...Abstract We live and work in a world that is constantly changing which drives today’s organizations to embrace a philosophy of hiring people that can lead employees through change in order to survive. Companies are forever changing due to internal and external forces such as, new technologies, competition, new ideas, profitability expectations, new leadership, and employee turnover. Organizations expect leaders to be a catalyst for change, therefore, the leader cannot afford to stick his or her head in the sand whenever change is occurring and hope the situation will quietly pass them by. Learning to manage high-velocity change is one of the most important leadership skills for a person to master for themselves, their employees, and the organization. What Leaders Need To Know About Managing Change Many of the changes that occurred in the last 18 months were unpredictable, or at least unpredicted, like the crash of the housing market, the collapse of numerous home mortgage and lending institutions, the near meltdown of the big-three U. S. automakers, and the millions of unemployed workers. The implication of the unpredictable nature of change for organizations is clear: although in many cases they may not be able to anticipate change, they can always be fast adapters (Lawler, et al., 2006). In uncertain and rapidly changing environments, organizations are challenged to accomplish two often-conflicting objectives: performing well against a current set of environmental...
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...| CHANGE MANAGEMENT | CIP Project | | Submitted to : Mr. Adil Hassan | Submitted by: Raunika Rawat PGDMHR IMI, New Delhi | | | TABLE OF CONTENTS S. No. | Topic | Page No. | 1. | Defining Change Management | 3 | 2. | A brief history of Change Management | 3 | 3. | Why do Change Management? | 4 | 4. | Challenges for Change Management | 5 | 5. | ADKAR Model | 7 | 6. | Kotter’s 8 step change model | 8 | 7. | Lewin’s 3 stage model of change | 8 | 8. | The change curve | 9 | 9. | Framework for managing change | 11 | 10. | Transition and Transformation Activities | 17 | 11. | Project structure Delivery Side model | 18 | 12. | Pros and Cons of Change Management | 19 | 13. | Conclusion | 21 | ACKNOWLEDGEMENT I would like to use this opportunity to express my gratitude to everyone who supported me throughout the course of this CIP project. I am thankful for their aspiring guidance, invaluably constructive criticism and advice during the project work. I am sincerely grateful to them for sharing their truthful and illuminating views on a number of issues related to the project. I express my warm thanks to Mr. Adil Hassan for his support and guidance at Mercer. I would also like to thank my project external guide Ms. Mamta Mohapatra and Ms. Soni Aggarwal from International Management Institute and all the people who provided me with the facilities being required and conductive conditions...
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...Leading Change, Transition & Transformation A Guide for University Staff 1 Contents 1. Purpose of the ‘How To’ Guide………………………………………………….3 2. Who is the Guide For and Why Use it?.........................................................3 3. Understanding Organisational Change…………………………………….….3 • Introduction……………………………………………………………………4 • What is Change Management………………………………………………4 • • • • What are the differences between change and transition? What is transformation? Leading and managing change Why is organisational change difficult to accomplish? 4. Kotter’s Eight-Stage Process for Creating Major Change……………………7 5. Bridge’s Three Phases for Managing Transition ……………………………...9 6. The Project Management Approach to Change Projects…………………...11 7. Managing Performance During Times of Change……………………..….…19 8. Further Reading…………………………………………………………….……20 2 PURPOSE OF THE ‘HOW TO’ GUIDE The purpose of this guide and accompanying online resources is to provide University staff with an overview of ‘best practice’ change management methodologies, research, readings and guiding pro formas. This guide does not attempt to reproduce the many informative texts written on change management, transition and transformation. The follow-up reading is also strongly advised as it informs much of the change management and transition processes undertaken in the University of Adelaide. The guide identifies the differences between managing the process of change and leading people through...
