...Managing a branch closure programme: an exercise in planning and managing the process of change The aim of this activity is to explore the issues and choices involved in developing an overall strategy for large scale change. The scenario A long-established bank is facing strong competition from new entrants into the retail banking market. The new entrants specialize in the provision of telephone and Internet banking services and have a lower cost base because they do not carry the overheads associated with a large branch network. A director of the branch network in the traditional bank has proposed a strategy for responding to this competition. It involves closing down 20% of the branch networks in order to reduce overheads and increase net revenue per customer. At this stage, the details of the strategy have not been finalized. For example, the branches targeted for closure could be city center branches occupying expensive properties or small rural branches occupying low-cost premises but with relatively few customers of high net worth to the bank. Imagine that you are a consultant who has been engaged by the director who initiated the proposal. Your role is to help her to explore the feasibility of the proposal to increase profitability by contracting the branch network. Actions You have brainstormed, with the director and her immediate colleagues, a list of possible actions that could provide the basis for a strategy for managing this change. These are...
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...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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...Change management - the systems and tools for managing change Scope of change management This tutorial provides a summary of each of the main areas for change management based on Prosci's research with more than 900 organizations in the last 7 years. The purpose of defining these change management areas is to ensure that there is a common understanding among readers. Tools or components of change management include: Change management process Readiness assessments Communication and communication planning Coaching and manager training for change management Training and employee training development Sponsor activities and sponsor roadmaps Resistance management Data collection, feedback analysis and corrective action Celebrating and recognizing success Change management process The change management process is the sequence of steps or activities that a change management team or project leader would follow to apply change management to a project or change. Based on Prosci's research of the most effective and commonly applied change, most change management processes contain the following three phases: Phase 1 - Preparing for change (Preparation, assessment and strategy development) Phase 2 - Managing change (Detailed planning and change management implementation) Phase 3 - Reinforcing change (Data gathering, corrective action and recognition) These phases result in the following approach as shown below in Figure 1. Figure 1 - Change Management Process...
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...Management, 10e (Robbins) Chapter 12 Managing Change and Innovation 1) The change in demand for health care technicians is an example of an economic change. Answer: FALSE Diff: 3 Page Ref: 259 Topic: The Change Process 2) The "calm waters" metaphor of change is consistent with Lewin's concept of unfreezing, changing, and refreezing. Answer: TRUE Diff: 3 Page Ref: 259 Topic: The Change Process 3) In the "white-water rapids" metaphor of change, managers should expect change at any time, and it may last for unspecified lengths of time. Answer: TRUE Diff: 2 Page Ref: 260 Topic: The Change Process 4) Organizational change can be any alterations in people, structure, or technology. Answer: TRUE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change 5) Any manager can be a change agent. Answer: TRUE Diff: 2 Page Ref: 261 Topic: Types of Organizational Change 6) Changing structure includes any change in structural variables such as reporting relationships, coordination mechanisms, employee empowerment, or job redesign. Answer: TRUE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change 7) Computerization is a technological change that replaces people with machines. Answer: FALSE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change Skill: AACSB: Technology 8) Competitive factors or new innovations within an industry often require managers to introduce new equipment, tools...
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... 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 of...
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...Chapter 13 Managing change and innovation Learning outline Forces for change Change process Managing organisational change Contemporary issues downsizing, employee stress, successful change structural, human resource, and cultural variables Robbins, Bergman, Stagg, Coulter Management 5e © 2008 Pearson Education Australia Stimulating innovation Change, innovation and sustainability Forces for change Change – an organisational reality managing change is an integral part of every manager’s job government laws and regulations technology economic changes strategy, workforce, employee attitudes Robbins, Bergman, Stagg, Coulter Management 5e © 2008 Pearson Education Australia External forces Internal forces Change process The calm waters metaphor the organisation as a large ship crossing a calm sea change is seen as an occasional disruption in the normal flow of events Kurt Lewin’s three-step description of the change process Successful change can be planned and requires unfreezing the status quo, changing to a new state, then refreezing to make the change permanent Robbins, Bergman, Stagg, Coulter Management 5e © 2008 Pearson Education Australia Change process Robbins, Bergman, Stagg, Coulter Management 5e © 2008 Pearson Education Australia Change process The white-water rapids metaphor the organisation is seen as a small raft navigating a raging river with uninterrupted white-water rapids. change is an expected...
