...Team A Management and Communication Plan XXXXX MGT/311 February 25, 2014 Instructor XXXX Team A Management and Communication Plan Introduction Riordan Manufacturing has requested team alpha as consultants to implement a single customer managing system. Team alpha must create a management plan, since the company does not have a formal management plan in place. Secondly, the team will devise a communication plan for Riordan Manufacturing. The management and communication plan will include outline details of each system. A conclusion at the end of the paper will explain why this would an optimum plan for Riordan Manufacturing. Change Management Plan Since Riordan Manufacturing does not have a formal customer managing system for their employees, Team alpha must first create a formal power structure that informally empowers all employees effectively. The management plan will examine the business culture, employee’s behavior, and employee’s resistance. Backup strategy implements are included at the 12-month period if the primary power structure fails. First, team alpha will discuss their primary power structure. Current Formal and Informal Power Structures The current power structure at Riordan Manufacturing based on the principle of using controlling force to motivate their employees. The company uses threatening tactics with negative write-ups or even termination. This type of formal power structure is a coercive power structure. The negative formal power structure...
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...Administration Department The Relationship between Leader-Member Exchange and Resistance to Change in Organizations: A case study on Mercy Corps (INGO) By Hazar Jaber Supervisor Dr. Sami Abou-Al-Ross A dissertation plan submitted in partial fulfillment of the requirements for the degree of Master of Business Administration Dec 2014 * Introduction Many research studies have shown that leaders have a strong effect on their subordinates’ behavior and attitudes (Van Dam, Oreg & Schyns, 2008). This relationship is often referred to as the Leader-Member Exchange (LMX) relationship, which demonstrates the relationship between supervisor and subordinate during their work (Gerstner & Day, 1997; Liden & Maslyn, 1998). Practically speaking, many of organizational change programs fail because of employees’ resistance to change and management approaches that neglect the human dimensions during change (Bovey & Hede, 2001). In other words, the quality of LMX relationships affects employees’ resistance to the change (Van Dam et al., 2008). However, resistance to change is an important component through organizational changes since it has consequences such as decreasing employee’ satisfaction, output, absenteeism and turnover rates (Van Dam et al., 2008). In this context, many of previous research studies examined the way in which employees deal with organizational change and manage uncertainty (e.g. Furst & Cable, 2008; Fugate, Kinicke & Scheck, 2002;...
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...Who is Peter Senge ? Peter Senge is a Senior Lecturer in Leadership and Sustainability at the Massachusetts Institute of Technology (MIT) Sloan School of Management Peter Senge 2013. He is the author of the management book The Fifth Discipline (1990). Senge Change Management Model Senge’s theoretical framework focuses on delivering organizational change and development through the establishment of a learning organization (Senge 1999). His book, The Fifth Discipline, outlines the five elements of learning that within an organization are all connected. It is a notably different approach to other change management theories as it focuses on the longer-term issues of sustaining and renewing organizational change Cameron and Green 2012. 1. Personal Mastery – Senge (2006 describes Personal Mastery as the undertaking by all within an organization to use all available resources to seek more of what truly matters to them. This requires an organisation to make it safe for people to create visions, where inquiry and commitment to the truth are the norm, and where challenging the status quo is expected Senge 2006. By continually growing an employee’s capacity to create their own future through Personal Mastery, an organisation’s learning will continue Flood 1998. 2. Mental Models – Our mental models are our internally held views on how the world operates based on key assumptions about the outcome Senge 1992. In seeking to establish a new organizational structure, if an organisation’s...