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...achieve a high standard of excellence by building a well-trained and productive workforce while providing the best support to their customers. In addition, Sun System’s Inc values its employee’s and the service they provide. Through effective decision making and problem solving strategies, the corporation can develop an effective plan that can be readily accepted by the organization and its employee base. Although Sun Systems Inc. strives to maintain a productive and team oriented work environment, the corporation is faced with challenges directly related to the lack of acceptance and support of its employee base during the development and implementation of a new call management application and support process. In an effort to support the goals of the organization and in building a strong sound work environment free of conflict, problems such as emotional barriers, communication problems, negative perceptions, and a poorly managed work environment need to be identified and strategically resolved. The key to addressing the problems and resolving the employee concerns in an effort to arrive at a solution can be accomplished by the formulation and implementation of effective problem solving and decision making techniques. The objective is to reach an amicable solution in which both the employee and corporation will be satisfied. The three primary problem solving tools and techniques utilized in meeting the goals and resolving the core problems at Sun Systems...
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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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...managers about the recent merger with Environ Tech and the vital role management will play in ensuring the transition is a smooth one for everyone. I will explain the expectations for the management team and discuss how important it is managers lead by example so that other employees will follow the managers lead. The attitude of a manager has a huge effect on subordinates, and as managers it is important not to allow behaviors to hinder the performance of others and this is each supervisor will have to develop better strategies when working in an environment with diversity. The merger will generate a higher degree of diversity, which will allow others to build on their strengths and innovative abilities. InterCleans expansion into new markets affords the company to acquire more consumers. With more consumers come more markets shares that the company can draw from any competitors in the process. This is why it is vitally important for all managers to unify so this can be a successful venture. Embracing the merger will show others the positives making them want to join in and support the merger with renewed ideas. Productivity will be heightened with the new merger of the companies, therefore seeing an increase in revenue. First-level Managers are the backbone and driving force of the company. Managers will be asked to take on more responsibility as InterClean transitions services into the company. Training will be provided so the skills needed will be acquired as the line becomes...
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...Scout Mortgage 1 Running Head: Changes at Scout Mortgage Assignment 5: Changes at Scout Mortgage Scout Mortgage 2 Changes at Scout Mortgage Discuss the nature of change in the work environment of the 21st century: There are pressures for change and it can be difficult and takes time. “Despite the challenges, many organizations successfully make needed changes, but failure also is common. As a result, managing change has become a central focus of managers in most organizations. Most Organizations around the world have tried to change themselves-some more than once. Yet for every successful change, there is an equally prominent failure” (Hellriegel & Slocum, 2010, p.492). The text defined planned organizational change as a deliberate attempt by managers and employees to improve the functioning of teams, departments, division or entire organization in some important way (Cummings, T.G. and Worley, C.G. Organizational Development and Change, 8th ed. Mason, OH: Thomson/South-Western, 2008). One nature of change in the work environment is economic approach: creating change for the purpose of creating shareholder value. Everyone organization has financial incentives to motivate their employees to change their behaviors. Managers and Leaders look for way sets goals based on expectation on the financial market. Managerial guidelines are another form of change in the work environment. Managers who face changes need to think through the long-term consequences of using...
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...| How and why change models can facilitate change within organizations | | | | XXXXXX – 11XXXXXXX – Word Count: 1375HR388 - Human Resource Management & Organizational Change 21/1/15 | | How and why change models can facilitate change within organizations | | | | XXXXXX – 11XXXXXXX – Word Count: 1375HR388 - Human Resource Management & Organizational Change 21/1/15 | Contents 1. Introduction 2 2. Change models & their effectiveness to Human Resource Management and Organisational Change 3 2.1. Stage 1: Unfreeze 4 2.2. Stage 2: Transition 6 2.3. Stage 3: Refreeze 7 3. Conclusion & Recommendation 7 4. References 8 1. Introduction To begin with an in depth explanation and definition of organisational change, it a process that has been developed over the years in terms of discovering the best techniques to implement at different stages of a company’s life; an important issue that every firm must constantly adopt in order to maintain competitiveness and efficiency. As a result of the ongoing external changes in its environment, whether at the strategic or operational level, companies must act accordingly in response to changes in taste, a crisis or whether the change was triggered by a leader within the organisation with motives to improve efficiency (Moran and Brightman, 2001: 111; Burnes, 2004; Hayes 2014). Change models are used as a means of making the necessary changes to an organisation’s development as effective...
