...Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) MCP 2135 – Leading and Managing Change in Organizations MBA in Human Resource Management Semester II – 2010/2012 Course Director : Prof. Sudatta Ranasinghe Professor of Management Name of the Student : Gamini Hettiarachchi Student Registration No. : 110046980 Date Submitted :16.05.2011 Word Count : 1662 words, 5 single side A4 pages Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) Abstract This term paper addresses human resource capacity building as a strategic instrument in leading and managing change in organizations. After describing the process and the basic steps in leading and managing change, the article has taken an effort to identify the role of leaders and the managers to derive a conceptual frame of reference to develop arguments in strategic importance of human resource capacity building in the process of leading and managing change in organization. To meet the challenges, negative as well as positive, HR capacity building is needed in most of the steps and stages in the process of leading and managing change in organizations. Further, developing human capacities has highlighted as one of the major roles and core functionalities of leaders and managers. Viewing human resources as human capital and beyond, the term paper argues that without...
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...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 6:00 – 10:00 Catalog Description MGMT 631 (4 Units): Study of Organizational Behavior, Organizational Theory and basic Human Resources management. Topics include managing individual performance, team and intergroup dynamics, leadership, human resource management, organizational design, decision making and management of change. Course OVERVIEW This course is an...
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...TermPaperWarehouse.com - Free Term Papers, Essays and Research Documents The Research Paper Factory [pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic] • Join • Search • Browse • Saved Papers Top of Form [pic][pic]Search Bottom of Form [pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic] [pic] • Home page » • Business and Management Organisational Behaviour - Managing Organisational Change In: Business and Management Organisational Behaviour - Managing Organisational Change ORGANISATIONAL BEHAVIOUR - 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...
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...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 a systematic and concrete application...
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...HR587 Managing Organizational Change Course Project Expectations Introduction The Course Project enables students to integrate and build onto course materials and discussions by doing a Diagnostic Paper (Option 1) of a significant change initiative or by writing a Research Paper (Option 2) that goes beyond what has been covered in the course. For both options the student is required to do the following: 1. Submit a Draft of your proposed paper during Week 4 so that the instructor can provide guidance and advice. 2. Submit a 15-20 page (double spaced) course project (Option 1 or 2) by the end of Week 7. Note: An Appendix may be used for background documents. Those pages do not count toward the 15-20 page paper. Options: Option 1: Diagnostic Paper Applying models and concepts from the course, analyze a significant change initiative you have observed, have been affected by or have had a hand in implementing in your organization. It can be a change that your organization is currently undergoing, or one that has recently been completed. The organization that is in your paper could also be one that you worked for in the past. However, you must know enough about the change to be able to do a comprehensive analysis. Examples of change you might consider include: * Restructuring or reorganization * Downsizing or rapid expansion * Outsourcing * Technical or work process redesign * Merger or acquisition * Benchmarking or reengineering ...
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... | Copyright © 2012, 2008 by University of Phoenix. All rights reserved. Course Description This course will provide students with a solid foundation in innovation, design, and creativity. Additionally, students will be prepared to apply relevant principles, tools, and techniques to promote and sustain organizational innovation for competitive advantage. Policies Faculty and students will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Rowe, A. J. (2004). Creative intelligence: Discovering the innovative potential in ourselves and others. Upper Saddle River, NJ:...
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...Ellen Zane – Leading Change at Tufts / NEMC Purchase here http://homeworkonestop.com/HSA%20599/hsa-599-assignment-2-ellen-zane-leading-change-at-tufts-nemc Product Description Read the “Ellen Zane – Leading Change at Tufts / NEMC” case. Write a 4-6 page paper in which you: 1. Describe the health care environment in Massachusetts. 2. Describe what was happening within Tufts / NEMC in the 1990s. 3. Describe what is wrong with Tufts / NEMC by 2002 and 2003. 4. Describe the four (4) actions Zane took in her first six (6) months. Your assignment must: • Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; references must follow APA or school-specific format. Check with your professor for any additional instructions. • Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length. The specific course learning outcomes associated with this assignment are: • Differentiate between strategic management, strategic thinking, strategic planning, and managing strategic momentum. • Use technology and information resources to research issues in the strategic management of health care organizations. • Write clearly and concisely about management of health care organizations using proper writing mechanics. HSA 599 Assignment 2: Ellen Zane – Leading Change at Tufts / NEMC ...
