...DISCUSSES HOW CHANGE MANAGEMENT HAS EVOLVED IN BUSINESS OVER THE LAST 3-4 DECADES? IDENTIFY 3 MAIN AREAS OF CHANGE MANAGEMENT THAT HAVE EVOLVED OVER THIS TIME. ANSWER:- Change management has evolved and grown over the past forty years. 1) Before 1990 2) The first era of change management occurred over a number of decades leading up to 1990. This era was primarily focused on understanding psychology and human behavior. Although the discipline of change management had not been established, contributions related to psychology and social dynamics helped build an understanding of how human beings experience changes happening to them and around them. 2) The 2000s Taking after the rise of a hierarchical viewpoint, the...
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...Unit 3 Strategic Change Management Prepared by: Task 1: Discuss the Models of Strategic Change There are numerous hypotheses about how to oversee change. The greater part of the hypotheses begin with administration and change administration master, John Kotter who is a teacher at Harvard Business School and widely acclaimed change master. The accompanying eight stages in the change procedure are his commitment. 1- JOHN KOTTER: Eight steps to transforming an organization (Kotter.J, 1995) Building up a feeling of direness Framing a capable directing coalition Making a dream Conveying the vision Enabling others to follow up on the vision Arranging and making transient wins Merging enhancements creating still more change Regulating...
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...CHANGE MANAGEMENT MENTOR GRAPHICS THE ROLE OF VISION ORGB 2605 Group 5 Taylor Nicholson - A00839192 Courtenay Anderson - A00665468 Wendy McLeod - A00545182 Ana Cielo Tanjuaquio - A00748789 When Gerald Langelar first imagined his “Vision” for Mentor Graphics he failed to remember that, “It is imperative that change is aligned with a clear vision and business strategy and that subsequent activities and interventions are coordinated and consistent.” (Victor and Franckeiss pg. 249) 1. Mentor Graphics used vision several different ways over the years. Their initial vision of “Build something people will buy” was, as stated in the text, an unarticulated vision. The vision of the company is meant to be inspiring, motivating, and resonate emotion. Mentor Graphics was thought to have missed the mark with this by creating a far too simple vision. The initial intentions were good but the process in the creation of the subsequent visions, which were primarily good, however, as time passed, became vague, confusing, and ultimately the vision returned to the original vision of getting back to the core principles of the organization. 2. The multiple visions both strengthened and weakened the company during the process. The visions strengthened the company by being able to connect the vision to the organization's inner voice. This was true of the original vision, however the two of visions; the “10X Imperative” and “Changing the Way the World Designs Together” were...
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...Executive Summary Change, change, change… the speed within business and industry has increased immensely over time and new products are introduced regularly. The world has changed and will continue to change. Organizations perceive change as very important for its survival and prosperity in today’s most competitive environment and new business challenges. The success and performance superiority of organizations are very much dependent on the ability to align its internal arrangement with the demand of external world. Every business will contend to produce not only a better and more reliable product but also providing a better customer service. These can only be achieved through developing a better information system, a highly reliable infrastructure and a more efficient management system. ERP Systems born to help the different parts of the organization share data and knowledge, reduce costs, and improve management of business processes. A widely known critical success factor for effective ERP or large IT projects is organizational change management. ERP implementations are not mere Technology Platform changes, but with cascading effects all across the Organization, including business process and organization Structure. This assignment will observe the needs of “change management” in correlation with ERP Implementation and how “change management” plays significant roles in developing an integrated Enterprise system. I focus the ERP implementation process of ABC Co.,...
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...THE BRITISH COMPUTER SOCIETY Case Study of Successful Complex IT Projects AUGUST 2006 Case Study of Successful, Complex IT Projects Table of Contents Executive Summary .......................................................................................................3 Introduction....................................................................................................................5 Background to the study ............................................................................................5 The complexity of IT projects....................................................................................6 Part I: Research Methodology .....................................................................................11 Part II: Case Description..............................................................................................14 eCourier company background ................................................................................14 eCourier industry background..................................................................................16 eCourier technological issues ..................................................................................16 LogicaCMG company background..........................................................................17 LogicaCMG industry background ...........................................................................18 LogicaCMG technological issues ...............................