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...Best Practices for Negotiating with Key Suppliers Excerpted from the Vantage Partners study Negotiating and Managing Key Supplier Relationships: A Cross-Industry Study of 20 Best Practices by Jonathan Hughes and Mark Gordon Introduction Based on 15 years of working with clients in the sourcing and procurement arena, Vantage Partners identified twenty best practices for managing critical supplier relationships. These practices represent a reasonably comprehensive (though certainly not exhaustive) approach to maximizing value in important supplier relationships. While not a recipe for guaranteed success, these practices comprise a roadmap for systematically negotiating and managing key supplier relationships more effectively. Today’s sourcing and procurement professionals face a multitude of negotiation challenges: from internal negotiations with business units around sourcing strategies; to negotiating agreements with single and sole source suppliers; to ongoing negotiations over individual statements of work, change orders, issues of scope, and the like. This excerpt describes the four best practices related to negotiation and offers some practical ideals about how to implement them. About the study The study was based on data collected from sourcing and supply chain executives at more than 100 companies about relationship management practices with their key suppliers, across six fundamental areas: Evaluation and Selection Negotiation Post-Deal Relationship...
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...Leading Change Paper Name of Student Institution There are many models of change explaining how organizations bring successful changes in their business practices, organization structure and organization climate. My paper focuses on Kotter and Bridge's theories of change. Kotter's theory follows a proactive change process because it prepares companies to avoid any future problems or prepares a company for future opportunity (Kotter, 2012). An example can be when a manager for the clothing industry prepares in advance for an increased supply of clothes for warmth to cater for the winter season . He prepares for the change in advance expecting to make more sale when winter season arrives. Bridge's theory follows a reactive change process because the organization brings changes to its practices after the problem has occurred or an opportunity to a company has risen (Bridges, 2009). In the above example if the company was to use Bridges theory, the manager in the clothing industry will increase his stocks after his customers have missed the large supply of cloths they needed. He will increase the supply after he has experienced shortage. Another difference is that bridge's model provides that change takes place in the organization whereas transition is something that is internal affecting their mind when faced with change. Kotter's theory features on what brings a successful change to an organization. Bridge's theory is an Individual change model...
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...Decision Making Communications Organizing American Intercontinental University Abstract The three main problems to be addressed in this hypothetical business scenario are outdated product lines, adversarial communication, and competition for internal resources. This document will provide a recommendation to address each issue, and identify steps that should be taken to implement change in the organization. In addition, the discussion will cover external factors that would impact the transition of the organizational structure. A good manager must understand the importance of organizational structure and design to effectively manage a business. What works well for one business, may not be appropriate for another. It important to choose the appropriate structure that fits the business. Organizational Structure is the formal arrangement of jobs within an organization (Management 2009). Organizational structure divides work into separate departments, and functions. In the process, roles and responsibilities are identified, and tasks assigned. Resources are allocated to support the tasks assigned, and tasks are executed, tracked and reported through the appropriate management chain of authority. When managers change or create an organizational structure, it is called organizational design (Management 2009). Organizational design involves making decisions about six key elements which are: work specialization, departmentalization, chain of command, span of control...
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...TITLE FACTORS CONTRIBUTING TO RESISTANCE TO CHANGE AMONG EMPLOYEES IN PERSPECTIVE OF ADMINISTRATION AND WORK AREAS IN HUMAN RESOURCE DEPARTMENT ACKNOWLEDGEMENT First of all, I would like to express my utmost gratitude to En. Osman Hassan, the Human Resource General Manager of Sabah Electricity Sdn Bhd, who has individually given his guidance throughout the practical training period. I would also like to express my appreciation to all lecturers and especially to my advisor, Miss Jacqueline Koh from the Faculty of Business Administration, Universiti Teknologi Mara Sabah and Universiti Teknologi Mara Shah Alam for their support and guidance in assisting me in this research. I would also like to express sincere appreciation to all staff of the Human Resource Department of Sabah Electricity Sdn. Bhd. for their time, guidance, tolerance and sharing knowledge while I was undergoing my practical training. Thank you for given me a chance to apply my theory knowledge to organizational practices. Last but not least, I would like to give appreciation for the inspiration and wisdom of many people that either directly or indirectly contributed to the completion of this research. Thank you. TABLE OF CONTENTS | |PAGE | |ACKNOWLEDGEMENT…………………………………………………….…… |ii | ...