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...the nature of research and the goals of academic reading, information searching and communication. 2 A critical appreciation of the clarity, scientific approach and structure of academic writing. This item will allow you to get feedback on skills that you need to help with the Research Plan in Portfolio item 2. TASK You are required to do a comparative literature review of the following topics (you may need to customise the title to include the domain) Choose one of the following topics on which to do a comparative literature review (word limit 2000 words): * The impact of personality traits of the project leaders in project success * Managing change management * Communication skills and project success * Network security and social networking * The role of effective IT management strategies in organisations * Assessing risks in home and public access wireless networks * Ethics in the design of business applications You may find the Q5 technique useful to map out the structure of each paper before you do the review. The task You will select a topic then find two or more academic papers that address the topic. You are required to write a comparative review of the topic from the perspective of these papers. This may require you to examine several schools of thought, issues, or the positions taken by different sets of authors. You may create a hierarchy of issues and sub-issues to compare and contrast, as suggested by the following general...
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...NATIONAL UNIVERSITY OF IRELAND, DUBLIN Bachelor of Science (Singapore) MANAGING CHANGE (BMGT2001S) STUDY GUIDE BSc43 PT / Singapore Copyright August 2013 1 Author: Dr. Brona Russell (2013) This manual was prepared for University College Dublin as a comprehensive support for students completing the above mentioned Degree programme. © This publication may not be reproduced, in whole or in part without permission in from University College Dublin. Module Co-ordinators: Dr. Brona Russell Contact details Email: Brona.russell@ucd.ie 2 TABLE OF CONTENTS PAGE Welcome message 1. INTRODUCTION a. Background details b. Module aims 2. MODULE OUTLINE a. Module learning outcomes b. Themes and topics c. Learning supports 3. MODULE DELIVERY SCHEDULE a. Session arrangements b. Student engagement c. Office hours arrangements 4. ASSESSMENT DETAILS a. Assignments b. Module assessment components i. Assignment 1 ii. Assignment 2 Group project iii. Examination 5. GRADING a. University grading policy b. Grade descriptors for assessment components 6. CONCLUDING COMMENTS APPENDICES 4 5 6 8 11 15 21 22 3 Welcome message As the lecturer for the Managing Change module, I wish to welcome you to the module. Studying change management is important because factors such as the availability of credit, technological advances, increasing competitive pressures, changes in the boundaries of organizations, the development of new organizational forms...
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...STEPHEN P. ROBBINS MARY COULTER Chapter 13 © 2007 Prentice Hall, Inc. All rights reserved. Managing Change and Innovation PowerPoint Presentation by Charlie Cook The University of West Alabama LEARNING OUTLINE Follow this Learning Outline as you read and study this chapter. Forces for Change: Two Views of the Change Process • Discuss the external and internal forces for change. • Contrast the calm waters and white-water rapids metaphors of change. • Explain Lewin’s three-step model of the change process. Managing Organizational Change • Define organizational change. • Contrast internal and external change agents. • Explain how managers might change structure, technology, and people. © 2007 Prentice Hall, Inc. All rights reserved. 13–2 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Managing Change • Explain why people resist change and how resistance might be managed. Contemporary Issues in Managing Change • Explain why changing organizational culture is so difficult and how managers can do it. • Describe employee stress and how managers can help employees deal with stress. • Discuss what it takes to make change happen successfully. © 2007 Prentice Hall, Inc. All rights reserved. 13–3 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Stimulating Innovation • Explain why innovation isn’t just creativity. • Explain...
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...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. During that time he managed staffs ranging in size from 5 to 110 individuals. His duties included, scheduling, monitoring inventories, scheduling training, auditing operations related reports, promoting sales, maintaining facilities, and ensuring retail branding standards. Lane’s strengths consist...
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...Name: Hope Ngwenya Student NO: 100343526 Module: Leadership & Management in a Commissioning Based Health Care Environment. Module Code: 6NU505 Title: Leadership & Management in a Commissioning Based Health Care Environment. Specialism: BSc (Hons) Specialist Community Public Health Nursing Submission Date: 15/09/2014 Word Count: 3949 Leadership and Management in a Commissioning Based Health Care environment. In any organization good leadership is not just important but fundamental for the success of the organization. For the purpose of this assignment leadership and management will be explored within today’s rapidly changing health care. This shall be discussed in more depth and in relation to the commissioning of the new service as proposed in the report to the trust board for consideration. As highlighted by the Nursing and Midwifery Council (NMC) Standards of proficiency for specialist community public health nurses (MNC, 2008), nurses...
