... This paper consists of four different parts. The first two parts are two topics that were discussed during the guest lectures, which I think are very important in change management. The first topic is about communication, and how you can improve your communication to stimulate a fluent change. The second topic is about perception and mindset, which I think are also very important, because of all the different people with their corresponding views that are involved in a change. When you understand their perception and mindset, it gives you an opportunity to act on this and change them accordingly during the change. The last two parts are about changes in the reality, which I personally have encountered or that I think I will encounter. The first topic is about outsourcing, a topic of which I think is something a lot of organisations think about or need to think about. The second topic about leadership, something I am very interested in because I may come across a position where I need to lead people, and I would like to understand how to make suitable changes and guide these changes as a leader. Table of contents Introduction Table of contents Communication Perception Outsourcing Leadership Conclusion 2 Communication An important subject that has been brought up a lot during the course Change Management is communication...
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...Victoria’s Secret Change Management Process Christopher Brown ISCOM/472 May 20, 2013 Valorie Howard Victoria’s Secret Change Management Victoria’s Secret’s main market is the lingerie industry however; the specific categories for retail include Victoria Secret’s stores, Victoria Secrets beauty products and Victoria’s Secret lingerie catalog. The organization use the supply chain to gain competitive advantage within the retail industry and still considering three categories of improvement such as cycle time, quality, and cost concerns and developments. Cycle time measures the amount of time according to the unit using minutes and customer hours adding and subtracting one from another will not provide an average value (Tooling University, 2011). Quality reduces variation of processes surrounding targets to include goals, objectives, mission, and organizations vision eliminating faults, failures, and satisfying customer expectations (Shsu Ed, 2011). Demand media Inc. (2011) says “cost basis is defined as the amount of money originally put into investments before any growth or loss” (pg 1. para 1.). The three categories of improvement enhance business productivity though facilitate challenges such as cycle time step is not a stand alone use to calculate lead time. The business must know the work in process to calculate cycle times. The many dimensions to quality and customer perception of quality are a factor to determine what is important in...
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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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...INTEGRATED CHANGE MANAGEMENT: INCREASING SUCCESS RATES THROUGH AN INTERDISCIPLINARY APPROACH By SUSAN DOUTRE Integrated Studies Final Project Essay MAIS 700 submitted to Dr. Raphael Foshay in partial fulfillment of the requirements for the degree of Master of Arts – Integrated Studies Athabasca, Alberta December, 2012 CHANGE MANAGEMENT SUCCESS 2 TABLE OF CONTENTS Abstract ........................................................................................................................................... 3 Introduction ..................................................................................................................................... 4 Challenges and Complexity of Change........................................................................................... 6 A Business Perspective ................................................................................................................... 7 A Cultural Perspective .................................................................................................................... 9 A People Perspective .................................................................................................................... 11 Conclusion – An Integrated Perspective ....................................................................................... 14 References ...........................................................................
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...Concord Bookshop Paper Shobin Kovoor HCS/587 February 27, 2012 Laura Hurst Concord Bookshop Paper Change is a natural and necessary process in an organization. Continual and managing change has become one of the greatest challenges in today’s successful organization. Implementing successful organizational change is a key challenge to many businesses. This paper provides a description about phases in organizational change process and what lead to the failure of Concord bookshop to survive change. An organizational change means introducing a new enterprise resource planning system to co-ordinate and standardize internal process (Spector, 2010). According to Kurt Lewin, there are three phases of organizational change. First one is unfreezing. In this phase, the organization needs to identify the need of change and find solutions. A strategic renewal is needed. Organization must make the people visualize the need for change. Next phase is change. This phase is aimed on individual behavior. People try to do things in a better way. This process takes long time. Next phase is refreezing. In this phase changes are implemented and evaluated. The organization needs new goals and good leadership. Concord bookshop is an old store, that is running for 64 years in New England. This store was famous in the small community and they had support from the people. The management knew the need for change. There was financial crisis in the store. The owners failed to communicate the vision...
