...Running Header: ORGANIZATIONAL CHANGE MANAGEMENT Organizational Change Management HR587 – Managing Organizational Change February 7, 2011 Table of Contents Executive Summary 2 Organizational Change Management 4 Introduction 4 Hewitt’s Core Functionality 5 Responsibilities at Hewitt Associates 7 Assessment /Diagnosis 8 Cause for Implementing Change Management 8 Analysis of the Change Strategy 10 Organizational Change Model 10 Resistance of Changes 12 Results/ Outcome 14 Failure to Change / Result in Merger 14 Evaluation of the Effort 16 Change Approach 16 Reflections of Managerial Change Strategy 17 Reference 19 Appendix 21 Here are ten principles every great leader should know. 21 Financial Analysis For Hewitt Associates 22 Lewin’s Change Model 23 Kotter and Schlesinger - Six Change Approaches 23 Executive Summary This research paper elaborates the organizational changes made within Aon-Hewitt, formally known as Hewitt Associates. These changes were delegated in the form of a top-down processing structure; which initiated the implementation for the company's Consulting and Outsourcing group. Utilizing the Lewin’s Change model, the context of the organizational change strategies, will be evaluated for each stage within the implemented changes. Hewitt Associates has successfully provided their services to corporations over the past 70 years; however because of their lack of growth within Technology Innovation, their processes were questioned...
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...It is human nature to be reluctant to change. Employees are creatures of habit and may need time to adjust to the changes that occur in the workplace. Managers can take extra precautions to help alleviate some of the confusion and stress associated with change by following a four step communication plan. The steps are to set the stage for acceptance, create the frame for information to be interpreted, manage the mood for employee’s emotional state, and reinforce the desired changes. In order for management to set the stage, they need to be upfront and honest. Regardless of what the plan to be executed is and what type of news you have to give, it is always best to give the truth to the employees as soon as you know what the possibilities are. A pro to sharing all the news upfront as well is if there is a potential for bad happenings, employees will be motivated to perform stronger to prevent the negative possibility from occurring. By setting the stage, management needs to be able to present the needed change, convince the employees the change is necessary for improvement, and prove the decision being made is the right one for the company and for the employees. Also, management needs to be committed to the project and the change because “No lasting change will be made without such commitment (Barnes, NP). The frame for information is used to provide structure for new plans that are happening within an organization. Common examples of frames include company presentations...
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...Comprehensive Discussion on the Similarities of Change as Discussed in The Heart of Change and Organizational Behavior and Management Webster University Introduction A famous Greek philosopher, Heraclitus, once said, “Change is the only constant.” That can be said of business too. “Business as usual” is no longer the world of the eight to five workday, Monday through Friday with the safety net of cornering the market place in the selected region. As Thomas Friedman’s bestselling book “The World is Flat” states due to globalization and advances in technology, “the world is on a level playing field, where all competitors around the globe have equal opportunity to compete,” in a global market that historically and geographical has been impossible several decades ago (The World Is Flat ). In light of this, the authors of “The Heart of Change”, John Kotter and David Cohen (2002) and “Organizational Behavior and Management” textbook by Ivancevich, Konopaske...