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...Change Management Process Framework Basically, change is the only thing that is constant in the world. Every business organizations need to change the way they operate and the products they offer. The change management process is the sequence of steps or activities that a change management team or project leader would follow to apply change management to a project or change. Change management is the application of a structured process and set of tools for leading the people side of change to achieve a desired outcome. Preparing for change The first phase of change management process includes preparing for change which focuses on getting ready for the change. While preparing for change, an organization should know how much change is important to them. Similarly, the resources needed for change also need to be analyzed before going for change management. In the same way, organization need to be sure about the objectives of change and how they are going to implement the change and achieve desired objectives. Preparing for change mainly includes three phases and they are define your change management strategy, prepare your change management team and develop your sponsorship model. An organization to prepare for change must first clarify the strategies that are needed to implement the change. The strategies are simple action plans that need to be carried out to achieve the desired objectives. With the help of those stated strategies, change management process is carried out. Another...
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...Management Managing Change and Innovation Geronimo L. Jamisola II MBE-TEP PLM Learning Objectives At the end of this presentation, you should be able to answer the following questions: • What factors create the need for change? • Is change a continual or occasional process ? • How do organizations manage change and resistance to change? • What are some current issues in managing change? • How to make change successful? • What is innovation and how does it occur in organizations? • How do organizations stimulate innovation? What is Organizational Change? • Organizational Change – Any alterations in the people, structure, or technology of an organization • Characteristics of Change – Is constant yet varies in degree and direction – Produces uncertainty yet is not completely unpredictable – Creates both threats and opportunities • Managing change is an integral part of every manager’s job Forces For Change • External forces – Changing consumer needs and wants – New Governmental laws and regulations – Changing Technology – Labour markets shifts – Economic and social changes • Internal Forces – New organizational strategy – Change in composition of Workforce – New equipment – Changing Employee attitudes – Compensation and benefits Two Views of the Change Process • The Calm Waters Metaphor – Kurt Lewin: Change is a break in the organization’s equilibrium state. 3 Step Change Process (see exhibit 1): • Unfreezing the status quo • Changing to a new state • Refreezing to make...
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...Organizational change can make an organization capable to better respond the future trends, technological changes, social and economical changes, and can also provide a competitor edge in this age of high competitions. Change can also improve the performance of an organization which at the later end may lead organizations towards a long term success and sustainability. While talking about organizations the leadership and its role are the most concerning issue in managing organizations and organizational change. It is accepted by scholars that organizational leadership has a central role in evolution and cultivating an organization. It can help the member of an organization and working teams to face the challenges and to work for organizational goal in a worthy way. The role of a leader is also very prominent while addressing the change issue for organizations. The process of organizational change is very demanding and challenging. The strategic leadership is eagerly needed for organizations, which is well capable to predict the essential alterations and changes, in advance and create required commitment and highly suitable atmosphere for worker and teams to understand and adopt these changes successfully. The leader is a person, anyways, who can have different competencies, capabilities and characteristics. Different scholars present different theories and discuss the characteristics of leadership. They also point out some capabilities of a leader which can make him more...
