... 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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...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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...MANAGEMENT OF CHANGE INTRODUCTION It is said that the only constant thing in life is change. This means that change is to be expected in all aspects of life yet most people find it difficult to adapt to change. Change is so fundamental to all things in the world that it is the most important obstacle to overcome in a game of survival of the fittest. It is constant for all times. Those who adapt to change evolve and become better like the butterfly while those who resist become extinct like the dinosaur. Bill Gates, the founder of Microsoft, believes that people who are reactive and let change overwhelm them or pass them by will perceive change negatively. But those who are proactive seek to understand change and embrace it; the idea of something new is positive, exciting and uplifting. Organisations that have realized the inevitability of change have accepted the onerous tasks of managing it. This unchallengeable fact may have been the reason behind the craving by many to understand change, as a phenomenon from wider and deeper perspectives. Consequently, this perhaps, has attracted to the field of management, a flood of change theories and practices. Peter Drucker defined Management as a multipurpose organ that manages a business, managers, workers and work, while Peterson and Plowman defined Management as the process by which purpose and objectives of a particular human group are determined, clarified and effectuated. According to Harold Koontz, "Management is the art...
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...is change management? Creasey (2007) noted that change management is the skill of managing the people-side, so that the company can achieve its business outcomes. Any change should take into consideration two things: the technical side and the people side. Change management provides a competitive advantage if the company implements the change process in an effective way which will allow the company to meet the market requirement. If we want to help people to able accept change, there are three goals that should be explained to the employee: the thinking and understanding, the emotional and motivational, and finally the behavioural part. Change management is about making people think, feel and behave. Once the change management is achieved, people will be engaged in the change process and work collectively towards common aims. Why to use change management? As human beings, we fear change. We fear embarrassing situations because we don’t accept to be influenced by others in our life style. Change can cause employees sometimes to react in an inappropriate way. Therefore, the unknown for employees could be scary in a way that can lead them to give up some of their priorities (Glenner, 2013.) We need change management to uncover that unknown. We have to move forward in order to overcome any obstacles that we will face. People resist change because they are afraid if that will take or prevent them from their comfort zone or they may not find stability anymore. Change may...
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...Restructuring and change management Toolkit for PSA organisers and delegates April 2009 To contribute resources or suggested changes contact the PSA Policy Team Restructuring and change management Toolkit for organisers and delegates This kit contains information and resources to help PSA organisers and delegates plan and organise around change. The first section of the kit provides guidance on the PSA approach to change and how we organise our activity. The second section brings together support materials to be used by organisers and delegates. Contents Our approach to change Planning our activity Sharing information Legal issues Collective agreement change clauses Members with grandparented terms and conditions Pregnant members and members on parental leave Redundancy tax credits 4 5 6 6 6 7 8 8 Support materials Organising checklist Flowchart of standard change process – consultation phase Flowchart of standard change process – implementation phase Advice from the legal team Examples of collective agreement change clauses Brief guidance on value for money and expenditure reviews Information sheet for members and delegates – role of the union in change processes Communications plan template Post-change de-brief sheet Submission tips and template for members Short change management development module Example of an additional engagement protocol 11 12 13 14 19 25 26 28 29 30 32 30 3 Our approach to change Change is a feature of modern organisations...
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...Change Management Concept Paper Submitted to Northcentral University Graduate Faculty of the School of XXXXXXXXXXX in Partial Fulfillment of the Requirements for the Degree of DOCTOR OF BUSINESS MANAGEMENT by KIM S JOHNSON Prescott Valley, Arizona October 2012 Table of Contents [Note: this is a non-inclusive sample and will vary depending on your subheadings] Introduction………………………………………………………………………………..1 Statement of the Problem………………………………………………………….1 Purpose of the Study………………………………………………………………1 Brief Review of the Literature…………………………………………………………….2 Research Method………………………………………………………………………….3 Appendix: Annotated Bibliography……………………………………………………….6 Introduction [One of the most serious tests associations meet today is managing change. Since steady changes facing some amount of modification and development can and must transpire continuously. Every employee, organization, and position is manipulated by of variables that influence the accomplishment of each sole change attempt. Some workers seem to search for an out and encourage change and next can successfully amend and develop their job presentation as quickly as the change occasion is determined or the change demand is made. Others may be unwilling and may require time and teaching to become prepared to carry and successfully contribute in the recommended changes. Some, nevertheless, may decide not to contribute and may essentially prevent the association's best presentation because...