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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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...ĐỔI MỚI TỔ CHỨC Lời mở đầu Đổi mới là mục tiêu hàng đầu với mọi Doanh nghiệp. Nó đóng vai trò quyết định thành công đột phá hay thất bại, tụt lùi. Đổi mới là một yêu cầu cấp thiết đối với mỗi tổ chức để vượt qua tình hình khó khăn hiện nay: Đổi mới để tạo ra giá trị khác biệt, để vươn lên, không bị tụt lại phía sau. Đó là một quá trình dài và gian nan đấu tranh giữa cái cũ và cái mới MỤC LỤC I. Đổi mới tổ chức là gì? 5 1. Khái niệm 5 2. Phân loại 5 3. Quá trình 5 a. Sơ đồ quá trình 5 b. Quá trình đổi mới 6 II. Sự cần thiết đổi mới tổ chức 7 III. Mối quan hệ giữa đổi mới -cải tiến và đổi mới - thực thi 8 1. Đổi mới và thực thi: 8 2. Đổi mới và cải tiến – học hỏi: 9 IV. Lập kế hoạch đổi mới 11 V. Các tác động tạo ra đổi mới 12 1. Đổi mới từ bên trong 12 2. Đổi mới bên ngoài 13 VI. Nhận diện những đổi mới 14 1. Những trở ngại khi đổi mới 14 2. Cách thức để “nhìn thấy” sự đổi mới: 15 VII. Một số cách thức để tổ chức luôn đổi mới: 16 VIII. Đo lường sự đổi mới 18 Danh mục bảng biểu Bảng 1. So sánh Thực thi và đổi mới 6 Bảng 2. So sánh đổi mới và cải tiến 8 Bảng 3. Các tiêu chí cạnh tranh trong yếu tố đổ mới 17 Bảng 4. Tiêu chí Giải thưởng toàn cầu cho đổi mới bền vững 18 Danh mục hình vẽ Hình 1. Quá trình đổi mới trong tổ chức 5 Hình 2. Quá trình đổi mới được kết nối với các quá trình khác trong ISO 9004:2009 .11 Đổi mới tổ chức là gì? Khái niệm Đổi mới (Innovation) là thay cái cũ bằng cái mới,...
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...UNDERSTANDING EMOTIONS IN ORGANIZATIONAL CHANGE Table of Contents 1. Abstract 3 2. Introduction 3 3 Relating Emotions and Identity and Change 4 3.1 Emotions and Identity connection 4 3.2 Continuous Change Challenges Identities 5 3.3 Identity Work and Emotion in Change 6 3.4 Organizational change and Emotions 7 4. Counter Productive Emotion Management 8 4.1 Display Rules 8 4.2 Change Roles and Obligations 9 4.3 Interpersonal Influence 9 5. Guidelines for managing emotions during change 9 6. Discussion 10 7. Conclusion 11 8. References 12 Abstract Change is endemic. It is rapid, and often has significant implications. Change has become the norm rather than the exception, leading organizations through fundamental change processes still poses a major challenge to management. Emotional reactions are often viewed as one of the obstacles to successful change. In this paper I re-conceptualize the emotional experience of change through an identity lens, guided by the question of how and why organizational changes tend to be experienced emotionally. Firstly, I argue that continuous organizational changes are experienced emotionally. Secondly, I view identity as constructed from experiences relating a person to his/her world. I argue that organizational change alters such relationships which form our identity. And third I assume that as outcome of such disruptive changes, individuals engage...
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...extraordinary workplace is "organizational culture." We define organizational culture as the set of shared beliefs, truths, assumptions, and values that operate in organizations. Organizational culture has been described as "How people behave when no one is looking." We spend more than 8 hours at work each day. Most of us spend more time at work than we do with families. Everyone needs an enjoyable, meaningful and engaging work environment. A strong organizational culture will attract many talented people. Organizational culture is the first thing that prospective employees consider when assessing an organization. The talent market is tighter and those looking for a new organization are more selective than ever. Talented people not only needs good salary and benefit, but also a good environment that they can enjoy and succeed in. What’ more, a strong organizational culture will help you to solve a tough problem when facing a crisis. For example, Toyota found some potential safety hazard of their cars, but they didn’t recall these cars because of enormous repair costs. Unfortunately, many people died in an accident due to this potential safety hazard. If Toyota has a strong organizational culture, they will recall these defective cars as soon as possible without regard to the repair costs. And what would they got is “public praise”—the most important thing for a company. There is no doubt that organizational culture is very important. The organizational culture will urge you to...