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...The TQM Magazine Emerald Article: A new framework for managing change J.S. Oakland, S.J. Tanner Article information: To cite this document: J.S. Oakland, S.J. Tanner, (2007),"A new framework for managing change", The TQM Magazine, Vol. 19 Iss: 6 pp. 572 - 589 Permanent link to this document: http://dx.doi.org/10.1108/09544780710828421 Downloaded on: 16-08-2012 References: This document contains references to 20 other documents Citations: This document has been cited by 10 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 12014 times since 2007. * Users who downloaded this Article also downloaded: * François Des Rosiers, Jean Dubé, Marius Thériault, (2011),"Do peer effects shape property values?", Journal of Property Investment & Finance, Vol. 29 Iss: 4 pp. 510 - 528 http://dx.doi.org/10.1108/14635781111150376 Hui Chen, Miguel Baptista Nunes, Lihong Zhou, Guo Chao Peng, (2011),"Expanding the concept of requirements traceability: The role of electronic records management in gathering evidence of crucial communications and negotiations", Aslib Proceedings, Vol. 63 Iss: 2 pp. 168 - 187 http://dx.doi.org/10.1108/00012531111135646 Charles Inskip, Andy MacFarlane, Pauline Rafferty, (2010),"Organising music for movies", Aslib Proceedings, Vol. 62 Iss: 4 pp. 489 - 501 http://dx.doi.org/10.1108/00012531011074726 Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF MANCHESTER For Authors:...
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...Managing Diverse Workforce Name Institution Introduction The concept of workplace diversity refers to the differences that exist within an organization based on the employees working together in a team (Sonnenschein, 2009). It is imperative to note that the modern working environment calls for the need to manage the diverse workforce. As such, the management shoulders the responsibility of ensuring that they effectively manage diverse employees within their organization. It would sound simple to think that managing such team does not require tact and knowledge. However, it is pertinent to note that the aspect of diversity encompasses many fields like ethnic background, race, and age of individuals, gender, educational level, and the personality type of people. Additionally, diversity involves how the individuals perceive themselves and others of the different background than theirs. Hence, the perceptions will interfere with how they interact with others and the manner in which the organization will operate (Blunt, 2009). Therefore, for various assortments of employees to be in a position to function effectively within an organization, the human resource personnel must effectively deal with a broad range of issues. For instance, they must address change within the organization, communication aspect, and adaptability to the working environment. Furthermore, the issue of diversity will significantly increase in the future hence the need...
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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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...Wade Assn. 1: Stories of Change Dr. Vanessa Graham HRM 560-Managing Organizational Change 01/26/2014 An organization has to be strategic when managing change. A business must also be able to reinvent itself in order to maintain a competitive edge. There can be many reasons why change is necessary including technology, customer needs, opportunities to grow, globalization, and the economy. “Today, organizations must have the capacity to adapt quickly and effectively in order to survive. Often the speed and complexity of change severely test the capabilities of leaders and employees to adapt rapidly enough, but if organizations fail to change, the cost of that failure may be quite high. Hence, leaders and employees must understand the nature of the changes needed and the likely effects of alternative approaches to bring about that change” (Hellriegel & Slocum, 2011, p. 510). Using Kotter’s Model, Identify the Three (3) Most Significant Errors Made Out of All of the Change Stories Presented and Describe the Ramifications of Those Mistakes. Any organization that wants to grow and stay ahead of the competition should embrace change. Despite this fact, there are many things that can go wrong when an organization decides to make a change. Resistance from employees is one factor that plays a part in an organizations change process failure. The change process must be effectively managed in...
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...Mean to Manage Change? Learning Objectives By the end of this chapter, you should be able to: • • focus • • • • Describe what it means to manage change. Exhibit a proactive approach to managing change. Identify five types of change. Exhibit a change readiness mind-set. Describe the six change management competencies. Create a performance improvement plan. Change in business, as in life, is inevitable, and the amount, pace, and complexity of change are accelerating at an ever-increasing rate. Thus, whether it is called reengineering, culture change, global execution, or mergers and acquisitions, there is more organizational change to contend with than ever before. Change also impacts our personal lives. We change jobs; our children leave home; and sometimes we move across the country. Thus, the period in which we are living is one in which change is the norm. What does this mean for you? Today, the responsibility for managing change is part of your job description. In fact, everyone in a leadership role must take on the challenge of helping his or her organization change in a way that ensures its future viability and competitiveness. More than anything else, managers who successfully play the role of change agent realize they can no longer approach change in the oldfashioned way, assuming that someone else will take responsibility for managing change. Kevin is an example of how today’s managers need to think about their change leadership role...
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...ninth edition 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...
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