...difficulties needed to change in Suffolk County Council. Nowadays, according to Doyle (2011), the competitive imperatives of market forces as well as the demands of customer have created the organizations that are less hierarchical as well as more flexible. During the change operation having the trend of paradigm shift, it is essential to make the relationship between management and leadership clear. As said by Caldwell (2003), executives as well as high level senior managers of the organisation are considered as change leaders. They are the people who imagines, initiate as well as funding for extensive strategic change or making the employees believe and empower them to operate. On the other hand, the middle level managers as well as functional experts are usually regarded as change managers because they perform the transition and build the assistance for change in the units of business as well as important functions. According to Kotter (1997), these two roles all have change to succeed in changing in spite of the difference between us because it requires a process having the leadership as well as assistance of management. The management plays an important role in supporting the change process to make it succeed, but in this essay, it is only concentrated on the role of leadership in an organization. In order to do this target, it is necessary to rely on eight general lessons of John Kotter advanced in his eight-step model saying that the most important of a planned change as well as the...
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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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...Change Management Organisations Change Management Strategy Report Organisations are highly specialized systems and people working within the organisations are generally cynical to change in the work environment as they don't want to get into uncharted territory. It is the natural tendency of human being to live in their comfort zone and no one likes to be comfortable being uncomfortable even for a short duration (during the change process). But, for organisations to survive and succeed in the current environment change is no longer optional. Organisations have to learn to love change to stay ahead of competition. * An overview of change management Definition - Change management is about moving from one state to another, specifically, from the problem state to the solved state (Jung, 2001). But, the organisational terminology for change management can be varied and ‘change' may be used under different terms. E.g. when a company talks about re-engineering, restructuring, promoting cultural transformation, or keeping pace with the industry, then it is talking about change. Lewin (1951) conceptualized that change can occur at three levels. * Change in the individuals who work in the organisation – that is their skills, values, attributes, and eventually behaviour. Leaders have to make sure that such individual behavioural change is always regarded as instrumental to organisational change. * Change in the organisational structures and systems – reward systems, reporting...
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...title Unit 3: Strategic Change Management Qualification BTEC – LEVEL 7 – Extended Diploma in Strategic Management & Leadership Start date 7th September 2015 End Date 28th September 2015 Assessor Pierre Arman Assignment Due Date Assignment title 25th Oct 2015 Understanding the need for and aspects of Strategic Change Management The purpose of this assignment is to provide learners with understanding and skills to assess the need for strategic change in organizations and how to empower them to take engagement actively in the process of strategic change management. Scenario It is the realities of today, change is imperative for a healthy and sustainable success of today’s organizations. To this end, every organization undergoes a change process so as to compete with the changing market circumstances. You are required to identify the need for change in any department or area in your chosen organization and you have to state why there is a need for change and how will you plan and implement it effectively. Task 1 Understand the background to organisational strategic change 1.1 Discuss models of strategic change and their differences (AC 1.1). 1.2 Evaluate the relevance of models of strategic change to your chosen organisations in the current Economy (as of the current situation which is the best suitable model) (AC 1.2). 1.3 Assess the value of using strategic intervention techniques in your chosen organisations (AC 1.3). Task 2 Understanding...
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...analyse the strategic change management in Business Development Club. This club is intended to bridge the gap between management, policy-making departments and the various levels of employees who are not directly involved in management discussions. This report addresses about models of strategic change and then discuss relevance models of change in the current economy. Furthermore intervention techniques these key areas which mentioned sequentially. This report mentions about the need for strategic change in the Club and also describes the factor which one driving for change. Furthermore, explains the resources implications which one not responding to the change. In addition, Moreover discuss about stakeholder strategy, the system to involve stakeholders in the planning of change and then evaluation. Finally, develop appropriate model for this change programme and plan the implementation of a model for change and look at the measures to monitor the progress of this change. Strategic Change Management A process involves developing an innovative vision for where the company needs to be, and then developing an equally innovative path for achieving the goals. This is a systematic approach to dealing with change both from perspectives of an organisation and on the individual level. Change management can be defined by three main components: adapting to change, handling the change and effectively putting forth that change. To effectively put...
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...Literature Review 2 2.1 Definition of Change Management 2 2.2 Need for Change 2 2.3 Barriers to Effective Change 3 2.4 Models of Change 4 2.5 Organisational Metaphors 6 3.0 Recommendations 7 4.0 Conclusion 9 5.0 References 10 6.0 Appendices 11 6.1 Appendix One – Comparison of Change Models 11 6.2 Appendix Two - Archetypical Metaphors for Organisations 1 1.0 Introduction The purpose of this report will be to critically review a contemporary management practice topic of change management within the case study of the organisation in order to identify the key strengths and weaknesses of the organisation and make appropriate leadership and management recommendations for improvement in this management practice. The topic under investigation in this report is change management. All organisations experience change constantly. For the case study organisation there has been some planned changes made such as the hand held work devices and electronic vehicle tracking devices to improve efficiency. However the organisation needs to implement change in the future due to change in legislation, regulations and customer service targets. 2.0 Literature Review 2.1 Definition of Change Management ‘to move an organisation from its present point to a different one which is more desirable in meeting its objectives.’ (Hannagan, 1998:31) ‘a continuous, open-ended and unpredictable process of aligning and re-aligning an organisation to its changing environment.’ (Burnes...