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...HRM584 - Managing Organizational Change Week 1 Topic Selection & This paper introduces a comparison of the organizational changes that Microsoft and VMware have recently undergone. The overall focus will be around the new Microsoft CEO and the job cuts announced recently (Nadella, Rigby 2014) and VMware’s job cuts and the refocus efforts (Leske, 2013) and how these changes helped them to become stronger to meet the market demands. I am very interested in these 2 companies because I worked for Microsoft nearly for 12 years, and I am currently working for VMware for the past 2 years. They both compete in the Cloud Computing industry. Microsoft focuses on Office 365 and Azure clouds to deliver on its core: the “productivity and platform” company (Nadella, 2014) –public clouds. VMware, however, focuses on the Infrastructure as a Service (IaaS) and the whole notion of software defined datacenter (SDDC), i.e. private cloud with a recent focus on vCloud Air, which is the public cloud. With the relevantly new VMware CEO (Pat Gelsinger) and the job-cuts decision to become laser focused on three key businesses within the company: Software Defined Data Center (SDDC), End User Computing, and vCloud Air. In other words, the focus is on how to build private clouds in your datacenter out of software (e.g. virtual servers, virtual storage, and virtual network), how to virtualize the desktop experience, and how to provide Infrastructure as a Service (IaaS) out of a public cloud...
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...Managerial Decision Making and Organizational Change Two very important aspects of good leadership include managerial decision-making and managing organizational change. The two are closely related, enough so that for one to be affective the other has to be just as successfully managed. A good leader possesses the quality of good managerial decision-making, learning from experience, creating change, diversity and creative decision-making (Hellriegel, 2011). A successful leader is also one who is organized in the process of change (Hellriegel, 2011). Today’s leaders have different challenges than managers of businesses from over a decade ago. New technology has helped coordinate structure more efficiently and improved cost performance (http://www.kmbook.com /change/). As recently as the 1980’s new stresses such as balancing with shareholders, narrowing down operating efficiency, working with world markets and an entirely new form of competition, have all increased the demand for leaders good decision making and creating organized change. The success of any business heavily relies on these two factors. One of the key factors in a successful manager managerial decision-making that relies on: learning from experience, creating change, diversity and creative decision-making (Hellriegel, 2011). Learning from experience is a vital piece of decision-making as it helps figure out what a business should and should not do again. Three pieces to this process include assessing...
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...Organizational Change management for competitiveness edge in Safaricom Kenya limited Introduction: In today’s uncertain economic climate, many organizations are forced to make changes in order to survive. They are needed to react quickly to the global revolution while at a local and national level have to keep up with new technology and competition if they want to stay ahead of the game. In an ever-changing global economy, Johnson and Scholes (2003) notes that organizations must find ways for operating by developing new competences as the old advantage and competences gained is quickly eroded owing to environmental changes. Because of the fact that changes are a necessity in private as well as public sector, every organization must change with the environment otherwise, it would become irrelevant. Kotter (2007,p 101) observes that changes in the service institutions arise out of the need for efficiency, economy, effectiveness, performance evaluation ethics and market concerns. Rising demand for services and expectations of quality of those services have placed extreme pressure on managers and their organizations, depicting change as a continuous episode in the life of corporations. This implies that an organization that fails to introduce their planned change successfully pays a high price. Failure leads to loss of market position and credibility with stakeholders as well as decreased morale among management and staff resulting in a de-motivated workforce...
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...Knowledge Management. Contemporary Trends and Issues ORGANIZATIONAL LEARNING Povilas Brilius Baifoteka Ltd, Lithuania, povilas@baifoteka.com Abstract: Organizational Learning (OL) is recognized to have established itself as a discipline. However, it remains unclear what it is primarily focused onto – practical problem solving or theoretical descriptive analysis. Due to largely fragmented literature, sometimes interweaving concepts and a variety of attitudes, practitioners find it difficult to easily apply this field, meantime theorists call for more comprehensive understanding of OL. This article focuses on contemporary trends in OL research. It argues and unveils that current OL investigation has made a shift towards holistic and integrative approach in which individual has more powers to make a decision. Article illustrates such contemporary shift of mind by (a) summarizing most important literature in the field (b) providing examples of latest research in OL area. For a smoother analysis, author builds and applies working framework of dichotomies between concepts (dialectical approach). Keywords: organizational learning, contemporary trends, holism. JEL Classification: D800, D830 1. Introduction During the last 50-60 years Organizational Learning (OL) has undoubtedly established itself as a discipline – a number of concepts have been constructed and applied theoretically, numerous schools with distinct models have emerged. However, a question may be posed – to what...
