the...
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... Group 1 CHANGE MANAGEMENT INTRODUCTION In a world that is increasingly fast paced and ever changing, the change management process is an integral part of any organization and manager. Whether planning a large fundamental change or a smaller incremental one, change must be planned and executed correctly and the following change management process will give direction in terms of content needed for successful transformation. It is an organizational process aimed at helping change stakeholders to accept and embrace changes in their business environment. Change management has typically been defined as a process involving unfreezing, moving, and refreezing values, practices, and procedures within organizations. Unfreezing refers to the creation of a perceived discrepancy between the existing and ideal state of an organization that generates a desire for change and lowers people’s resistance to change. Moving refers to the various processes such as training, education, and restructuring that lead to the development of new behaviors, attitudes, and beliefs. Refreezing regards re-establishing a new state of equilibrium within the organization by stabilizing the new patterns through a variety of support mechanisms. OBJECTIVES • Review the basics of change management and how change affects us all. • Understand that change is a continuous process. • Focus on the Transformation programmers’ and identify what changes will occur and how they can be...
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...Assignment Change Management Case A: Organizational Change Change Management Table of contents 1. THE ORGANISATIONAL CHANGE OF POWERDRIVE GMBH ................................................3 2. PARTICULAR PROBLEMS WHICH WILL LIKELY BE FACED WHEN PUTTING THE CHANGE INTO EFFECT ..............................................................................................................................4 2.1 PROBLEMS INSIDE THE COMPANY ...........................................................................................................4 2.2 PROBLEMS OUTWARDS THE COMPANY ..................................................................................................6 3. RECOMMENDED ACTIONS TO IMPLEMENT THE CHANGE SUCCESSFULLY...............6 3.1 CLASSICAL SCHEME ..................................................................................................................................6 3.2 COMPANY SPECIFIC SCHEME ...................................................................................................................7 2 Change Management 1. THE ORGANISATIONAL CHANGE OF POWERDRIVE GMBH Powerdrive GmbH is a German supplier of mechatronic automation systems for industrial applications, for example tooling machines and automated assembly lines. The company has a strong engineering and production competence;...
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...are no longer willing to tolerate the greed of the financial system and thus put pressure on them as well as on the government to set a guideline for these institutes to be more sustainable. But what does it mean being more sustainable? What measures need to be put into considerations for a change towards sustainability? What can bank managers do to ensure that the deposits of customers will be invested in sustainable investments? This report will focus on the change management plans that can be structured by the Bundesbank to play a role in influencing a more sustainable economy in the EU. Through the guideline outlined in this report, enforced strategies can be developed to make sure that in 5 years all measures taken by Bundesbank will promote sustainability. This should influence banks in the EU to become more sustainable and reduce or even remove future risks from economic bubbles. In order for Bundesbank to implement change, this report will use the change models to describe how the bank can tackle internal and external issues as result of the governmental pressure for policy change. CHAPTER 1: REASON FOR CHANGE According to Dean and Linda Anderson, organization change is catalyzed by a number of...
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...ADKAR: Knowledge, Ability and Reinforcement making the change An overview of Prosci's ADKAR Model Prosci's ADKAR® Model is one of the most widely-requested and sought after models for change management. It is a simple but extraordinarily powerful model to help drive successful change in one's personal or professional life. Many attendees of Prosci's 3-day certification program call it "ADKAR training" - even though the majority of the program focuses on the organizational change management process - because ADKAR is what they remember and begin applying immediately. The first tutorial in this series provided five reasonswhy ADKAR "clicks" for change management practitioners. The second tutorial provided an overview of the first two building blocks -Awareness and Desire. This tutorial presents an in-depth discussion of the last three building blocks - Knowledge, Ability and Reinforcement. Introduction Prosci's ADKAR Model is an individual change management model. It outlines the five building blocks of successful change, whether that change occurs at home, in the community or at work. The name "ADKAR" is an acronym based on the five building blocks: * A Awareness of the need for change * D Desire to participate and support the change * K Knowledge on how to change * A Ability to implement required skills and behaviors * R Reinforcement to sustain the change The final three building blocks of Prosci's ADKAR Model are Knowledge...
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...and understanding of change management: Change management is a process of a continuous development of an organisations structure, capability and direction to serve the changing business environment as well as changing needs of customers (Moran & Brightmen, 2001). For both operational and strategically level of an organisation change is essential. There are number of change management model and theories have been evolved over time in order to successfully implement change in an organisation. The three step model of change is the considered as the first step of change. This three step model has three different components; 1. Unfreeze, 2. Freeze and 3. Refreeze. The unfreezing process model concentrates on breaking organisations current regulations so that changes can be brought. Moreover, the second step on the other hand is the implementation of the change and the third step explains the acceptance of change. The first step however, was taken into consideration so that employees are not resistant to change and make more acceptable way of doing things for the organisation. (Lewin, 1947). The third step on the other hand and the final step of the change which attempts the institutionalisation of new behaviour. However, the three step model thought to be too simple and has ignored many facts that impact change in an organisation. According to Lewis (2003), Kazmi (2013), the three step model of Lewin’s is the base of many later theories of change, but it’s too simplistic...
