...Organizational Readiness for Change: A Case Study on Change Readiness in a Manufacturing Company in Indonesia Managing Partner, The Jakarta Consulting Group Faculty of Economics, Tarumanagara University, Jakarta, Indonesia. Alfonsus B. Susanto ABSTRACT In today’s environment, changes are compulsory for an organization in order to survive and stay competitive. Although, planned change is intended to make the organization more effective and efficient, resistance from members of the organization are expected as they foresee potential threats that can affect their future. Therefore, readiness for change from the members of the organization is a critical factor in successful change implementation. This paper discusses the aspects of organizational readiness for change which consist of perception toward change efforts, vision for change, mutual trust and respect, change initiatives, management support, acceptance, and how the organization manage the change process. This paper is also supported by a case study from a manufacturing company in Indonesia Keywords: change readiness, perception toward change efforts, vision for change, mutual trust and respect, change initiatives, management support, acceptance, managing change. INTRODUCTION Because of increasingly dynamic environments, organizations are continually confronted with the need to implement changes in strategy, structure, process, and culture. Many factors contribute to the effectiveness with which such organizational changes are...
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...Transformational change in organisations: a self-regulation approach Transformational change in organisations 143 Purpose – The purpose of the present paper is to advance a testable model, rooted on well-established control and self-regulation theory principles, explaining the causal links between change-related sensemaking, interpretation, readiness and subsequent behavioural action. Design/methodology/approach – Following a review of the two motivation theories and clarification of change-related sensemaking, interpretation, and readiness concepts, the paper proposes a series of research propositions (illustrated by a conceptual model) clarifying how these concepts interact with self-regulating mechanisms. In addition, the feedback model exemplifies how cognitive processes triggered by new knowledge structures relate to behavioural action. Findings – The model expands upon other existing frameworks by allowing the examination of multi-level factors that account for, and moderate causal links between, change-related sensemaking, interpretation, readiness, and behavioural action. Suggestions for future research and guidelines for practice are outlined. Practical implications – The variables and processes depicted in the model provide guidelines for change management in organisations, both for individuals and for groups. By eliciting important self-regulating functions, change agents will likely facilitate sensemaking processes, positive interpretations of change, change readiness, and...
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...Literature Review Introduction Through the inter-connection between change management, knowledge management and people management, the author believes you can look at, assess, and analyse organisational readiness and responsiveness to change. This will done through the narrative cyclical approach (FIGURE XX). All of this works together to answer the research question of, “Is there a framework/s that can be used to help organisations increase organisational readiness and responsiveness to change”. Organisational readiness and organisational responsiveness are addressed throughout this literature review. The determinants and impediments of change in each branch of change management have been considered and addressed. Some elements fall outside the scope of the literature review and research. The literature review is structured in such a way that echoes this integration as illustrated in the following diagram (Figure XX). Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change. Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change. People Management Leadership Organisational Context. Culture. Organisational Learning. Knowledge Management. Change Management. Change Management Change Management is neither an art nor a science; it is an individual process relying solely on the organisation, individuals within the organisation (employees)...
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...Army Reserve Training and Readiness Sergeant Major Kenneth Fenstermacher United States Army Sergeants Major Academy Class 63 Ms. Evelyn Hollis 20 November 2012 Abstract Never in our Nation’s history has the United States Army Reserve been more essential to the United States Regular Army. The United States Army Reserve has evolved into a fundamental part of the total force with modernized deployable forces and Citizen-Soldiers that exemplify the warrior mindset, culture, and ethos. Increasing demand for Army Reserve capabilities has introduced a new benchmark of dependence on the Army Reserve. The Army Reserve has become a critical part of our national security architecture and a positive investment for our nation. Transforming the Army Reserve from how the organization operated prior to 2001 to a solid contributor for unified land operations is remarkable. Senior leaders of the Army Reserve recognized the need for transformation in order to support the changing roles of a reserve force for the Active Component commanders. Supported by patriotic employers, resilient families, and caring communities, Army Reserve Soldiers are “Twice the Citizen.” Army Reserve Training and Readiness The United States Army Reserve has served our nation since 23 April 1908 as the Federal Reserve force of the United States Army. Peacetime Army Reserve leaders implemented a wartime trace for the first time in 1980. CAPSTONE professed to align every Army Reserve enabler with the active...
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...Changing someone’s behavior is all about changing their self concept and making them believe that they can change. Readiness for change is a key power and success of drug addicts to remain drug free and prevent relapse. Armenakis et al. (1993, p. 682) defined readiness as the “cognitive precursor to the behaviour of either resistance to, or support for, a change effort.” Readiness is “a mindset that exists among employees during the implementation of organizational changes. It comprises beliefs, attitudes and intentions of change target members regarding the need for and capability of implementing organizational change” (Armenakis and Fredenberger, 1997, p. 144). The concept of readiness is interesting because employees’ reactions to change...