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...AN INSTITUTIONALIST STUDY ON THE PERFORMANCE MANAGEMENT SYSTEM IN A GOVERNMENT- LINKED ORGANISATION NORHAYATI BINTI MOHD ALWI UNIVERSITI SAINS MALAYSIA 2009 AN INSTITUTIONALIST STUDY ON THE PERFORMANCE MANAGEMENT SYSTEM IN A GOVERNMENT-LINKED ORGANISATION by NORHAYATI BINTI MOHD ALWI Thesis submitted in fulfilment of the requirements for the degree of Doctor of Philosophy September 2009 ACKNOWLEDGEMENTS I am especially indebted to my supervisor, Dr. Siti Nabiha Abdul Khalid for her constant guidance, limitless support and patience throughout the period of my study. There is no way that I would be able to repay the kindness and caring that she has shown to me. I am thankful to Assoc. Professor Dr. Yuserrie, for giving valuable inputs to my study and also to others in the School of Management, who have helped me in some way or another. I would like to acknowledge the comments made by Professor Lee Parker and other participants of the Global Accounting and Organisational Change Conference, held in Melbourne, Australia in July 2008. A special thank you is also dedicated to Professor John Burns for the insightful comments on the research. I am also indebted to my employer International Islamic University Malaysia and the Ministry of Higher Education for providing the financial support. Thanks so much also to the respondents for their willingness to share some of their thoughts and experiences, which have made my data collection easier than I would ever...
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...Leadership Case Study: Babcock University New Department Chair Leaders Dilemma by, Brandon Garber, BS Submitted to Robert Dibie, PhD. In Partial Fulfillment of the Requirements of V566: Executive Leadership School of Public Environment and Affairs Indiana University, Kokomo Fall, 2007 Babcock University New Department Chair - 1 Introduction This case study titled, Babcock University New Department Chair Leaders Dilemma, explores the leadership shift from Dr. Afolabi to Dr. Aluko in the Babcock University Public Management Department. The case study holds that Dr. Afolabi was the public management department chair person for ten years at Babcock University. His leadership style was explained as “autocratic.” However, he had, “personal qualities necessary to command respect and loyalty” (Leadership Case Study: Babcock University New Department Chair Leaders Dilemma). Additionally, Dr. Afolabi made and enforced all rules, regulations and policies in extreme detail. His autocratic style of leadership left very little to the individual faculty member in terms of experimentation, freedom in teaching and handling of students. His style of leadership caused the faculty to be “passive, subservient, dependant and ambivalent” (Leadership Case Study…). However, faculty morale was generally high and faculty turnover was modest. Many faculty members trusted Dr. Afolabi and felt that they were not restricted. When Dr. Afolabi suddenly died he was replaced by Dr. Aluko. The...
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...organisational relationships 566 Project teams and matrix organisation 569 Effects of a deficient organisation structure 572 Organisation charts 573 Empowerment and control 574 Synopsis 576 Review and discussion questions 577 Management in the news: A taxing merger 577 Assignments 1 and 2 578 Personal awareness and skills exercise 579 Case study: Zara: a dedicated follower of fashion 580 Notes and references 582 15 Patterns of Structure and Work Organisation 585 Variables influencing organisation structure 586 The contingency approach 586 Size of organisation 588 Technology 589 The Woodward study 589 Major dimensions of technology: the work of Perrow 593 Environment 594 The Burns and Stalker study 594 ‘Mixed’ forms of organisation structure 595 The Lawrence and Lorsch study 597 Evaluation of the contingency approach 598 Contribution of contingency theory 600 Culture as a contingent factor 601 The changing face of the workplace 603 The demand for flexibility 605 The shamrock organisation 608 Structure and organisational behaviour 611 Synopsis 613 Review and discussion questions 614 Management in the news: Independents will always have their day 614 Assignments 1 and 2 615 Personal awareness and skills exercise 616 Case study: John Lewis, Waitrose and Ocado: distinctively successful 616 Notes and references 619 16...
