...systems. Despite these changes, the firm was still involved in contract work. Mr. Fred Codova was the President of the company at this time. Due to severe traffic problems the implementation of a ‘Flex Time’ system was undertaken per suggestion from the Mayor. This implementation was said to be able to increase productivity along with a higher morale of work. President Cordova assigned the task of designing the plan and writing a memo to the Director of Personnel, Richard Sasche.The company was accustomed to the traditional work hours. The rush hour in the morning and evening period had always caused problems amongst the work force. The memo about the Flex Time plan was suggested to be posted for all employees to see. The memo informed workers about the plan and its guidelines. The Digital Display team was headed by Jim Hallora, who was the project coordinator. Jim worked at the firm for 27 years and is considered conservative with his thought and unsociable yet very argumentative whenever his mandates are criticized. He always exerts much authority over his workers.The Flex Time program is implemented and Jim disagrees and writes his own memo to be able to control and supervise his men. The Statement of the Problem In this case, many issues were uncovered but Ineffective Change Management was identified as the core problem. Implementing change is never easy, but ignoring the people’s side of change can be disastrous. Ineffective change management can be described as not...
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...------------------------------------------------- Memo To: Professor Thomas Boam From: Kelvin Richards, Lane Johnson, Stephanie Jordan, Brittany Williams, Lesley Chubick Date: August 9, 2013 Subject: Founders of Sage Global Technologies ------------------------------------------------- The foundation of a good company starts with a great idea, and it’s leaders. Sage Global Technologies has filled both of these needs when venturing into the technology world to fulfill the consumer’s needs. The backbone of Sage Global Technologies starts with the leaders that make, and run, the company. To show what the company is made up of this memo will outline the participants of this project with a description of their abilities, strengths and challenges. Starting with Kelvin Richards, his background is in data security and forensics and general IT, which is responsible for supervising and monitoring seven IT techs. He is responsible for securing all networks associated with his organization. This includes the mainframe computers wide area, virtual, and local area networks twenty-four seven. Along with this Kelvin has 14 plus years of managing and supervising maintenance technicians, custodial cleaners and contractors. Some of Kelvin’s strengths would be that he is a pragmatic rational thinker, prefers structure at work and at home and does not accept second best. Lane Johnson has approximately 18 years management experience, working in restaurants, retail and construction...
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...Three Principles for Managing Change By MaryLou Brandstetter Discussion Board Unit 3 American Intercontinental University January 21, 2012 • Select 3 principles you believe are the most important to follow when managing change and describe why you feel these are essential. "Thought processes and relationship dynamics are fundamental if change is to be successful" (Lynco Associates, Inc. 2009). This statement is true because understanding between individuals is necessary if change within an organization is going to succeed. “To succeed, they also must have an intimate understanding of the human side of change management…. Leadership teams that fail to plan for the human side of change often find themselves wondering why their best-laid plans have gone awry” (Jones, J., Aquirre, D., and Calderone, M., 2004). Open communication between individuals, management and employees, all the way down the chain from the top level to the very bottom will ensure that everyone has the same understanding of any imminent change. "The intrinsic rewards of a project are often more important than the material rewards and recognition" (Lynco Associates, Inc. 2009). People who are involved with a project will take personal satisfaction when their part of the project is successfully completed. That feeling of satisfaction can be much more rewarding than receiving compensation, a feeling of a job well done. This feeling is what makes us want to do the very best we can and keeps us motivated...