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...Implementing Strategy: Change Agenda and Starting Conditions Implementing Strategic Change * Managers face many challenge and choices, a common obstacle being that the people in the organization may not be ready * Start the change program by looking for small changes that will have a positive impact * To demonstrate that changing the norm may be beneficial * However, it may be in your best interests to tackle the big, more difficult issues immediately * Questions needed to be asked: * Who should lead the change process? * How should it be led? * What management style should be used? Change Agenda * A first step in developing a change plan, collect the change needs identified in your Diamond-E analysis to prepare a change agenda * Take the needs that have emerged from your analysis and separate those that will require behavioral change and also list the changes that will bring about those behavioral changes * Behavioral changes are the most difficult to achieve and this difficulty is underestimated Analysis of Starting Conditions * First of the three categories of starting conditions is the urgency for action, organizational readiness, and personal readiness * Urgency for Action: The Crisis Curve * Pressure to implement the changed that you have in mind * The crisis curve identifies three categories of urgency ranging from the relatively low pressure of anticipatory change to the absolutely...
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... 2. The amount of socio-emotional support (relationship behavior) a leader provides 3. The readiness level that followers exhibit in performing a specific task, function, or objective (Paul Hersey, 2001, p. 172). Follower readiness can be defined as the combined level of ability and willingness of a follower to accomplish a certain task (Paul Hersey, 2001, p. 175). Readiness is not dependent on personal characteristics such as age, values or traits. It is rather related to specific tasks or situations that the leader is looking to accomplish. People can be more or less ready to perform a specific task. Therefore, the leader has to change his leadership style in order to have the maximum effectiveness in leadership based on the level of readiness exhibited by the followers, in other words, the follower readiness determines the appropriate leader behavior. There are 4 levels of follower readiness: 1. Readiness level 1 (R1) where the follower is unable and unwilling or unable and insecure (lacks confidence). Followers at this level exhibit lateness in completing tasks, frustration, confusion and fear of failure. 2. Readiness level 2 (R2) where the follower is unable but willing or unable but confident. Followers at this level lack ability to perform a task but they show motivation and confidence if they receive support from the leader. 3. Readiness level 3 (R3) where the follower is able but unwilling or able but insecure. Followers at this level...
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...Organizational Change Plan - Part 1 Lynn Clark Creating Change within Organizations HCS/587 Debra Kent May 06, 2012 Organizational Change Plan - Part 1 Within any organization change occurs on a daily basis. Staff understanding the need for these changes is essential to the success of the change. Changing from paper to paperless patient check-in has become necessary at the Northwest Primary Care Clinic. Patient satisfaction has promoted this change. Having patients checked in and ready to see their providers at their scheduled appointment time has become high priority. Discussed here will be the need for the change, individual and organizational barriers to the change, factors that may influence the change, factors influencing organizational readiness, the theoretical model used, and the internal and external resources available for support of change. Need for the Proposed Change Having patients checked in and ready to see their providers at the scheduled appointment time not only allows providers the time they need to assess and care for the patient, but also leads to increased patient satisfaction (Anderson, Camacho, & Balkrishnan, 2007). Patients expect that once they have gone through the check in process they will be triaged, and see the provider at their scheduled time. If the patient is left in the waiting area for an extended period he may become upset, and believes that his needs are not important to the staff or provider. Patient satisfaction...
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...Readiness for Change With an ever-increasing population and the rising cost of medical care, the healthcare industry is in need of innovated ways to provide quality health care while containing cost. Technological advances offer one-such solution to cost containment, though, adoption of Information Technology (IT) in the health care industry remains low despite overwhelming evidence that the use of electronic medical records (EMR) has improved staff efficiency, increased preventative care measures, and decreased medical errors thus lowering healthcare cost (Childs, 2009). Even in an environment that is rich with evidence-based innovations, diffusion of successful electronic medical records remains a problem in the healthcare industry. This paper will explore the implementation of transitioning to an EMR in a specific facility. Implementation of an Electronic Medical Record The change initiative in this scenario is implementation of an EMR. In 2004, the Office of the National Coordinator for Health Information Technology was developed as a part of the Department of Health and Human Services. In 2009, the American Recovery and Reinvestment Act was signed into law, the goal of this act was to create new jobs and spur economic activity and invest in long-term growth (U.S. Government, 2012). The Act had a plan to achieve goals by providing $787 billion that would offer tax cuts and benefits for many working families, fund entitlement programs, such as unemployment benefits, and...
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...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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...Intercultural Management: Change implementation in the context of national culture Prof. Taina Savolainen School of Business, Management and Leadership, University of Joensuu, Finland taina.savolainen@joensuu.fi ABSTRACT This keynote address considers change implementation in the globalizing business environment in the context of culture. Organizations seek ways to cope with new situations in order to survive and be competitive. The primary strategic challenge in multicultural change processes is managing and implementing change successfully. The paper discusses the means of creating readiness for change and challenges they present to intercultural management. Keywords: Change, coping, culture, intercultural, implementation, middle management, readiness 1.0 Introduction Sustaining competitiveness force business organizations to adapt major changes and seek strategies that may be realized in varying, different cultural environments. This presents challenges to multicultural management, in general, and change implementation processes, specifically. Change implementation does no more concern organizational culture only. It is also dependent on understanding different national cultures and having behavioural skills accordingly. Organizations face, thus, constant challenge of change in management (Ascari, Rock & Dutta, 1995). Economic and social forces create a necessity for internal changes in organizations. Globalizing marketplace and fast technological changes force organizations...