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...Overview of Organization: The organization that I will be doing my project on is Rabit Resources LLC. Rabit is a publically held organization that is in the Upstream and Downstream segment of the Oil & Gas Industry. Rabit main processes are fractionation, wholesale and logistics. Rabit was formed in 2004 when it purchased two plants from Conoco Phillips. In late 2005 Rabit purchased the whole midstream division from Guilty Inc. With Rabit’s purchase of Guilty Midstream Services, Rabit went from a company with 150 employees to over 1500 employees overnight. With this they needed to create a cohesive environment for both of the employees, without having much turnover. During the whole process as Rabit met with the Guilty employees that were part of the sale, they had promised many things ranging from benefits, awards, employee relations and incentives. When the purchase was complete and the Guilty employees came over to Rabit it was realized that all of what Rabit’s management had said about the company and what they promised to do was inaccurate. Rabit’s management was not impressed with Guilty employees and treated them as if they had no clue what was going on. My career began at Guilty in 1999 and I was a part of the sale to Rabit. At Guilty I was in charge of the accounting for a few processing plants. When we moved to Rabit, our department became the Financial Accounting department which was in charge of the final product being produced...
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...How to Effectively Merge Employees Shane Santiff Shane.santiff@comcast.net GM 591 Leadership & Organization Behavior Hajar Sanders May 19, 2011 Overview of Organization: The organization that I will be doing my project on is Targa Resources LLC. Targa is a publically held organization that is in the Upstream and Downstream segment of the Oil & Gas Industry. Targa main processes are fractionation, wholesale and logistics. Targa was formed in 2004 when it purchased two plants from Conoco Phillips. In late 2005 Targa purchased the whole midstream division from Dynegy Inc. With Targa’s purchase of Dynegy Midstream Services, Targa went from a company with 150 employees to over 1500 employees overnight. With this they needed to create a cohesive environment for both of the employees, without having much turnover. During the whole process as Targa met with the Dynegy employees that were part of the sale, they had promised many things ranging from benefits, awards, employee relations and incentives. When the purchase was complete and the Dynegy employees came over to Targa it was realized that all of what Targa’s management had said about the company and what they promised to do was inaccurate. Targa’s management was not impressed with Dynegy employees and treated them as if they had no clue what was going on. My career began at Dynegy in 1999 and I was a part of the sale to Targa. At Dynegy I was in charge of the accounting for a...
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...Benjamin Lightner Instructor’s Name Andrea Doctor LDR 531 Organizational Leadership December 12, 2008 Change of Strategy The groundbreaking gene technology brought to market by Gene One will be used to eradicated disease in potatoes and tomatoes. This gene technology will eliminate the need for pesticides used by farmers when growing tomatoes and potatoes. This product helped facilitate the grow of Gene One from a $2 million dollar start-p to a $400 million dollar company in less than eight years. Gene One’s management notice the rising stock indices on Wall Street that indicated an interest increased interest in biotechnology. Based on the limited knowledge, the drive of key members of management and the board at Gene One the desire to go public within three years in hopes of raising additional capital for research and development. Management is of the opinion that by implementing and achieving there growth targets they will be able to establish the company as a viable , competitor in the biotechnology industry. There is also the hope that Gene One’s current leadership will be seen as capable of managing a successful pubic entity. Challenges for Gene One in this scenario include concerns about the experience level and leadership capabilities of the senior leadership team regarding IPOs and the communication plan that will be used to convey this new strategy to the employees Overall, the leadership team lacks the experience and, in some cases, the motivation...
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