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...Change Management in Action Planning and implementing change in healthcare: a practical guide for managers and clinicians Nadia Gittins and Simon Standish HLSP Institute Why What hat If W How September 2010 Who About tHiS bookLet contentS This booklet is aimed at senior clinicians and healthcare managers who would like help in thinking through, planning and then implementing changes to their healthcare services locally. It provides practical assistance in a way that assumes no prior theoretical background to what is often called ‘change management’. Introduction The Why of change The What of change 3 5 8 10 14 16 17 the booklet is based on HLsP’s experience in supporting individuals and organisations in several countries including nigeria and Russia. Most recently, HLsP designed a successful change management programme conducted for over 400 Iraqi clinicians, administrators and policy makers during 2007-2009. the aim of this programme was to assist participants to become Agents of Change in re-establishing their healthcare system1. there is a wealth of tools and techniques to help with planning and achieving change. Based on HLsP’s experience, the team refined the approach and focused on the tools that really help clinicians to formulate, sell and negotiate their vision of change, and then to plan for successful implementation. the tools presented in this booklet are the ones that clinicians and managers participating in change management programmes...
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...Adminstration MBA Programme fall 2009-2010 Change in Management The Challenge of Working Effectively Across Organizational and International Boundaries in introducing modernizations Presented to: Dr. Ahmad Seleim Presented by: Roula Jannoun Date: January 20th 2010 Pages: (21) Including Cover |Contents |Page | |Contents | | |Introduction | | |Overview of Municipal Assistance | | |Theoretical Back Ground | | |Prototype of implementing assistant for management change and reform | | |Saida Municipality: | | |Changing Management process and procedural ...
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...Maurice Vennemans Change Management Individual Assignment S1193937 * Table of Contents 1 Introduction 3 2 How do companies work? 4 3 Models of approaches to organizational change 6 3.1 Lewin: three-step model 6 3.2 Bullock and Batten: planned change 6 3.3 Beckhard and Harris: change formula 7 3.4 Nadler and Tushman: congruence model 7 3.5 Conclusion 8 4 Social Entrepreneurship 9 4.1 The full presence model 9 4.2 Leadership, Change & Mindset 10 4.3 Senge: dispersed leadership 11 5 Resistance to change 12 5.1 Individual change 12 5.1.1 Interpolis and resistance to change at an individual level 13 5.2 Organizational change 13 5.2.1 Interpolis and resistance to change at an organizational level 15 6 Conclusion 16 7 References 17 Introduction In this paper I will focus on the impact of change on big companies. In particular companies who now have a capitalistic view on doing business and want to change this to a social entrepreneurial focus. During one of the guest lecturers that visited, Mr Engelsman made the following statement: “Only companies who have a full presence, mostly social entrepreneurial companies, will be able to survive over time. Other companies like Shell whose primary focus is making money will eventually fail, when we move to a more philanthropic system of doing business.” To see whether this statement was true or false I looked at several different areas of change to find out whether big...
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...knowledge , understanding and analysis of change and the management change situations. Demonstrate the ability to apply theory to practice using appropriate techniques of inquiry. Analyse and critically evaluate aspects of theory and practice under investigation. ▪ Effectively communicate an appropriate solution to a particular case under investigation. Deliverables This group assignment represents 35% of the total marks for this module. The assignment length should be 2,500 words. You should state the number of words used on the cover of the assignment. You may include diagrams or figures, reference and bibliography lists and any appendices without word penalty. The standard sliding scale of penalties for excess length will be imposed. The penalties will be as follows: |1 -10% excess |no penalty | |11-20% excess |3 marks reduction | |21-30% excess |6 marks reduction | |31-40% excess |9 marks reduction | Instructions Consider a change that has happened within an organisation. Taking it as a case study, consider how well the change was managed, and compare it with the taught models on how change should be ideally managed. Question 1 (30 marks) Explore the background to change affecting the current situation and the organisation...
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...Change is inevitable in all facets of life.• Change is a significant altera5on in the established pa8ern of expecta5on for good or bad, posi5ve or nega5ve. It is equally a process that involves the movement from a present state through a transi5onal state to a desired state (innova5on).• Change is a “state” or a “process” of being different from the former. Defini5ons: • Change Management: -‐ It is a set of processes that is employed to ensure that significant changes are implemented in an orderly, controlled and systema5c fashion to effect organiza5onal change • • Change Management Team: -‐ It is responsible for conduc5ng a strategic review of its respec5ve opera5ons and organiza5on to iden5fy func5ons, programs and project which can be scaled down, phased out or abolished, or those which need to be strengthened What is Organiza5onal Change? • An altera5on...