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...The TQM Magazine Emerald Article: A new framework for managing change J.S. Oakland, S.J. Tanner Article information: To cite this document: J.S. Oakland, S.J. Tanner, (2007),"A new framework for managing change", The TQM Magazine, Vol. 19 Iss: 6 pp. 572 - 589 Permanent link to this document: http://dx.doi.org/10.1108/09544780710828421 Downloaded on: 16-08-2012 References: This document contains references to 20 other documents Citations: This document has been cited by 10 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 12014 times since 2007. * Users who downloaded this Article also downloaded: * François Des Rosiers, Jean Dubé, Marius Thériault, (2011),"Do peer effects shape property values?", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 510 - 528 http://dx.doi.org/10.1108/14635781111150376 Hui Chen, Miguel Baptista Nunes, Lihong Zhou, Guo Chao Peng, (2011),"Expanding the concept of requirements traceability: The role of electronic records management in gathering evidence of crucial communications and negotiations", Aslib Proceedings, Vol. 63 Iss: 2 pp. 168 - 187 http://dx.doi.org/10.1108/00012531111135646 Charles Inskip, Andy MacFarlane, Pauline Rafferty, (2010),"Organising music for movies", Aslib Proceedings, Vol. 62 Iss: 4 pp. 489 - 501 http://dx.doi.org/10.1108/00012531011074726 Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF MANCHESTER For Authors:...
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...Managing Change Initiatives: Fantasy or Reality? The Case of Public Sector Organisations Ebrahim Soltani University of Kent Business School, Canterbury, UK Pei-chun Lai University of Strathclyde Business School, Glasgow, UK Abstract It is becoming a commonplace statement that change initiative programmes are key tools to organisational long-term success. To this end, the last two decades have witnessed a surge of interest in the take-up of various change initiative programmes. Organisational change initiatives, we are told by many commentators, can maximise shareholder value (i.e. economic value theory) and develop organisational capabilities (i.e. organisational capability theory). Specifically, in recent years, as companies have been confronted by the conditions of heightened competition, globalisation, advancements in communications and information technologies, economic recession and simultaneously search for excellence, so the desire to take up change initiatives has interested the majority of leading organisations. At the same time, however, the analysis of the prospects for the majority of change management tools reveals so many deep-seated barriers to change with the consequence of little success in practice. This paper explores this apparent contradiction, arguing that, despite a heightened interest in the take-up of change initiatives, very few change programmes produce an improvement in bottom-line, exceed the company’s cost of capital, or even improve service...
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...changing business environment, organisations feel the need to look for quick change options, even if it means not giving proper consideration for the possible ramifications. Change theory argues that change must be considered and planned carefully. However, in this fast-paced business world, the complexities of change are sometimes overlooked in order to implement change quickly, especially in reactive circumstances, which leads to simplistic solutions and the search for one right way to change management. When possible though, change should be considered carefully so it does not act against an organisation’s strategic goals. This essay will firstly discuss the one right way to change and how no change theory is all encompassing, even though many models of change prescribe that it is the definitive change solution. The essay will look at environmental impacts that influence change. The punctuated equilibrium model and emergent change model suggest that the current business environment is volatile and unpredictable, which make planned change hard to achieve every time, especially when change is reactive. This essay will also discuss of the role of a change agent in organisations and whether using internal or consultant change agents affect the change process. On the surface, the one right way to change is unrealistic and potentially goes against the best interests of the organisation. Burnes (1996) argues that theory not only prescribes what an organisation should do, but also denies...
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...THE CHANGE PROCESS Introduction: Iware Logic Solutions ℗Ltd is an IT Solutions firm and consultancy service provider. Iware offers world-class IT services to Commercial and Government sector clients. The firm has a group of clients that includes Small, Medium and Large Scale Industries. The establishment is located in Bangalore, a prominent city in the southern part of India. Change; be it bigger or smaller is a response to the internal and external environment of an organisation. Resilient organizations are repeatedly connected and quick to react to the situations they inhabit in the world of busyness. Managing the change process starts from identifying the necessity to change, designing the change and walking the organisational people through the process since organizations never change but people do. 1.1 - Determine the organisation’s position in the sector and market within which it operates Iware operates in IT sector and the competition is always increasing. The growing competition is challenging the sustainability of the firm and affecting the profitability. The company has to be careful in every contract to achieve the objectives since it is in the beginning stage. The organisation had faced issues with the decreasing number of clients and customers due to the challenges and competition in the market. The firm follows a centralized method of decision-making and control where decisions are made strictly at the top management. The management found...
