...How to Create an Effective Change Management Plan Prosci's Change Management Toolkit is one of the most comprehensive guides for managers, project teams and consultants involved in change management. The toolkit includes detailed planning templates, readiness assessments and guidelines for building executive sponsorship and managing resistance. Templates include communication plans, training plans, sponsor roadmaps, coaching plans and resistance management plans. Based on research with more than 700 companies, The Change Management Toolkit is a leader’s guide that contains templates and guidelines to help you effectively employ change management and write a complete and professional change management plan. Assessment tools and implementation guidelines will help you implement an effective change management strategy.The Change Management Toolkit enables you to: * Manage the people side of change, not just the business side. * Develop a change management strategy for your project. * Create a communication plan. * Actively manage resistance to change. | Toolkit elements: * Change management overview - what is change management, why is it important, what can I do to manage change effectively * Assessments - tools for evaluating your change and your organization's readiness for change * Templates - critical document templates for planning and executing change management - provided on CD-ROM * Theories and perspectives - a practical discussion of change principles...
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...How does change in management affects employee morale (confidence, drive, spirit)? As the world changes, many organization may create changes to their company structure in order to remain successful and look good amongst shareholders. These organizational changes may be beneficial for the company overall. However, it may affect the remaining employee’s morale. Some organizations changes such as layoffs, reduce work hours, a stagnate in benefits increases and rewards may result in management trying to figure out a way to motivate and gain employees trust and loyalty. Layoffs When an organization experiences a downturn in the economy, they may be force to perform employee layoffs. Organizations such as the Boeing Company announced in September 2001, that they will be cutting 10,000 jobs which is caused by the U.S. airlines to decrease operational capacity by about 20% due to traffic reductions. Airlines are expected to park older aircraft and defer deliveries of newly built transports as they trim their operational fleets (Smith B. (2001)). The Boeing Company is an American multinational aerospace and defense corporation that was founded in 1916 and is the largest exporter by value in the United States (Smith B. (2001)). This layoffs will created a shortage of aerospace jobs and has created a tough hiring environment for unemployed workers. Brockner, J. (1992) stated that “if the layoffs are mismanaged, thereby hampering survivors' productivity and morale, then the organization...
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...How Can an Effective Human Resource Department Help Management in a Strategic Operational Change Delores Carlsen UMUC MBA Fundamentals Section 9048 Dr. Mona Envig February 7, 2010 Executive Summary Human resource (HR) as a department has changed dramatically in the last 13-15 years. What was once perceived as and administrative job has become a partner in strategic planning. When companies are facing strategic operational change, knowing their workforce becomes all-important. Knowing the extent of their talent pool internally and externally can mean the difference between success or failure. In business today HR is focused on the company workforce, they spend much time recruiting, training, and evaluating them, this places them in constant communication with them. They are aware of the weaknesses and strengths of the workforce, and have access to knowledge that management needs to succeed in a strategic operational change. An effective HR included in managements objectives can analyze the company’s future needs also determine if the company will have access to the type and number they will need to sustain their change. HR is focused on training the workforce, and can develop the programs for training and development the company will need for their strategic change. An effective can be of great assistance to management in a strategic operational change. Introduction The role of Human Resource (HR) has changed greatly during the last 10-15 years; previously viewed...
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...A talk with Lonnie Pacelli on introducing change management to your project team Lonnie Pacelli is a business owner, consultant, and author with over 20 years of experience in project management. He has worked with Fortune 500 companies including Microsoft, Accenture, Motorola, Hughes Electronics, AT&T, and Northrop Grumman, and successfully managed projects ranging from installation of complex information technology systems to small process improvements. He is currently CEO of Banzai Sushi in Seattle. Lonnie is the author of The Project Management Advisor: 18 Major Project Screw-ups and How to Cut Them Off at the Pass (Prentice Hall, 2004), The Truth About Getting Your Point Across (Prentice Hall, 2006), and Leadership Made Simple (Amazon.com, 2006). Work Essentials recently talked with Lonnie about how to introduce a change management methodology to a project team. Work Essentials: I know you are a successful author of project management books, but I’d like to start by asking you about your background as a project manager. Where does your expertise come from? Lonnie Pacelli: I have over 20 years of experience, which I gained while managing projects at both Accenture and Microsoft. At Accenture, I worked in most project team roles and for a wide range of clients. Accenture did a great job of teaching me the rudiments of project management and developing great structured habits. I then worked at Microsoft as a program manager, project sponsor, and stakeholder...
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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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...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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...Mean to Manage Change? Learning Objectives By the end of this chapter, you should be able to: • • focus • • • • Describe what it means to manage change. Exhibit a proactive approach to managing change. Identify five types of change. Exhibit a change readiness mind-set. Describe the six change management competencies. Create a performance improvement plan. Change in business, as in life, is inevitable, and the amount, pace, and complexity of change are accelerating at an ever-increasing rate. Thus, whether it is called reengineering, culture change, global execution, or mergers and acquisitions, there is more organizational change to contend with than ever before. Change also impacts our personal lives. We change jobs; our children leave home; and sometimes we move across the country. Thus, the period in which we are living is one in which change is the norm. What does this mean for you? Today, the responsibility for managing change is part of your job description. In fact, everyone in a leadership role must take on the challenge of helping his or her organization change in a way that ensures its future viability and competitiveness. More than anything else, managers who successfully play the role of change agent realize they can no longer approach change in the oldfashioned way, assuming that someone else will take responsibility for managing change. Kevin is an example of how today’s managers need to think about their change leadership role...
