...Planned Organisational Change Executive Summary Change management is essential if the introduction and implementation of a new process into the workforce is to succeed. Through an increase in injuries, plant downtime, equipment damage and multiple “notices of improvement” from the Department of Mines, a performance gap at Utah Point export facility was recognized. This performance gap was analysed and with the assistance of a gap analysis model a desired future comprising a safer, more efficient and profitable facility was identified. To ensure that this future can be achieved, focus was placed on both the factors pressuring for change and the major restraining forces against change. As already stated the high level of injuries to persons working at the facility along with the high costs associated with equipment damage and plant downtime were the foremost factors pressuring management for change. In contrast, the potential for resistance from some of the stakeholders to any change due to potential job losses or lost income defined the major restraining forces. Numerous options were considered to resolve this issue however the implementation of a drug and alcohol policy was determined to be the most effective solution. In order to ensure the smooth enactment of this procedure it was determined that all stakeholder parties should be involved in the design and implementation of the policy. In order to counteract any possible resistance to this change it is theorised that...
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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 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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...Richard Dana Associates (RDA) was brought in by the owners of a family-owned business with complex relationship issues at a time preceding an anticipated leadership transition. Following individual and group coaching sessions, RDA was able to help the leadership separate personal issues, and codify practices through formal policies to allow the leadership group to focus on business issues without personal complications. At the end of RDA's engagement, the client was well-positioned to begin developing a transition plan. Bob, founder, CEO, and owner of a 20-year-old, closely-held business, hoped to groom his 30-year-old son, Jack to take over the business in the next five years. The firm was currently co-run by Betty, the COO and Operations Manager. She was a longtime employee of the firm, and also had been Bob's life partner for most of that time. Both Jack and the firm were at a critical juncture, if Jack and the firm did not make a mutual commitment to each other in the next year or so, Jack would likely pursue alternative career options, closing a window of opportunity. And yet Jack was not privy to many of the decisions and financials underlying the company information that would allow him to make an objective decision about his future role in the firm and no plan existed to manage the transition. Jack and Bob's personal relationship had grown estranged, and both prone to intense emotional responses to work and personal issues. In addition, Betty felt that Jack...
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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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...Management of Change MHR 650, Sec 011 Tuesday 12pm-3pm TRS 2-164 Fall 2014 Instructor Information: Name: Frank Miller Email: frank.miller@ryerson.ca Office: TRS 2-115 Dropbox: TRS 1-002 Office Hours: Monday 4-6pm, Tuesday 11am-noon, (or by appointment) COURSE Information: Prerequisites and/or Exclusions: MHR 405 or HTH 601 or Direct Entry Posting of Grades and Feedback on Work: Grades on assignments and tests will be posted on the Blackboard site for the course. Students who do not want their course grades posted must inform the instructor in writing before the first assignment/test is due. Students will receive the results of their first test/term work before the final deadline for dropping courses without academic penalty. All assignments submitted for grading will be handed back within three weeks, except for the final assignment/test which will be available after official final grades are available. E-mail Communication: Students must use the e-mail address listed above to communicate with the instructor. E-mails and Blackboard bulletin board postings sent Monday to Friday will be answered within 24 hours. Students are required to activate and maintain a Ryerson Matrix e-mail account. This shall be the official means by which you will receive university communications. Faculty will not respond to student enquiries from any other e-mail address. See Policy #57 found at www.ryerson.ca/senate/policies for further information on...
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...Contents 1.0 Introduction 2 2.0 Literature Review 2 2.1 Definition of Change Management 2 2.2 Need for Change 2 2.3 Barriers to Effective Change 3 2.4 Models of Change 4 2.5 Organisational Metaphors 6 3.0 Recommendations 7 4.0 Conclusion 9 5.0 References 10 6.0 Appendices 11 6.1 Appendix One – Comparison of Change Models 11 6.2 Appendix Two - Archetypical Metaphors for Organisations 1 1.0 Introduction The purpose of this report will be to critically review a contemporary management practice topic of change management within the case study of the organisation in order to identify the key strengths and weaknesses of the organisation and make appropriate leadership and management recommendations for improvement in this management practice. The topic under investigation in this report is change management. All organisations experience change constantly. For the case study organisation there has been some planned changes made such as the hand held work devices and electronic vehicle tracking devices to improve efficiency. However the organisation needs to implement change in the future due to change in legislation, regulations and customer service targets. 2.0 Literature Review 2.1 Definition of Change Management ‘to move an organisation from its present point to a different one which is more desirable in meeting its objectives.’ (Hannagan, 1998:31) ‘a continuous, open-ended and unpredictable process of aligning and re-aligning an organisation...