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...Organizational Readiness for Change: A Case Study on Change Readiness in a Manufacturing Company in Indonesia Managing Partner, The Jakarta Consulting Group Faculty of Economics, Tarumanagara University, Jakarta, Indonesia. Alfonsus B. Susanto ABSTRACT In today’s environment, changes are compulsory for an organization in order to survive and stay competitive. Although, planned change is intended to make the organization more effective and efficient, resistance from members of the organization are expected as they foresee potential threats that can affect their future. Therefore, readiness for change from the members of the organization is a critical factor in successful change implementation. This paper discusses the aspects of organizational readiness for change which consist of perception toward change efforts, vision for change, mutual trust and respect, change initiatives, management support, acceptance, and how the organization manage the change process. This paper is also supported by a case study from a manufacturing company in Indonesia Keywords: change readiness, perception toward change efforts, vision for change, mutual trust and respect, change initiatives, management support, acceptance, managing change. INTRODUCTION Because of increasingly dynamic environments, organizations are continually confronted with the need to implement changes in strategy, structure, process, and culture. Many factors contribute to the effectiveness with which such organizational...
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...OrganizationaL Development Considerable changes occurs when an organization make compensation for errors within its overall strategy for achievements or make any modification to its existing operations. The purpose of this paper is to study the broad principles of organizational development, explain the process of organizational development, identify the theories associated with organizational development and describe the conditions necessary for successful organizational change and development. “Organizational development is a set of behavioral science–based theories, values, strategies, and technologies aimed at planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members’ on-the-job behaviors’’ (Porras & Robertson, 1992). Process of Organizational Development Organizational development is a process by which organizations use the theories and technology of the behavioral sciences to facilitate changes that enhance their effectiveness (Jex & Britt, 2008). According to an article found in The Resource Behind Human Resources website, the OD Process is based on the action research model that begins with an identified problem or need for change. The process proceeds through assessment, planning of an intervention, implementing the intervention, gathering data to evaluate the intervention, and determining if satisfactory progress has been made...
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...various stages of grief. In 1974, Daryl Conner founded Conner Partners and in 1993, he wrote the book, Managing at the Speed of Change. In this seminal work, Conner penned the analogy "burning platform" based on the 1988 Piper off shore oil rig fire (North Sea off the coast of Scotland).[3] Conner Partners influenced the large Management Consulting firms over the 80s and 90s as firms needed to understand the human performance and adoption techniques to help ensure technology innovations were absorbed and adopted as best as possible. Linda Ackerman Anderson states in Beyond Change Management that in the late 1980s and early 1990s, top leaders, growing dissatisfied with the failures of creating and implementing changes in a top-down fashion, created the role of the change leader to take responsibility for the human side of the change.[4] The first "State of the Change Management Industry" report in the Consultants News was published in February 1995.[5] McKinsey consultant Julien Phillips first published a change management model in 1982 in the journal Human Resource Management, though it took a decade for his change management peers to catch up with him.[6] Marshak[7] credits the big 6 accounting firms and management consulting firms with creating the change management industry when they branded their reengineering services groups as change management services in the...
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...changing rapidly. Ironic as it sounds, change is one of the very few consistencies in the world. But yet we look at change as a brief disruption in life. It is this view of change that causes stress in people. Change at work can be a major contributor of stress. Whether it is downsizing or changes in leadership, change within an organization takes place all the time. Changes within an organization usually occurs when a company wants to improve the performance of the organization. Change is inevitable in today’s business community in order to meet the needs and demands of an ever changing marketplace. Globalization, rapid advances in technology, and a declining economy are some of the challenges organizations face today. If an organization wants to stay in business and increase profits, it needs to adapt and change very quickly. Moreover, having the right people within an organization to effect change is critical. Most change efforts are unsuccessful due to resistance and lack of support. Most people are afraid of change, and managers have to be very skilled in getting the employees to commit to implementing the changes. In the book, The Heart of Change, Kotter and Cohen illustrate a step by step a process to implement effective change in the workplace. The process comprises of eight steps an organization can use to effectively accomplish change and achieve success. Through the use of personal testimonies of successful organizational change, the authors demonstrate the effectiveness...
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