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...Change Proposal August 10th 2015 Change Proposal Marketing, sales, accounting, finance, customer support, and operations are some of the examples of divisions many businesses are structured by and consist of. This report will display proposal modifications in the sales division at the Kudler’s Fine Foods organization. The purpose of this report is to obtain the authorization to perform a change management program in the sales division from upper management. Step one will display why a change is important and how change management will benefit the organization. Step two will detail the four dimensions of change management and how the dimensions purpose relates to the problem. Step three emphases on a summary of how management will use the project management method in describing the way to control change within the work environment, and the final step will support the change proposals position with expected return on investment (ROI). Need for Change Implementing a change management program within the Kudler Fine Foods will help management in properly implementing and controlling change within the organization (Leban & Stone, 2008). The purpose of the change management program is to ensure upper management employees on every level accept and understand change and the types of changes needed within the organization. To make the change a smooth transition for employees and staff, the change management proposal requires the approval of upper management. Because the...
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... THE REASON CHANGE MANAGEMENT HAS A 70 PERCENT FAILURE RATE by Craig W. Johnson A research project report submitted to the faculty of Brandman University in partial fulfillment of the requirements for the degree of Bachelor of Arts in Organizational Leadership December 2012 TABLE OF CONTENTS Page Abstract 3 Introduction 6 Statement of the Issue 6 Background 6 Purpose 7 Research Questions 8 Significance of the Study 9 Conclusions 9 Literature Review 10 Research Question 1 10 Research Question 2 16 Research Question 3 23 Conclusions and Recommendations 26 Conclusions: Research Question 1 26 Conclusions: Research Question 2 28 Conclusions: Research Question 2 29 Recommendations 31 References 33 Abstract The purpose of this paper is to review current information on the reasons and circumstances why change management projects have a 70% failure rate. Since change management projects are perceived, planned, approved, communicated, and implemented within organizations at an alarming rate, it is important to reveal individual and group interests behind the ideologies of change management. This research provides insight into the characteristics of management, management’s approach to effective communication, the politics, power, and ideologies of change management implementation, the behavior of organizations, management, the workforce...
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...capabilities and extra capacity. However there are multiple problems in the way the ISD was organized and operated that was leading to ineffectiveness, inefficiency, organizational conflicts and leading to not attainment of business goals and strategy. Some of the issues included not having a proper project management structure and dedicated personnel, personal power conflicts and non cooperation from operations managers, lack of clarity and direction for employees. The current ISD director is planned to be replaced by a new director who is expected to change the structure, processes and culture of the organization, while managing expectations and relationships to help ISD and the company achieve goals and strategic objectives. 2. Highlight three enterprise management causes/considerations and three project management causes/considerations for the situation. Include what seemed to be missing. Answer – Enterprise management causes and considerations include having an alignment between organizational and IT strategy, existing organizational structure that is not well defined and lack of skills and knowledge on how to effectively manage and run IT projects. Project management causes and considerations in this case include not having defined roles and responsibilities for people in projects, ad hoc manner of selecting and implementing projects, there not being systems and...
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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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...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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...2.4 Shared strategic aims 5 2.5 Culture 6 2.6 Organisation and management 6 2.6.1 Quality management 7 2.6.2 Project and programme management 7 2.7 Multi-supplier proposals 7 2.8 Proposed supplier organisation and project staffing 8 2.9 Technical understanding 8 2.10 Proposed management processes 8 2.10.1 Quality management 9 2.10.2 Change management 9 2.10.3 Service provision and management 10 2.10.4 Resource management 12 2.10.5 Capacity planning and management 12 2.10.6 Business continuity and contingency plans 12 2.10.7 Project management 13 2.10.8 Programme management 13 2.10.9 Strategic management 14 2.10.10 Knowledge management and organisational learning 14 2.10.11 Training 15 2.11 Risk management and risk transfer 15 2.12 Supply chain management 16 2.13 Benefits management and delivery 16 2.14 Relationship management 17 2.15 IT-specific questions 17 2.15.1 Business process changes 18 2.15.2 Application development 18 2.15.3 Software and systems engineering 18 2.15.4 Development and maintenance 20 2.15.5 IT service management 21 2.15.6 Infrastructure design and planning 21 2.15.7 Infrastructure and technology deployment 21 2.15.8 ICT infrastructure management 22 2.15.9 Operations management 22 2.15.10 Technical support 22 2.16 Construction-specific questions...
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...Change and Innovation Sabrina Simms March 31, 2013 HCA/250 Vicki Campbell, RN, MSN, CPNP Every day it seems as if technology further advances, abilities that were once only thoughts decades ago; have now become today’s reality. Richards, (2013), “While many speak as if change is a reflection of the 21st century, the world has actually been changing for many, many years. The ability to manage that change effectively, especially in business organizations, is critical”. There are so many ways technology can better a workplace, and it is the job of management to provide training to the employees so the newest of technology can be of assistance to the organization. Change is inevitable; however, if not executed properly that change could be disastrous. As discussed by Richards, (2013), “The ability to manage that change effectively, especially in business organizations, is critical. The effects of change can be negative or positive. Successful management will ensure the latter”. Richards, (2013), suggests that management accept change because once management does change will be easier accepted by employees. Employees look to management for leadership; that being said, if management is united and strong less panic will set in amongst the employees. Practice openness, when an employee does not feel threaten by management or change an employee is more likely to listen. Management should solicit input and if management has successfully implement openness an employee will be...
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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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