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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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...Three Phase Change Management Framework For E-business Transformation • Phase I : Vision, Communication and People • Phase – II : Processes & Technology • Phase III : Customers, Suppliers and Other Value Chain Partners ➢ The rules of change management ➢ Organizational and Personal Change Management ➢ Responsibility of Managing Change ➢ Change Management Principles ❖ References [pic] The rate of change in today's world is constantly increasing. To cope with an unpredictable world you must build an enormous amount of flexibility into your organization. Organizations can structure themselves for increased flexibility to respond to change, for example using project teams, virtual structures and networking. Gary Hamel, Professor of Strategic and International Management, states that “corporate leaders [should] build organizations that are as nimble as change itself, to make innovation everyone’s job, and to dramatically increase the returns on human capital” Planning, implementing and managing change in a fast changing environment is increasingly the situation in which most organizations now work. Dynamic environments such as these require dynamic processes, people, systems and culture, especially for managing change successfully, notably effectively optimizing organizational response to market opportunities and threats. Many things cause organizational change. These include: ...
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...Managing Organisational Change Essay Topic: One set of authors state that “An organisation’s ability to manage change will have a significant effect on its performance and prosperity” (Graetz. F., et al, 2006, p2 in Grates F. et al, 2006, Managing Organisational Change, John Wiley & Sons, Australia), whereas another author claims that few corporate change efforts have ever been successful (Kotter, J.P., 2005, ‘Why Transformational Change Efforts Fail’, Harvard Business Review, March-April 1995, pp 59-67). Discuss these two statements and build an argument that explains this apparent contradiction with regard to relevant organizational behavioural theory. In my opinion, the statements presented above do not contradict one another, in fact the two statements presented support the need for successful organizational change and the need for concerted effort in implementing the change. In almost every case, the basic goal has been has been the same: to make fundamental changes in how business is conducted in order to help cope with a new, more challenging market environment. Change is an organizational need, at one time or other and management needs rigorous support in achieving positive change outcomes. I want to look in detail the change management theory and practice including Transformational Change, The Tools and Techniques used for Change Management, Transforming Organisations for Organic Growth, Cultural Revitalisation and Behavioural Responses to Change and the successful...
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...3.1 Develop systems to involve stakeholders of RDA in the planning of change. (AC 3.1 : Develop systems to involve stakeholders of RDA in the planning of change). The family business owned by Bob bought another firm named RDA. Since there were polarities in both personal and professional relationship between the key players i.e Bob, his son Jack and Bob’s ex-life partner Betty who was also a long time associate and COO of the firm. RDA involved itself as a consultant to identify concrete goals and bring changes. The following steps and systems were used to involve the stake holders. • Conducted numerous strategic interviews with Bob, Jack and Betty on individual and group level which allowed them to express both personal and professional obstacles which was hindering the process of transition. • Implement unambiguous job description by clarifying roles and responsibilities of all stakeholders. • Developed consistent policies which were both clear and official to be strictly followed by Bob and Jack and further implementing the policies to the entire firm. • Forcing Bob to be more pro-active in giving Jack both macro and micro understanding of the business • Initiating leadership training to Bob enabling him to set limits on Jack’s unproductive approach. • Scheduling specific times for Bob and Jack to interact and revamp their personal relation. • Sitting Jack and Betty down to identify their goals and express the underlying issues. • Impart training to all stakeholders...