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...Introduction: Technological change, growing competition, changes in society and culture, and changes in legislation and regulation create a complex and competitive environment for the companies in order to survive and grow. Foresight is about thinking, debating and shaping the future and thus these foresight activities play a crucial role in today’s decision making process within the organization which would influence the future survival, growth and success of the corporate.(Daheim, C & Uerz G. 2006) Corporate foresight has been defined as an ability that includes any structural or cultural element that enables the company to detect discontinuous change early, interpret the consequences for the company, and formulate effective responses to ensure the long-term survival and success of the company (Rene Rohrbeck, 2011) In particular, corporate foresight activities are an increasingly important tool to make better long-term decisions, support innovation activities, strategic planning by identifying the emerging technologies and trends which would create the future scenarios. In brief, corporate foresight can be expected to be a mechanism that enables companies to profit from fundamental change. Today, when we critically evaluate the success of the foresight activities planned and executed in the past we are generally answering the question to learn “ how accurate have been in fore sighting the change” rather than trying to understand if this foresight activity has added any value...
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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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...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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...Case Study: Grayson Chemical Company Presented by: Allan Bermudez Marlon Abito Zarny Zaragoza CASE STUDY: Grayson Chemical Co. Executive Summary: Grayson Chemical Co, a 40-year old company manufactures industrial chemicals sold to other industrial companies. It has been run by a stable management in which there had only been two presidents. However, within the past few years, the company is suffering from declining earnings and sales. This has brought pressure from the board of directors, investment bankers, and stockholder groups to name a new president. The company had become stagnant – (although at Grayson, they refer to this as conservative) and had steadily lost market standing and profitability. Finally, the board decided to hire a new CEO and was able to hire a dynamic manager from another major corporation. CASE STUDY: Grayson Chemical Co. Tom Baker, 47 and an MBA, has helped his former company into a leadership position. He has chosen to join Grayson after another executive was chosen for the top job in his former company. Baker knows what he needs to do and that is to develop a topnotch management team that could provide leadership to turn the company around. Unfortunately, the situation at Grayson is not very favorable. Decisions are made by the book or taken to the next higher level. Things were done because “they have always been done this way,” and incompetent managers were often promoted to higher level jobs. Baker met with three members of the board...
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...analysis on the change management concept as it applies to an organization or a case study of choice from the text. * Use the numbered items for each assignment as main headings. The lettered items may be used as subheadings. This approach will help insure assignment criteria are included. Week 3 Assignment: Images Paper The Images paper focuses on the six different images of managing change. These images of change represent the various ways managers view the most effective strategy to bring about change. Each one represents a mindset that is unique to a manager as they try to summarize the key components of change. This paper should focus on evidence that demonstrates how the management of the organization integrated one or more of the Six Images of managing change. Then, what management could have done differently to increase the probability of a more successful change? 1. Introduction a. Briefly explain the change management initiative. b. Briefly explain the importance of the Images concepts and application to the change management initiative 2. Application Analysis a. Provide a history of information from your organization or case study that supports the change management initiative. Provide a review of the change management process related to your chosen topic. b. After providing this review of the change, based on how the change was managed, how would you assess the people/person who managed this change? What Image would...
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...Cambridge Studies 6 Why Do Change Management Strategies Fail? ---Illustrations with case studies Xiongwei SONG∗ Department of Politics, University of Sheffield ABSTRACT: Change management is crucial to the survival and development of organizations, the more effectively you deal with change, the more likely you are to thrive. However there are a large number of failures of change management. Organizational change itself is a considerably complex activity; any tiny mistake in change management could lead to the failure of organizational change. Consequently this paper is impossible to encompass all factors that could result in the failure of change management. This paper attempts to explain why change management strategies fail from four perspectives (leadership, culture, people issues and quick response) that are major factors to determine whether change management is successful or not. INTRODUCTION Change for organizations both large and small, whether in the private, public or voluntary sectors has been inevitable for the past decades or so. Such trends of organizational change are increasing in frequency, pace, complexity and turbulence under current situation, and there appears to be no sign of abatement. The concrete purposes of change management for different organizations are probably not the same, but the ethos of change management is the same, that is, making the organizations more effective, efficient, and responsive to the turbulent environment changes. Through...
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...|Crisis, Change and Creativity in Contemporary Business |BP1BS313 | |2a. Module Scheme: |2b. Name of Programme(s): | |Undergraduate |BSc(Hons) in Business and Management | |3a. Module Leader: |3b. Location: | |Ioannis Doukas (Ph.D Candidate) |Business School | |4a. Module Status: |4b. Module Credit Rating: |4c. Module Type: | |Dedicated |20 |Core Module (Compulsory Module) | |5. Programme Stage in which module is offered: | |Year 3, Semester A | |6. Total learning hours: | |200 (53 Contact hours + 147 Hours of Directed Study) ...
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