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...of the following files: MGT-380 Week 1 Discussion 1.doc MGT-380 Week 1 Discussion 2.doc MGT-380 Week 1 Quiz.pdf MGT-380 Week 2 Assign.doc MGT-380 Week 2 Discussion 1.doc MGT-380 Week 2 Discussion 2.doc MGT-380 Week 2 Quiz.pdf MGT-380 Week 3 Discussion 1.doc MGT-380 Week 3 Discussion 2.doc MGT-380 Week 3 Quiz.pdf MGT-380 Week 4 Discussion 1.doc MGT-380 Week 4 Discussion 2.doc MGT-380 Week 4 Quiz.pdf MGT-380 Week 5 Discussion 1.doc MGT-380 Week 5 Discussion 2.doc MGT-380 Week 5 Final Leadership Theory Paper.doc Business - Management MGT 380 Week 1 Individual Assignment What Drives Organizational Change Paper MGT 380 Week 2 Individual Assignment Why Organizational Change Paper MGT 380 Week 3 Learning Team Assignment Executive Memo MGT 380 Week 4 Learning Team Assignment Resistance to Change Paper MGT 380 Week 5 Individual Assignment Implementing Change Paper MGT 380 Week 5 Learning Team Assignment Implementing Change Presentation The primary reason for attending college is to obtain a degree. You won't be able to obtain this degree unless you put forth the time and effort into schoolwork and studying. Using the tips from above, you should be able to get the most from your studying and pass every exam thrown your way.... For downloading more course tutorials visit -...
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...MYGOVERNMENT ONLINE SERVICES PORTAL (MOSP) CHANGE MANAGEMENT REPORT TABLE OF CONTENTS 1. INTRODUCTION ....................................................................................................... 3 1.1. Document Purpose ............................................................................................ 3 1.2. Audience ............................................................................................................ 3 1.3. Project Background .......................................................................................... 3 2. CHANGE MANAGEMENT ........................................................................................ 4 2.1. Overview ............................................................................................................. 4 2.2. Objectives .......................................................................................................... 4 2.3. Approach ............................................................................................................ 4 2.4. Methodology ...................................................................................................... 5 3. MOSP CHANGE ENABLEMENT WORKSHOP ....................................................... 6 3.1. Overview ............................................................................................................. 6 3.2. 3-Phase Process .................................................................
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...Organizational and personal change management, process, plans, change management and business development tips Here are some rules for effective management of change. Managing organizational change will be more successful if you apply these simple principles. Achieving personal change will be more successful too if you use the same approach where relevant. Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, ask yourself: What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects also relate strongly to the management of personal as well as organizational change. See also the modern principles which underpin successful change. Refer also to Psychological Contract theory, which helps explain the complex relationship between an organization and its employees. Do not 'sell' change to people as a way of accelerating 'agreement' and implementation. 'Selling' change to people is not a sustainable strategy for success, unless your...
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...Associated With Organizational Failure Substantial change has developed greatly in organizations due to influential economic transformation. There are numerous causes requiring organizational change to include: technological, global economic and opening market forces. Both more hazards and opportunities are created for organizations. Beneficial change is linked with a process that creates power and motivation substantial enough to overcome all sources of resistance and is motivated by quality leadership, and not solely on excellent management (Ingram, 2012). John Kotter, over his career has evaluated both the successes and failures in change initiatives in business. "The most general lesson to be learned from the more successful cases is that the change process goes through a series of phases that, in total, usually require a considerable length of time” (Kotter, 1996, p. 3). As a result of his many evaluations, Kotter identified eight primary reasons that organizations are unsuccessful when implementing efforts to change. ERROR #1: Allowing Too Much Complacency One of the major pitfalls when attempting to change organizations is to rapidly initiate the change without conveying a high sense of urgency in peer leadership and employees. This significant error results in change failure due to high levels of complacency. ERROR #4: Under Communicating The Vision By A Factor Of 10 (Or 100 Or Even 1,000) Major change is usually impossible unless most employees are willing...
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...It is human nature to be reluctant to change. Employees are creatures of habit and may need time to adjust to the changes that occur in the workplace. Managers can take extra precautions to help alleviate some of the confusion and stress associated with change by following a four step communication plan. The steps are to set the stage for acceptance, create the frame for information to be interpreted, manage the mood for employee’s emotional state, and reinforce the desired changes. In order for management to set the stage, they need to be upfront and honest. Regardless of what the plan to be executed is and what type of news you have to give, it is always best to give the truth to the employees as soon as you know what the possibilities are. A pro to sharing all the news upfront as well is if there is a potential for bad happenings, employees will be motivated to perform stronger to prevent the negative possibility from occurring. By setting the stage, management needs to be able to present the needed change, convince the employees the change is necessary for improvement, and prove the decision being made is the right one for the company and for the employees. Also, management needs to be committed to the project and the change because “No lasting change will be made without such commitment (Barnes, NP). The frame for information is used to provide structure for new plans that are happening within an organization. Common examples of frames include company presentations...