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...Modelling for Change: An Information Systems Perspective on Change Management Models Robert D. Macredie, Carl Sandom and Ray J. Paul Department of Information Systems and Computing, Brunel University, Uxbridge, Middlesex, UB8 3PH Tel: +44 1895 203374; Fax: +44 1895 203391 E-mail: Ray.Paul@brunel.ac.uk; Robert.Macredie@brunel.ac.uk Abstract This paper will focus on the topic of organisational change and its management from an information systems perspective. The paper will examine the issues raised during a review of the change management literature – looking at the major approaches to change management, namely, the planned, emergent and contingency approaches – as background to the issues raised in other papers in this theme of the book. As in the Management In The 90s (MIT90s) study, a very broad definition of the term IT is used to include: computers of all types, hardware, software, communications networks and the integration of computing and communications technologies. The paper will then examine change management within the context of Information Systems (IS) theory and practice. This will lead to a discussion of an emerging model by Orlikowski and Hofman which will be briefly reviewed to provide insight into the types of models which are likely to provide a focus for research in the area in the near future. The model also provides a strong and interesting framework against which to view some of the papers that follow in this theme of the book. 1. Introduction As...
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... | Copyright © 2009, 2008 by University of Phoenix. All rights reserved. Course Description This course will provide students with a solid foundation in innovation, design, and creativity. Additionally, students will be prepared to apply relevant principles, tools, and techniques to promote and sustain organizational innovation for competitive advantage. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Rowe, A. (2004). Creative intelligence. Discovering the innovative potential in ourselves and others. Upper Saddle River, NJ:...
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...to "self-initiated expatriates, meaning people who choose to move to another country on their own. Human resource needs for both kinds of expatriates are unique, and may differ from each other. Self-initiated expatriates may exhibit more motivation to live in a different country and uproot their family for a long period of time, and this motivation may facilitate an easier transition, therefore being less demanding for the human resource management (Mo and Jian-Ming 170-172) Workplace flexibility and the changing nature of work: an introduction This paper examines articles referring to how the changes in the work environment require flexibility on behalf of the organization, mainly concerning managing human resources. Though it was written in the turn of the century, it is relevant to the question of human resource management in multinational organizations because it examines core issues of facing change and managing human capital in a changing environment. Merging with an international organization, thus creating a multinational organization...
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...Organizational change is inevitable, but not always successful. “Up to 84 percent of U.S. firms are involved in a major organizational change, although many are deemed not successful” (Palmer, 2008). Effective leadership is imperative when managing change. Managers must recognize what the pressures are that have prompted the organization to change and adapt their management image to reflect the proper change management initiative. In this paper I will analyze a change management initiative I experienced where external pressures propelled the organization to change. I will argue that management unsuccessfully carried out the change initiative from an images perspective. Finally, I will make recommendations on what management could have done differently to make the change more successful. Before continuing further it is necessary to define the terminology used throughout out the rest of this paper. There are two types of images of managing, “management as control” and “management as shaping.” The former “is associated with a top-down, hierarchical view of managing. Typically, the organization is treated as if it is a machine” (Palmer, 2008). As opposed to the latter where the image is associated with a “participative style of managing in which people are encouraged to be involved in decisions and to help identify how things can be done better” (Palmer, 2008). Most importantly, there are also, “six images of managing change,” they are “six differing images of managing change, each of...