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...Focus Paper – Unit 1 Assessing My Personal Leadership Readiness GB600-04N Leadership Strategies for a Changing World September 2015 Professor Dr. James Wood Assessing My Personal Leadership Readiness Introduction When I hear the word "leadership", the first thing that come to mind are the mighty men and women who have held or hold several grand titles and positions such an Executive or CEO of a company, a business owner, The Queen of England, and The President of the United States of America to name a few. Many people feel that to be a leader means that you must have a title that fits the description, but this isn't exactly true as homemakers, teachers, and counsels, etc. are also leaders as well. It’s not all about the titles, money or popularity, but real leadership has the power to change the reality of our world to be able to open someone’s mind to the possibilities of what can be. This paper will attempt to analyze and answer what makes a leader and what makes a leader ready to lead and be in leadership, while assessing my own leadership skills and personal leadership readiness. Researching Leadership According to our text Dubrin (2013) defines leadership as "the ability to inspire confidence and support among the people who are needed to achieve organizational goals" (p. 2). Best (2010) states that “the requirements for leadership are multi-faceted due to the complex and ever evolving demands that are placed upon individuals who hold leadership...
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...Proposed Community Teaching The Green Group assessed the community of Sandwich, Massachusetts. During the assessment, we found that there was a high incidence of alcohol consumption. The Cape and Island residents rank below state and national averages in binge drinking, but above those averages in heavy drinking (Sustain Cape Cod). We have decided to do the teaching plan on decreasing alcohol consumption to help reduce the future risk of alcoholism throughout the community. Planning Before Teaching During the Planning phase, the group decided that we would rent the Sandwich Community Center for a presentation from 2-4p.m. • Who is invited? • Town Board members and Chamber of Commerce • Local fire and police departments • Nurses and physicians from the local health department • Members of Mothers Against Drunk Driving (MADD) • Nurses and physicians from Gosnald on Cape Cod (the local alcohol and drug abuse treatment center) • Local physician offices, clinics and area business were also sent invitations • Any and all volunteers to help with the seminar • Middle school, high school students, and their teachers • Local church groups • The community and their families and friends • Alcoholics anonymous with speaker (s) We encouraged them to bring any information they thought would be helpful and to have a person who would like to speak. There will be separate booths set-up from each agency or office. RSVP requested for speaking and attendance so that we will...
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...Acknowledgements This report would not have been possible without the support of two research assistants, Caroline Scott and Karin Barty. We thank them for their enthusiasm for the project and the many hours they spent searching the literature. The Early Childhood Education Research Team would also like to acknowledge the parents, primary school teachers, school principals, early childhood professionals and other support staff who were willing to provide their views on what they considered to be a successful transition to school. A very special thank you to the kindergarten teachers who, at the time, were very busy writing Transition Learning and Development Statements yet somehow put time aside to answer our questions. Finally, we would like to acknowledge the support and colleagueship provided by the Department of Education and Early Childhood Development, especially Pippa Procter, Gina Suntesic and Karen Weston. This has been an interesting and stimulating project for us all. The Early Childhood Education Research Team Victoria University December, 2009 Table of Contents Acknowledgements Introduction • Background • Purpose Methodology • Literature Review • Participants • Data Collection • Victorian Early Years Learning & Development Framework (Victorian Framework) • Outcomes • Indicators • Measures • Tables Outcomes & Indicators of a Positive Start to School • For Children • For Families • For Educators • Table 1: Outcomes & indicators of a positive start to school...
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...Organizational Change Plan - Part I Deluxe Fernandez HCS 587- Creating Change Within Organizations January 26, 2015 Professor Thomas Sloan Organizational Change Plan - Part I Health care is subject to numerous changes at any given time along with the organizations and their employees. In today's climate, organizations have to be adaptive to changes as it is a requirement to survive, thrive, and succeed (Rafferty et al., 2013). One important aspect for success is to promote job satisfaction. "Job satisfaction is closely related to the performance and quality of work performed by an employee and, consequently, translates into the success of any organization" (Sypniewska, 2014, p. 57, para. 1). Having "lift teams" and equipments for lifting can improve nursing satisfaction. This paper will closely examine why there is a need to propose the "no lift policy". Barriers and influencing factors to change will also be discussed. The influencing factors for readiness will be explored. The theoretical model used for the proposed change will also be discussed. Finally, internal and external resources to support the change will be examined. The Need For The Proposed Change Bedside employees particularly nurses and nursing assistants have higher incidence of back injuries (Weinel, 2008). Such injuries are caused by manual lifting and repositioning patients. For example, in our organization's current ICU department, there are nine nurses on leave due to back or bodily injuries. Lack...
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