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...Change Management Concept Paper Submitted to Northcentral University Graduate Faculty of the School of XXXXXXXXXXX in Partial Fulfillment of the Requirements for the Degree of DOCTOR OF BUSINESS MANAGEMENT by KIM S JOHNSON Prescott Valley, Arizona October 2012 Table of Contents [Note: this is a non-inclusive sample and will vary depending on your subheadings] Introduction………………………………………………………………………………..1 Statement of the Problem………………………………………………………….1 Purpose of the Study………………………………………………………………1 Brief Review of the Literature…………………………………………………………….2 Research Method………………………………………………………………………….3 Appendix: Annotated Bibliography……………………………………………………….6 Introduction [One of the most serious tests associations meet today is managing change. Since steady changes facing some amount of modification and development can and must transpire continuously. Every employee, organization, and position is manipulated by of variables that influence the accomplishment of each sole change attempt. Some workers seem to search for an out and encourage change and next can successfully amend and develop their job presentation as quickly as the change occasion is determined or the change demand is made. Others may be unwilling and may require time and teaching to become prepared to carry and successfully contribute in the recommended changes. Some, nevertheless, may decide not to contribute and may essentially prevent the association's best presentation because...
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...Managing Change Initiatives: Fantasy or Reality? The Case of Public Sector Organisations Ebrahim Soltani University of Kent Business School, Canterbury, UK Pei-chun Lai University of Strathclyde Business School, Glasgow, UK Abstract It is becoming a commonplace statement that change initiative programmes are key tools to organisational long-term success. To this end, the last two decades have witnessed a surge of interest in the take-up of various change initiative programmes. Organisational change initiatives, we are told by many commentators, can maximise shareholder value (i.e. economic value theory) and develop organisational capabilities (i.e. organisational capability theory). Specifically, in recent years, as companies have been confronted by the conditions of heightened competition, globalisation, advancements in communications and information technologies, economic recession and simultaneously search for excellence, so the desire to take up change initiatives has interested the majority of leading organisations. At the same time, however, the analysis of the prospects for the majority of change management tools reveals so many deep-seated barriers to change with the consequence of little success in practice. This paper explores this apparent contradiction, arguing that, despite a heightened interest in the take-up of change initiatives, very few change programmes produce an improvement in bottom-line, exceed the company’s cost of capital, or even improve service...
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...direction and specific goals. The new strategic direction that Royer set for the company was one of preferred supplier status in the pulp and paper industry. The organization’s new goals focused on vastly improving return on investment and quality in customer service. Domtar was able to achieve and surpass its goals, all while keeping costs down, by focusing on Royer’s three pillars to the company: customers, shareholders, and ourselves. Notice the clear alignment when you compare Domtar’s mission, goals and pillars. The key component is what Royer meant by “ourselves.” He meant tapping into and motivating ALL employees in the organization. Royer knew that he and his executive team could not create the turnaround that Domtar’s balance sheet so desperately needed. Royer himself knew nothing of the pulp and paper industry before coming into the Domtar CEO position. But what he did know was how to create an organizational culture of empowerment, knowledge sharing and process improvement. And that’s exactly what he did through Kaizen events, transparent communication tactics and ongoing training that went beyond the typical job skills training. Armed with this new way of thinking, employees started to feel more like experts providing value. In order to keep the momentum going, and solidify the “Domtar Difference,” a performance management and incentive program were put in place, complete...