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...DATE: 31/07/2015 a. Where will the greatest resistance for excellence in project management come from? For excellence in project management to be achieved at Macon, inter-departmental coordination is needed. Macon's Line authority used by management also contributes to its failures in project management. The greatest resistance will be from the departments. The strong departmental autonomy at the company will greatly hinder project management excellence. Departmental strong autonomy is backed up with the managers’ line command that gives them the right to make decisions and to give order concerning the production. The problem of superiority is as a result of the strong autonomy. Most of the problems the company is facing is as a result of departmental autonomy that also causes internal competition where Line managers were frequently competing with one another rather than focusing on the best interest of Macon. Each would hope the oilier would be the cause for project delays instead of working together to avoid project delay's altogether. Once dates slipped, fingers were pointed and the problem would worsen over time. Members of the production team have a very poor working relationship with their fellows from the two technical departments and as a result project delay and failure. The organization would require rigorous change management to successfully bring excellence in project management. Greatest resistance might also come from the executives including the board members...
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...University of redlands school of business MGMT 631: Management and organizational theory Instructor: Elijah Levy, Ph.D. Email: elijah_levy@redlands.edu thelevylaunch@yahoo.com Cell number: 562-2230-3334 I have been teaching at University of Redlands since 1992 in the school of business—teaching in the undergraduate and graduate MBA and Masters of Arts in Management program (MAM). My doctorate degree is in clinical psychology and I am an interdisciplinary thinker—enjoying the synthesis of philosophy, psychology, sociology and comparative religion to theorize about human behavior. I am the director of Founders Outreach, a nonprofit agency providing psychosocial/psychiatric rehabilitation services to mentally ill residents residing at Founders House of Hope. In addition, I am the director of The Levy Launch a center providing corporate education, management training, strategy consultation and start-up support and training to nonprofit agencies. I have written two books-- one on intercultural awareness titled You, Me and Them in addition to a book of poetry titled Crisis in Meaning, and with a colleague, directed/produced a documentary on mental illness titled Beyond the Shadow of Mental Illness and a documentary on my Veterans Legacy Project group. If you anticipate being absent from class, please make arrangements to contact me to submit assignments. CLASS SCHEDULE: March 5, 12, 19, 26 April 2, 9, 16, 23 Tuesdays...
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...ADKAR: Knowledge, Ability and Reinforcement making the change An overview of Prosci's ADKAR Model Prosci's ADKAR® Model is one of the most widely-requested and sought after models for change management. It is a simple but extraordinarily powerful model to help drive successful change in one's personal or professional life. Many attendees of Prosci's 3-day certification program call it "ADKAR training" - even though the majority of the program focuses on the organizational change management process - because ADKAR is what they remember and begin applying immediately. The first tutorial in this series provided five reasonswhy ADKAR "clicks" for change management practitioners. The second tutorial provided an overview of the first two building blocks -Awareness and Desire. This tutorial presents an in-depth discussion of the last three building blocks - Knowledge, Ability and Reinforcement. Introduction Prosci's ADKAR Model is an individual change management model. It outlines the five building blocks of successful change, whether that change occurs at home, in the community or at work. The name "ADKAR" is an acronym based on the five building blocks: * A Awareness of the need for change * D Desire to participate and support the change * K Knowledge on how to change * A Ability to implement required skills and behaviors * R Reinforcement to sustain the change The final three building blocks of Prosci's ADKAR Model are Knowledge...