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...POWER AND INFLUENCEThe course examines the bases of power in organizations and the ways in which power can be built and used effectively. It also explores the positive and negative effects that power-oriented behavior can have on organizations. The ethics of power will be a recurrent concern throughout the course. Class sessions will be devoted to discussing “case” materials in light of theoretical arguments advanced in “readings.” Case materials include standard Harvard Business School cases, book chapters about individuals (Robert Moses and Henry Kissinger), corporations (e.g., Lehman Brothers and Time Warner), and industries (e.g., the auto industry), and in-class videos (e.g., a “Bill Moyer’s Journal” segment on David Rockefeller). COURSE REQUIREMENTS Final course grades will be based on student performance on three written assignments and on student participation in class discussions. Written Assignments. Each student will be expected to submit two individual case analyses that indicate what the student learned from reading and discussing the case in question. The case analyses should be one single spaced typewritten page long and should be submitted the week after the case that they address is discussed in class. Individual case analyses will be graded on a scale from 1-3 and together will comprise 10% of a student’s final grade. Each student should also form a group with three to four other students to complete a case study of a real organization. The...
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...effective leader is faced with many challenges while striving to meet the needs of the organization and to accomplish those goals with minimal resistance, he or she must understand why employees behave in the ways that they do, become adept at engaging employees, manage employee performance, and facilitate organizational change. |Blanchard, K.H. & Hersey, P. (1972). Management of organizational behavior: Utilizing human resources 2nd ed.). Englewood Cliffs, NJ: | |Prentice-Hall, Inc. | | | |In this text, authors Blanchard and Hersey address workplace behaviors and how leaders can recognize and either reinforce or redirect specific| |types of employee conduct. They also discuss a variety of motivations behind certain behaviors, such as social mores, individual needs, and | |peer influence. Understanding why employees respond well or poorly within the workplace is critical to managing both human resources and in | |pursuing the goals of the organization. Blanchard and Hersey are both recognized leaders in management theory, with numerous books, articles, | |training programs, and trade publications to their credit, both as a team and separately. The first release of this text was in 1969, yet | ...
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...2007 1 Managing Change A Public Sector Perspective John Lamont MANAGING CHANGE RESTRAINING FORCES ↓ ↓ ↓ E Q U I L I B R I U M ↑ ↑ ↑ DRIVING FORCES MANAGING CHANGE The Rational Approach l Identifying the objectives l Scoping and specification of time, cost and quality l Work breakdown structure l Heavy emphasis on scheduling and critical paths l Lots of performance and progress reporting The Political Approach l Based on trying to identify stakeholders, winners and losers l Attempts to buy off or cut losers loose l Particular focus on where the balance of power might lie and lots of jockeying for position l Alliances and coalitions become critical The Emotional Approach l Based on trying to provide reassurance and support l Allowing people time to come to terms with change l Little attempt to ‘persuade’ people of the change – focus, instead, is on giving them the information and involvement they need to ‘buy in’ themselves MANAGING CHANGE Key Questions About Stakeholders l Who is going to be affected by this change? l How big a change will this be for them? l What’s in it for them (benefits/losses)? l How committed are they now to this change (in your Attempts to buy off or cut losers loose l Particular focus on where the balance of power might lie and lots of jockeying for position l Alliances and coalitions become critical The Emotional Approach l Based on trying to provide reassurance and support l Allowing people time...
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...Organizational change is inevitable, but not always successful. “Up to 84 percent of U.S. firms are involved in a major organizational change, although many are deemed not successful” (Palmer, 2008). Effective leadership is imperative when managing change. Managers must recognize what the pressures are that have prompted the organization to change and adapt their management image to reflect the proper change management initiative. In this paper I will analyze a change management initiative I experienced where external pressures propelled the organization to change. I will argue that management unsuccessfully carried out the change initiative from an images perspective. Finally, I will make recommendations on what management could have done differently to make the change more successful. Before continuing further it is necessary to define the terminology used throughout out the rest of this paper. There are two types of images of managing, “management as control” and “management as shaping.” The former “is associated with a top-down, hierarchical view of managing. Typically, the organization is treated as if it is a machine” (Palmer, 2008). As opposed to the latter where the image is associated with a “participative style of managing in which people are encouraged to be involved in decisions and to help identify how things can be done better” (Palmer, 2008). Most importantly, there are also, “six images of managing change,” they are “six differing images of managing change, each...
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