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...AP Stucco, Inc. Organizational Change Proposal Kayla Oliver-Pratt BUS 610 Inst. Peggy Morrison July 5, 2011 Organizational Change Organizational change is inevitable. For centuries philosophers have struggled with the meaning of “change.” Accomplishing organizational change is one of the greatest challenges for business leaders in the twenty-first century. In order to build a successful organization, it takes time, effort, and perseverance; but once success is obtained, maintaining that success becomes a motivating force. To effectively change and improve performance, management must initiate activities to help change weaknesses into strengths. According to Kinicki & Kreitner, (2009), “Successful organizational change requires management commitment, an implementation plan, and buy-in from all employees (p 411). In this paper I will describe an organizational change management approach for a new structure and the need for growth in a small contracting construction company. I will also focus on the recommended steps need for minimizing adverse impact, the systemic nature of the organization, and how the change will improve the effectiveness of the organization, its processes and the productivity of its employees. A need for growth is necessary for any organization in order to remain a viable entity. Just as anything in life has the tendency to change, so can cultures and markets, with requires constant attention and preparation. In order to be successful...
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...Table of Contents 1. Introduction Page 3 2. Change Drivers Page 3 3. Images of Change Page 4 4. Strategic Change Initiative Page 5 5. Strategy and Culture Page 6 6. Getting the Heads Together Page 7 7. Resistance Page 9 8. Back to Work Page 10 9. Getting the Buy In Page 11 10. Resistance – Part 2 Page 13 11. Rolling It Out and Gaining Momentum Page 14 12. Evaluation Page 16 13. What I Took From This Page 17 Appendix A – Old Org Chart Appendix B – Change Memo Appendix C – Promotional Announcement Appendix D – New Org Chart Introduction Brookdale Senior Living (BKD) has been in operations since 1978 and is the largest senior living provider in the nation. (Assisted Living) Operating 565 senior living facilities and employing over 53,600 associates, BKD has positioned itself to grow and to become one of the sought after places to work in the nation. In addition to the facilities, BKD has 3 corporate offices; Nashville, Milwaukee, and Chicago with Milwaukee being the largest of the three. The offices are designated as the support center (Milwaukee), the corporate office (Nashville) and Chicago is just a satellite office that houses the Co-President and other executives. Of all the departments in the company, the IT department is the largest of the corporate departments and is housed in the Milwaukee office, the support center. There are currently over 120 associates in the...
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...Managing Resistance to Change August 24, 2010 EXECUTIVE SUMMARY Organizations initiate change efforts for countless reasons. Failure to properly manage these changes can cause an organization to decline or even fail. Most organizations are faced with ongoing changes due to internal and external pressures. These pressures can lead to strategic changes that affect the entire organization or incremental changes that have a direct impact on a specific area. Given the economy today, organizations must continually scan their external business environment to maintain their competitive advantage by making internal adjustments. Whenever you have change that moves employees from a known to an unknown state, you can best believe you will encounter resistance. Taking employees out of their comfort zone creates fear and uncertainty which results in resistance. Employees resist change for a number of reasons such as a lack of understanding around the change, personal conflicts, differing perceptions, mistrust, social disruption or the potential for loss on a personal level such as power, status and influence. Most of these barriers are a result of ineffective communication. Effective communication can be seen as the bloodline through a change process. Without it, you risk failure to your change initiative. When a change initiative is undertaken, it’s important the organization employ a change manager who is skilled and competent in change management. Change managers must be...