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...Graduate School of Management and Economics MBA Program Course Outline Course Name: Managing Organizational Change Course Number: 44252 Instructor: Dr. Mahdieh Mahdavinia E-mail: mmahdavinia@alumni.utoronto.ca Semester: Fall term, 1389-1390 Class Time: Wednesdays: 8:30 am – 12:30 pm Room: 4 Meeting Hours: Before the class by appointment COURSE OBJECTIVES This course makes an enquiry into the field of organization change. Identifying the need for change, framing the problems/issues, influencing the choice of what to do, and implementing the changes with minimal negative reaction are key managerial skills, especially in these increasingly turbulent times. The course will provide: - An overview of change management processes and types of changes - A knowledge of the drivers of change - Models of improving and rebuilding organizations - A variety of factors which affect successful change management - Some live stories of organizational change efforts - An opportunity for the students to frame their own orientation to change management COURSE REQUIREMENTS The course grade will be based on: Group Assignment (30%) Individual Assignments (20%) Final Exam: Case + Test (40%) Participation (10%) Group Assignment A. Analyze and present the case study of organizational change that is assigned to your group. This assignment is intended to provide an opportunity to analyze an actual change process through...
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...ABSTRACT When there is a need for change an organization is more effective and successful when it is properly managed. Our study specifies the top five tools to manage organizational change based on “Five levers of organizational change management” by Prosci (1996-2011), Inc. “The discipline of change management has a set of tools that support the "people side" of change - regardless of the change that is being introduced.” The five tools are: communication, sponsor plan, coaching plan, training plan, and resistance management plan. In our competitive global economy, we can embrace change by enhancing organizational members’ performance and productivity by implementing these tools. OUTLINE I. Title Page II. Abstract III. Outline IV. Introduction Statement V. Communication a. Raise Awareness About Change b. Social Judgment Skills c. Communication and Organizational Frames VI. Sponsorship a. Stability b. Vision c. Influence VII. Coaching a. Components of a Coaching Plan b. Mentoring c. Group coaching VIII. Training a. Components of a Training Plan b. Training Method IX. Resistance a. Expecting Resistance b. Root of Resistance X. Closing Statement XI. Bibliography page XII. Discussion Questions ...
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...Change Management Report: Kudler Fine Foods Automated Inventory System XXXXX July 28, 2014 HRM 310 XXXXX INTRODUCTION The following report provides an update of the change management process for the installation of an automated inventory system at all Kudler Fine Food (KFF) stores. The plan outlines how the change will be introduced and managed with employees, the intent to begin with a pilot at the La Jolla store, ways to address resistance, as well as ways to engage employees, cultural alignment, and the evaluation that will be done when the pilot implementation concludes. Change Management Project Overview The planning for implementation of the automated inventory system pilot at the La Jolla store is nearly complete. The implementation of an automated inventory system will impact every area of KFF’s operations. Therefore, Nadler’s Congruence Change Management Model is being used. Use of this model enables us to align the implementation of this system with current processes. It also enables us to assess any systems or processes that may need to be changed to establish congruence in our operations. As an overview, we have completed Steps One and Two of Nadler’s Change Management Model. In the Step One Diagnosis Stage we reviewed the Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis that was included in the KFF Strategic Plan. One of the strength areas for KFF is that it does not currently have competitors in the gourmet food grocer business. Nevertheless...
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...Implementing Change HCS 475 January 10, 2011 Implementing Change Inevitable in all organizations is change and the success or failure of that change can be a result of how well the manager implements and manages any changes. According to Leban and Stone (2008, “What is change management,” para. 5) “successful change requires a critical mass of people who are committed, are willing to change, and will sustain their new behavior to align with the needs of the change.” With this paper I will discuss a manager’s role and responsibility in implementing change, how a manager can successfully handle staff resistance to change, and define each step of the change process. A manager’s role and responsibility Tom Terez’s (1990) article A Manager’s Guidelines for Implementing Successful Operational Changes lists nine steps for a manager to follow when implementing changes. These steps outline the various aspects managers are responsible for during changes within a department. Preparing for the implementation, the manager’s responsibility is to analyze the environment in which the change will occur. This includes analyzing employee morale, employee engagement, and potential resistance to the change. Step two is to expose details of the change and answer all questions the employees may have. Allowing employees to question reasons for and details of the change will help them understand the organization has nothing to hide. Motivating employees during change is another...
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