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...Contents Introduction Task 1 – Examine the past performance of your company to identify areas with the need for change. 2 3-4 Task 2 – Discuss any three models of change and evaluate their relevance of these models to contemporary organizations in Myanmar economy. Assess the value of using strategic intervention techniques in organizations. Determine the efficacy of applying these models to your organization. 5-7 Task 3 – Develop a change management strategy for your organization that involves stakeholders and a strategy for managing resistance to change. Formulate and evaluate a system to involve stakeholders in the planning of change. 8-9 Task 4 – Create an appropriate model for change in your organization and draw a plan to implement and develop measures to monitor it. 10-11 References 1|Page Delta Net Media Company is one of the largest and most innovative Media (Paid Satellite TV Network) & Internet Service Provider Company in Myanmar. Delta Net offer consumers in two different categories, DTH – Direct to Home satellite television network and MPS – Multi Play Services which adds satellite broadband internet to television network service. Delta Net is providing these services nationwide in Myanmar. It was launched in November 2010 and started with total 48 channels including sports, entertainment, news, movies, music so on and later expands to 83 channels as of 2013 and keep expanding the network to provide varieties of channels for consumers to...
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...Change Management & Communication Plan Angela Wright, James Gregory, Joshua Hall, Kim Sherman MGT/311 May 4, 2015 Angela Guest Change Management & Communication Plan In any organization, it is important to have an organized system for dealing with information that is needed by multiple departments. One example of information that needs to be organized is customer information. Various departments use customer information and if it is not easily accessible to everyone that needs the information it takes longer to help the customers when they contact the company, and it makes the company appear unorganized. People are less willing to do business with an unorganized company. Having an organized storage method for customer information makes it easier to help the customers and increases productivity within the organization. Change Management Plan Riordan’s central power structure comes from its executive team, which consists of Dr. Riordan President, his Chief Operating Officer (COO), and his Senior Vice President of Research and Development. Of the three, the COO could hold the most political power, as he is responsible for all aspects of operations outside of research and development. The Sales and Marketing Vice President, Chief Information Officer, Chief Financial Officer, and Operations Vice President all report to him. This position gives him substantial political power, enough to strongly influence organizational decision-making. Creating a Customer...
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...Change ManageMent Defining Change Management Change management has typically been defined as a process involving unfreezing, moving, and refreezing values, practices, and procedures within organizations.1 Unfreezing refers to the creation of a perceived discrepancy between the existing and ideal state of an organization that generates a desire for change and lowers people’s resistance to change. Moving refers to the various processes mechanisms. Change and Resistance Change is often resisted by organizational members. The primary reason for resistance is that change requires employees to alter their existing individual and organizational identities. Changing one’s identity can be anxiety provoking and it is common for employees to use strategies such as denial, rationalization, idealization, fantasy, and symbolization to resist change.2 The Role of Communication in Change Initiatives Communication is key to developing change initiatives and implementing them. Communication can serve many functions during change initiatives.3 • Information sharing: Communication may be used to announce organizational changes and to provide stakeholders with information about the nature, timing, and significance of the change. • Participation: Change agents may create communication processes that actively involve lower-level employees in the planning and implementation of change initiatives or may construct communication processes that emphasize the role of upper-level management and limit...
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...http://www.authenticityconsulting.com Requirements for Successful Organizational Change Cummings and Worley (Organization Development and Change, 1995) describe a comprehensive, five-phase, general process for managing change, including: 1) motivating change, 2) creating vision, 3) developing political support, 4) managing the transition and 5) sustaining momentum. That process seems suitable for organizing and describing general guidelines about managing change. Whatever model you choose to use when guiding organizational change, that model should include the priorities and areas of emphasis described in the following five phases of change. The collaborative consulting model described integrates highlights from all of the five phases. Motivating Change This phase includes creating a readiness for change in your client organization and developing approaches to overcome resistance to change. General guidelines for managing this phase include enlightening members of the organization about the need for change, expressing the current status of the organization and where it needs to be in the future, and developing realistic approaches about how change might be accomplished. Next, organization leaders need to recognize that people in the organization are likely to resist making major changes for a variety of reasons, including fear of the unknown, inadequacy to deal with the change and whether the change will result in an adverse effect on their jobs. People need to feel that their...
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...The Hard Side of Change Management by Harold L. Sirkin, Perry Keenan, and Alan Jackson Companies must pay as much attention to the hard side of change management as they do to the soft aspects. By rigorously focusing on four critical elements, they can stack the odds in favor of success. When French novelist Jean-Baptiste Alphonse Karr wrote “Plus ça change, plus c’est la même chose,” he could have been penning an epigram about change management. For over three decades, academics, managers, and consultants, realizing that transforming organizations is difficult, have dissected the subject. They’ve sung the praises of leaders who communicate vision and walk the talk in order to make change efforts succeed. They’ve sanctified the importance of changing organizational culture and employees’ attitudes. They’ve teased out the tensions between top-down transformation efforts and participatory approaches to change. And they’ve exhorted companies to launch campaigns that appeal to people’s hearts and minds. Still, studies show that in most organizations, two out of three transformation initiatives fail. The more things change, the more they stay the same. Managing change is tough, but part of the problem is that there is little agreement on what factors most influence transformation initiatives. Ask five executives to name the one factor critical for the success of these programs, and you’ll probably get five different answers. That’s because each manager looks at an initiative...
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