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...Why is change management important? A business case for developing an approach to managing change within organisations www.maventraining.co.uk І 020 7089 6161 © Maven Training Ltd 2012 Summary • This presentation has been written for anyone who is trying to persuade their colleagues that applying a structured approach to change management is a good thing! • I have provided a couple of my favourite quotes about the importance of change, as sometimes the views of others can be more persuasive than your own reasoning. • I have outlined the benefits and costs of having a change management framework which has done some of the thinking for those of you who have to put together a business case for investing in change management skills. © Maven Training Ltd 2012 www.maventraining.co.uk І 020 7089 6161 Have a structure to allow change… “It’s such a volatile world that the first resolution for any business leader coming into 2012 must be to become change friendly. I can’t think of any sector that could not change massively within the next year. So before you even start thinking about what those changes might be, you must ensure that you as an individual and your company as a whole is open to change and has the structure in place to allow it.” William Higham, founder of future trends consultancy The Next Big Thing, quoted in Director Magazine, January 2012 © Maven Training Ltd 2012 www.maventraining.co.uk І 020 7089 6161 Become a change leader… But unless an organisation...
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...public policy formulation and implementation in Kenya. In addition, the challenges of adopting technology and organizational change are examined. Research conducted outside Sub-Saharan Africa showed that information and communication technologies (ICTs) have the potential to enhance efficiency, policy effectiveness, citizens’ participation, and democratic values. Based on the concept of democratic values, the paper explores how e-government impacts the political agenda, rule making, and public service delivery. The central argument is that e-government is not only a tool or platform that enhances delivery of public services but also has the potential to reform the way policies are formulated and implemented in terms of efficiency, accountability, transparency, and citizens’ participation. The Key findings show that the Kenyan government has failed in disseminating information about e-government, sensitizing Kenyans on how to make use of technology to access government services, and providing incentives to encourage use of technology. Hence despite the advantages touted globally for implementing e-government, literature showed no evidence that any of the Kenyan e-government’s objectives: enhancing delivery of public services, improving information flow to citizens, promoting productivity among public servants, and encouraging citizens’ participation has been achieved. Key Words: e-government; public policy; policy formulation; public implementation; resistance to change References ...
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... Company Background…………………………………………………………………… Organizational change………………………………………………………………….. PESTLE analysis,…………………………………………………………………………….. Drivers for Change………………………………………………………………………….. Objectives…………………………………………………………………………………….. Organizational change………………………………………………………………….. Types of Organizational change…………………………………………………… Change Process…………………………………………………………………………….. Types of change …………………………………………………………………………. Planning the change process………………………………………………………….. Planning Change Models …………………………………………………………………. Change at Ranbaxy………………………………………………………………………….. Models for change…………………………………………………………………………… Guidelines for successful change management……………………………………. Human factors involved in the proposed change………………………………. Reasons for resistance to change:……………………………………………………… Process of implementing the change…………………………………………………. Change Management…………………………………………………………………………. Evaluation……………………………………………………………………………………… Conclusion…………………………………………………………………………………………. PURPOSE: This report try to explain the organizational change implemented by the company named Ranbaxy and how effectively they managed the change and how they met with success in achieving their objectives. For the purpose of this report, the cultural change Ranbaxy implemented and post merger integration of the R&D department...
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...analyse the strategic change management in Business Development Club. This club is intended to bridge the gap between management, policy-making departments and the various levels of employees who are not directly involved in management discussions. This report addresses about models of strategic change and then discuss relevance models of change in the current economy. Furthermore intervention techniques these key areas which mentioned sequentially. This report mentions about the need for strategic change in the Club and also describes the factor which one driving for change. Furthermore, explains the resources implications which one not responding to the change. In addition, Moreover discuss about stakeholder strategy, the system to involve stakeholders in the planning of change and then evaluation. Finally, develop appropriate model for this change programme and plan the implementation of a model for change and look at the measures to monitor the progress of this change. Strategic Change Management A process involves developing an innovative vision for where the company needs to be, and then developing an equally innovative path for achieving the goals. This is a systematic approach to dealing with change both from perspectives of an organisation and on the individual level. Change management can be defined by three main components: adapting to change, handling the change and effectively putting forth that change. To effectively put...
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