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...AND CHANGE MANAGEMENT |CONSULT IN EUROPE - LDV project n. 2006 FR/06/B/P/PP-152533 | | | |This project has been funded with support from European Commission. This publication reflects the views only of the authors, and the | |Commission cannot be held responsible for any use which may be made of the information contained therein. | MODULE N°4 RESTRUCTURING AND CHANGE MANAGEMENT INTRODUCTION With rapid changes in economic and technical environment, the firm must be ready to cope withperiod of organisational transitional. Organisational change generates new management issues and managers have to anticipate their strong repercussions since the beginning of change process. The main objective of this module is to give to the future consultant the tools necessary for internal adaptation to restructuring imperatives and managing the change process. This training course is organised over 5 days of 6 working hours facilitated by a trainer whose professional experience will enrich and develop practical insightsinto theManagement Consulting sector. LEARNING OBJECTIVES This training programme addresses the needs of experienced employeeswho must know about the main issues linked to organisational change management. In order...
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...Running head: IMPLEMENTING CHANGE PAPER Implementing Change Paper Aliyya Jones Leadership and Performance Development HCS/475 Brenda Lever, Instructor Monday, August 10, 2009 Implementing Change Paper Team members gather around in a small conference room as the manager states, a meeting is desperately needed in order for this change process to work efficiently. The room suddenly begins to fill with outburst such as, why does the company constantly change? Change is such a hectic process, who implemented the change without letting us know in advance? No one likes change, so why do it? Outburst such as these can be expected when change is involved; having a responsible, strong leadership could help ease the conflict. Implementing change involves a series of steps that a manager must go through in order to implement successfully to assure the team will achieve the company’s overall goal. Manager’s Role Within the company’s many departments each manager will have much responsibility and roles. The initial role is the understanding of the process transformation; “Transformation can be simply defined as a process of so fundamentally changing individuals and organizations that they more fully resonate with their own goals and the demands for a future, calling for a new set of expectations, behaviors, and organizational performance” (Porter-O’Grady and Malloch, p. 66, 2007). When transforming people and the department, the manager must be constantly...
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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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...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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...Concord Bookshop Paper Tamura Freeman HCS 587 September 3, 2012 Professor David Harrell Concord Bookshop Paper We live in a world where very little will always be the same. Change is constant and takes place all of the time. Change can also be viewed as good or bad individually or collectively. There are two important elements that should be considered when contemplating change: the vision and those affected. Many people do not care for change and when faced with it there can be opposition. Organizations go through changes based on the needs of the facility. The level of success for this change can be made easy or difficult depending on how it is implemented. The story of the Concord Bookshop and the organizational changes will be used for this paper. The Concord Bookshop, located in Massachusetts, is a historical site in its own right. It was started back in 1940 by Mrs. Raymond Baldwin and Mrs. Edward Warren. The idea was to have a nice place to go to read books. Around 2004 a change began that did not go over very well. Without the inclusion of those directly affected the board made the decision to hire a new general manager. After an employee requested meeting, the board stated in a nut shell that the concerns of the employees was appreciated but that it was moving forward without the input of the employees. Change was coming but was it done properly? In 1951 Kurt Lewin developed a three-stage model for organizational change: Unfreeze-Change-Refreeze. This model...
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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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...Nursing Management, 2000, 8, 265±272 The development of a model to manage change: re¯ection on a critical incident in a focus group setting. An innovative approach M. CARNEY RGN, RM, RNT, FFNRCSI, MBA (HONS) Lecturer, School of Nursing and Midwifery, University College Dublin, Ireland Correspondence Marie Carney School of Nursing and Midwifery University College Dublin National University of Ireland Earlsfort Terrace Dublin 2 CARNEY M . (2000) Journal of Nursing Management 8, 265±272 The management of change: using a model to evaluate the change process. An innovative approach management of change. The Change Management Model may provide nurse managers or change agents with a structured and measurable model for managing and evaluating the change process. A measurement constructs tools to further assist the evaluation process is also described. Background The author argues that certain key variables can be identi®ed which contribute to the successful implementation of change. These variables include critical success factors for change, communication issues, change dynamics that include resistance or acceptance of change, and the variables related to the management of the implementation and evaluation stages of the change process. Key issues Change is a constant in the health care ®eld. Nurse managers must learn to accept change as a normal process and to develop coping and managing strategies for the successful management of change. This acceptance of change as a...
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