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...(1.0) Introduction. Managing organisational change one believes is like running a household. There is going to be the members of the family who will resist the change and those who will embrace the change. It is said that managing organisational change involves processes and tools for managing the people within the organisational. It was necessary for Corus to have change management employed as there was the need for becoming more competitive and to reduce or even close the gaps between European competitors and themselves. This deemed to be the main reason behind Corus’s change. However, as you read along one goes in to more debt on organisational change and managing organisational change. (2.1) Why organisations change? When it comes to organizational change there are two main categories by which change transpire. These are internal reasons for change and external reasons for change. (1.1.1) Internal reasons for change. Internal triggers can often be seen as changes in response to influences in the organization’s environment. Table (1) Showing Internal Triggers of Change. Formation or disbandment of a labour union inside the company | Appointment of a new CEO or other top executive | Changing the administrative structures | Job redesign affecting many employees | Factory redesign or office layout | New IT equipment | New marketing strategy | Outsourcing | Layoffs | More resources to research and development department | ...
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...Leading for Change Change Presentation 1. Is the need for change at Unitel a consequence of internally or externally driven factors? Explain your answer! Unitel’s need for change was driven by an external driven factor. An external driven factor is an outside influence that forces an organisation to adapt to the changing markets (new technology), population and economic situation, pushing the organisation to change and adapt to a new environment. It is evident that Unitel was formerly owned by the government but was later privatised in the early 1990s. When a company becomes privatised, this is categorized as an external factor because it goes beyond the control of the company. Significant changes in the external environment could include lowering trade tariffs or changes in government ownership policies, as a result of the change, the telecommunication company had experienced an ‘increased competition from foreign and local competitors’ and the ‘telecommunications industry has seen considerable innovation in terms of both products and services in recent years’. Senior management commented that Unitel needs to improve their culture to maintain its profits in the changing market. In order to improve their corporate culture, Unitel implemented a new corporate strategy, Vision 2020. Vision 2020 was developed by an ‘external management consulting firm’ which aimed maintain its name and profits by seeking excellence in their products, customer service, product delivery...
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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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...Why is change management important? A business case for developing an approach to managing change within organisations www.maventraining.co.uk І 020 7089 6161 © Maven Training Ltd 2012 Summary • This presentation has been written for anyone who is trying to persuade their colleagues that applying a structured approach to change management is a good thing! • I have provided a couple of my favourite quotes about the importance of change, as sometimes the views of others can be more persuasive than your own reasoning. • I have outlined the benefits and costs of having a change management framework which has done some of the thinking for those of you who have to put together a business case for investing in change management skills. © Maven Training Ltd 2012 www.maventraining.co.uk І 020 7089 6161 Have a structure to allow change… “It’s such a volatile world that the first resolution for any business leader coming into 2012 must be to become change friendly. I can’t think of any sector that could not change massively within the next year. So before you even start thinking about what those changes might be, you must ensure that you as an individual and your company as a whole is open to change and has the structure in place to allow it.” William Higham, founder of future trends consultancy The Next Big Thing, quoted in Director Magazine, January 2012 © Maven Training Ltd 2012 www.maventraining.co.uk І 020 7089 6161 Become a change leader… But unless an organisation...
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...Implementing an Effective Change Management Strategy Neryl east PublIshed by IN assocIatIoN wIth Implementing an Effective Change Management Strategy is published by ark Group UK/EUROPE OFFICE ark conferences ltd Paulton house 8 shepherdess walk london N1 7lb united Kingdom tel +44 (0)207 549 2500 Fax +44 (0)20 7324 2373 publishing@ark-group.com NORTH AMERICA OFFICE ark Group Inc 4408 N. rockwood drive suite 150 Peoria Il 61614 united states tel +1 309 495 2853 Fax +1 309 495 2858 publishingna@ark-group.com ASIA/PACIFIC OFFICE ark Group australia Pty ltd Main level 83 walker street North sydney Nsw 2060 australia tel +61 1300 550 662 Fax +61 1300 550 663 aga@arkgroupasia.com editor evie serventi eserventi@ark-group.com head of content anna shaw ashaw@ark-group.com Managing director Jennifer Guy jguy@ark-group.com uK/europe marketing enquiries robyn Macé rmace@ark-group.com us marketing enquiries daniel smallwood dsmallwood@ark-group.com asia/Pacific marketing enquiries steve oesterreich aga@arkgroupasia.com IsbN: 978-1-907787-85-0 (hard copy) 978-1-907787-86-7 (PdF) copyright the copyright of all material appearing within this publication is reserved by the author and ark conferences 2011. It may not be reproduced, duplicated or copied by any means without the prior written consent of the publisher. arK1741 Implementing an Effective Change Management Strategy Neryl east PublIshed by IN assocIatIoN wIth Contents Executive summary...
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