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...Rizvi’s talk on Change Management at ARL’s first HR Conference in Morgah Club, Rawalpindi on Feb 17, 2009 Change management A talk by Kamran Rizvi, Director, Navitus “There is no more delicate matter to take in hand, nor more dangerous to conduct, nor more doubtful in its success, than to be a leader in the introduction of changes. For he who innovates will have for enemies all those who are well off under the old order of things, and only lukewarm supporters in those who might be better off under the new.” N. Machiavelli “In times of change, learners inherit the Earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.” Eric Hoffer When embarking on any change effort, be prepared for some resistance that you will inevitably encounter. While this is true, the degree of turmoil and personal heartache can be minimized. Why invite lightening and thunder, when a light rain and cool winds is all you need to face! One of the ways by which you can reduce the drag and conserve energy in planning and executing change is to enlist supporters to the envisioned change early on. Creating a momentum and support for change by mobilizing key stakeholders is in essence very much like lobbying. This mostly happens behind the scenes, through phone conversations, one-on-one interactions and small group discussions over coffee, in informal settings. The effort is designed to get the main players on the same page about your planned change initiative....
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...MANAGEMENT OF CHANGE School of Business Kenyatta University – 43844 Nairobi TABLE CONTENT Page 1. Change Management ………………………….……….……….. 1 2. Leadership ………………………………………...……….……. 52 3. Inter Group Behavior and Conflict ……………….………….… 124 4. Power and Organizational Politics...……………….……….…… 161 Table and Figure Contents 1. Acronym Tropics Test …………….……………………………... 7 2. Self-esteem, Performance and Stress …………………………….. 16 3. Self-esteem, Performance and Change ……………………….….. 16 4. Stability Zones …………………..……………………………….. 18 5. The Coping Cycle ……………..…………………………………. 21 6. Quality Management …………………………………………….. 26 7. Forces of Change ………………………………………. ..……... 32 8. Kinds of Organizational Change …………………………....……. 37 9. Dealing with Resistance to Change ……….………….……..…… 41 10. Methods of Overcoming Resistance to Change …………………. 43 11. Comparison Between Leadership and Management …………….. 57 12. Three Leadership Patterns, their Location in the Organization and Their Skill Requirements ……………………………….…… 61 13. Hersy and Blanchard’s Situational Leadership Model: Defining Maturity and Four Leadership Styles…………….…..… 65 14. Relationships in the LPC Contingency Mode ……………………. 69 15. Casual Relationship for Supportive Leadership on Subordinate Effort ……………………………………………………………... 74 16. Casual Relationship of Effects of Directive Leadership Behaviour on Subordinate Effort ……………………………………………. 76 17. Path-Goal...
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...08 Fall 08 Fall 7012 Organizational Change Assignment Cover Sheet Change Leader Interview (NB: Fictional Corporation) By: Due: Word count: 1975 Contents Page Heading: Page Executive Summary ii 1.0 Introduction 1 2.0 Change Leader Roles 1 2.1 Description of Context 1 2.2 Description and Analysis of Change Roles Undertaken 2 3.0 Change Leader Effectiveness 3 3.1 Assessment of Competencies Demonstrated 3 3.2 Assessment of Change Leader Effectiveness 4 4.0 Lessons Learned from the Interview 5 4.1 What Has Been Learned 5 4.2 How This Can Be Applied To Future Work Situations 5 5.0 Conclusion 6 Reference List 7 Appendix A Details of Interviewee and Questions Asked 9 i Executive Summary: With the aim of analyzing the effectiveness of a chosen change leader, the following report presents the information gained through an interview conducted with Chris Smith, Area Manager at Pacific Bank. The report begins with outlining the recent transformational changes at Pacific Bank, and explains the roles Chris played when leading his team of 30 employees through these. Relevant literature is then analyzed to reveal that Chris effectively demonstrated the competencies of communication, self-awareness and authenticity, concern for others, vision, and involvement, all necessary to successfully lead transformational change. The report goes on to highlight an increasing...
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...Change Management Models MGMT310 - 1403B - 03 Conforming to change is an important part of a life of an organization. Without evolving along with the fast changing of our environment, an organization will diminish. When developing strategies for change, there are two possible change models that business leaders can use. Two change management models that can assist in keeping an organization alive are Kurt Lewin and John Kotter’s model for change. Psychologist Kurt Lewin developed a change management model that consisted of three steps. The three-stage processes are: unfreezing, changing, and freezing. In the unfreezing state, Lewin understood that people are afraid of change because they feel safe in their no changing environment, therefore, resist change. The unfreezing state is the stage of motivating people to want and understand that there is a need for change. The first stage helps followers “thaw” and become understanding through motivation (Prentice Hall, 2012). After the unfreezing stage, the changing stage is put into action. People begin to do things differently in this stage. They begin to see why and how the changes benefit them. Time and communication is an important part in the change environment because people need time to understand the changes and they need to be motivated in order to feel like they are a part of the change (Prentice Hall, 2012). When the changes are taken into consideration and are being embraced in the working environment, the company...
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