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...that is undergoing change management for various reasons. Firstly, the company has expanded over the years and hence requires for more structures to be in place to improve efficiency as so to increase profitability. Secondly, change is needed to deal with the increasing competition. Current Status of Change Management An urgency for change is created by Harold Cox. He felt change is needed to improve the company's business and hence appointed Erica as the chief in charge to initiate the change process. (1st step of John Kotter's model- initial motivation for change to take place). Erica indentified that CCC lacked effective operational and cost controls. She felt that there is a lack of management expertise to lead the company and propel it to greater heights. Hence, she suggested to hire new expertise to lead CCC. The new managers hired developed a new budgeting system and arranged a meeting with all departmental heads to inform them about it. However, the old managers do not seemed very keen and neither seemed to understand how the new system would affect current working practices. There is even one manager that strongly object the change and criticized it. Though the first step of Kotter's Model was fulfilled, the change was not successful for several reasons. This will be further elaborated in the paragraphs to come . Identifying the problems that hinder CCC's growth is a good start but Erica did not foresee the challenges for implementing change and did not manage...
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...Chapter 13, “Transition to the New System”, in System Analysis and Design. 1. What are the three basic steps in managing organizational change? Organizational change, first defined by Kurt Lewin, states that the three steps of for organizational change are: unfreeze, move, and refreeze. This summarizes a process of changing employee habits. Unfreeze breaks old and sometimes bad habits. Move is the transition to the new process that alters attitudes and defrays resistance to change. Freeze is the process of ingraining new habits and making them permanent. Methods for assisting this process are system support and system improvement. 2. What are the major components of a migration plan? A. Prepare the Business a. Determine the Best Conversion Strategy b. Create Business Contingency Plans B. Prepare the Technology a. Install Hardware b. Install Software c. Convert Data C. Preparing the People a. Revise management policies b. Asses costs and benefits c. Motivate Adoption d. Conduct Training 3. Compare and contrast direct conversion and parallel conversion. Users are more comfortable with a parallel conversion and the business is less likely to have problems with system crashes and data-dumps. A. Direct Conversion A direct change is an abrupt change, which is the instant replacement of the old system with a new system. This method is dangerous as the new system may not yet work correctly...
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...process of change is becoming an ever-increasing reality within organisations throughout the world. ‘Today there is more change to contend with than ever before. The volume, momentum and complexity of change is accelerating at an ever increasing rate. (Conner. 2002 p38). Transformation outsourcing involves a form of change on a immense scale throughout an entire organization replacing old systems with almost entirely new systems. This kind of change brings potentially great benefits to all organizations involved but it also carries great risks. The first section of this report endeavours to identify the risks associated with such a large scale change in general terms, but also with respect to the specifics considered in the title of this report. The second section concerns itself with the means of mitigating those risks and making preparations to help avoid them. It also considers both the general aspects of change and those specific to the title of this report. Finally the conclusion consists of a concise summary of the main points identified throughout the report. Contents 1. Introduction 2. Identification of risks 2.1 General risks associated with change 2.2 Risks specific to this project 3. Preparation and mitigation of those risks 3.1 Managing risks common to the change process 3.2 Mitigation and preparation for specific risks associated with this project 4. Conclusion 5. Bibliography 1. Introduction Appreciating the scale of change implemented...
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...organization-----------------------------p2. ------------Introduction, Hong Kong Hospital Authority background and mission 3. External factors force the changes in the selected organization---------------p3-4. -----------The side of Hong Kong Public Doctors’ Association -----------The side of industry and market -----------The side of Hong Kong popularity -----------The side of newspaper -----------Introduce changes 4. Theoretical framework of change management---------------------------------p5-6. -----------Stage 1: Define the Change -----------Stage 2: Manage Barriers to Effective Change -----------Stage 3: Plan for the Change -----------Stage 4: Implement the Change -----------Stage 5: Review the Change Implementation 5. Changes planned and implemented-----------------------------------------------p7-8. -----------Re-engineering to streamline processes and reduce the workload work ----------Improvement of the wages about staffs ----------Enhance their professional skills and training and efficient management and leadership -----------Prospects for improved working -----------Implementation of a systematic manpower planning and development -----------Survival and future success 6. Resistance encountered by the organization-------------------------------------p9. 7. Impacts of such organizational changes------------------------------------------p10. -----------Impact on people -----------Impact on organization and administration structures ...
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