...Understanding Student Differences bers into formulas but they don’t know how to think!” And yet, most engineering departments have one or more faculty members Department of Chemical Engineering North Carolina State University who manage to get many of those same students to perform at remarkably high levels, displaying first-rate problem-solving and critREBECCA BRENT ical and creative thinking skills. Skill deficiencies observed in engiEducation Designs, Inc. neering graduates must therefore also be attributable in part to what instructors are doing or failing to do. An implication of these observations is that to reduce enrollABSTRACT ment attrition and improve the thinking and problem-solving skills of engineering graduates, engineering schools should attempt to Students have different levels of motivation, different attitudes improve the quality of their teaching, which in turn requires underabout teaching and learning, and different responses to specific standing the learning needs of today’s engineering students and declassroom environments and instructional practices. The more signing instruction to meet those needs. The problem is that no two thoroughly instructors understand the differences, the better students are alike. They have different backgrounds, strengths and chance they have of meeting the diverse learning needs of all of weaknesses, interests, ambitions, senses of responsibility, levels of their students. Three categories of diversity that have been shown motivation...
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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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...|| Submitted to: Mahbub BaharSubmitted by: Barbora Babjakova ID: 120140|Subject Name: Management Principles (C6BMO1)Unit of Competency: Provide Leadership across the Organisation (BSBMGT605B)| The mission · Increasing efficiency · Increasing profit and market share · Empowering retail managers · Promoting team work · Improving competitive position You should respond by adopting a new approach to strategy[->0] – one that combines speed[->1], openness, flexibility[->2], and forward-focused thinking[->3]. A company's Organizational Readiness[->4] may drive or inhibit its ability to act upon and implement new ideas[->5] and strategies, and to successfully manage operational, political, cultural[->6] and financial demands that will follow. a climate which encourages innovation and diligence amongst staff and rewards accordingly. Therefore: I. For Customers • providing the highest quality products at competitive prices • Fast, personal customer service • Clean and well maintained facilities II. For Employees • The best combination of compensation, job security, flexibility and support • An atmosphere that fosters teamwork and trust • promoting a leadership style based upon the principles of communication, recognition, consultation, participation, and accountability • The development of their job skills III. For Suppliers • Deal with them with integrity and fairness • Treat them as partners in our operations IV. For Investors • Performance standards and a fair...
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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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...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 did not accord her appropriate respect in her role as COO, and was therefore concerned about her professional future as COO under Jack's leadership; she was also anxious that any transition be smooth to enable her continued personal relationship with Bob...
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...individuals in the change process The change process is a process which changes the state of things, or which results in change in an organization. Managers have various roles in the change process as well do individual employees. Managers have a well developed and unique relationship with the individual employees that are impacted by change. They are also the preferred sender of messages about change. Individual employee’s utilization rate, proficiency, and speed of adoption define the value of changes. They make changes to how they do their work daily. Their use and acceptance of solutions determines the success of their projects, and the ongoing benefits derived from the changes. With the individuals role in the change process they must provide reactions, and feed back to the changes and the change management efforts. Individuals by using an individual change management model take control of the personal transitions. They also seek out information related to the personal impact of and the business reasons for change. For managers in the change process they must identify, manage, and analyze resistances. They also provide feedback to the rest of the staff. Managers with direct reports communicate the personal messages about the change. Also they conduct individual and group coaching sessions for the roles as managers in the change process. The two types of change agents A change agent is one that is responsible for managing planned change activities in...
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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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...ORGANISATIONAL CHANGE Introduction Resistance is a common reason for the failure of change initiatives. The subject is thus of extreme importance to management. This paper explores the contention by King and Anderson that a common theme in defining resistance is “a naïve and managerialist assumption that resistance is counter-productive – even irrational – behaviour which needs to be overcome” with an emphasis on organisational change. It begins by looking at organisational change and its managerialist perspective and then examines resistance in an organisational setting. It ends with suggestions on how resistance to change should be managed by organisations. What is organisational change? Organisational change can be described as the transformation of an organisation from a current state to another, desired state. In all definitions of change there is the emphasis on the alteration from one state to another (Goodman and Kurke 1982). This process can be either structured or unstructured and can be either incremental (an improvement on an existing state) or transformational (a total transformation to another state). Organisations themselves have been defined as “social arrangements for the controlled performance of collective goals” (Huczynski and Buchanan 1991) and Rogers (1962) defines change as an alteration in the structure and function of a social system. While no consensus exists as to why organisations change (Hughes 2010), it is generally accepted that change is an inescapable...
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...Motivation i. Introduction 2 ii. Understanding Motivation - Herzberg Theory 3 iii. Applying Motivation - Personal Life and Work Condition 4 - Participative Management 4 - 5 - Rewarding Employee 5 C. Communication i. Introduction 6 ii. Function of Communication 6 - 7 iii. Organization Communication 7 - 8 - Physical Group Networking 8 - 9 - Perception 9 - Language 9 - 10 - Filtering 10 - Modern Technologies Communication 10 - 11 D. Organization Change i. Introduction 11 - 12 ii. Process of change - Unfreezing 12 - Minimizing resistance in unfreezing 12 - 13 - Change 13 - Minimizing resistance in change 13 - 14 - Refreezing 14 - Minimizing resistance in refreezing 15 E. Conclusion 15 F. References 16 - 17 A. Preface In the following study, we were asked to choose three topics from which that is being applied to our own workplace. I have picked “Motivation”, “Communication” and “Organization Change”. In reading and understanding more about management during the past few modules, I have learnt how can organization uses several key points to drive employees to work harder. These few points lie in the manager’s...
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...Leading for Change Change Presentation 1. Is the need for change at Unitel a consequence of internally or externally driven factors? Explain your answer! Unitel’s need for change was driven by an external driven factor. An external driven factor is an outside influence that forces an organisation to adapt to the changing markets (new technology), population and economic situation, pushing the organisation to change and adapt to a new environment. It is evident that Unitel was formerly owned by the government but was later privatised in the early 1990s. When a company becomes privatised, this is categorized as an external factor because it goes beyond the control of the company. Significant changes in the external environment could include lowering trade tariffs or changes in government ownership policies, as a result of the change, the telecommunication company had experienced an ‘increased competition from foreign and local competitors’ and the ‘telecommunications industry has seen considerable innovation in terms of both products and services in recent years’. Senior management commented that Unitel needs to improve their culture to maintain its profits in the changing market. In order to improve their corporate culture, Unitel implemented a new corporate strategy, Vision 2020. Vision 2020 was developed by an ‘external management consulting firm’ which aimed maintain its name and profits by seeking excellence in their products, customer service, product delivery...
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...Graduate School Managing Resistance to Change in Leadership Individual Report Submitted in Partial Fulfillment of the Requirements for the MBA Degree Course: MGMT 5800 Effective Leadership Dr. Ron A. DiBattista Maheshwari Vansadia January 7, 2013 Summary In today's continuously changing environment organizations are subject to multiple changes that can be related to the organization's strategy, its structure, the employed technology and even more its employees (Desler 2007). Traditionally, managers and individuals with relatively higher positions in the organization are the ones who initiate change. They perceive it as being an opportunity to better serve the organization interest, enforces its mission and enable gaining competitive advantage over its competitors. However not all changes are successful. Managers with a traditional approach to change usually link change failure to “change recipients” resistance to that particular change (Ford, Ford & D'Amelio 2008). As defined in the online Oxford Dictionary « resistance is the refusal to accept or comply with something ».Thus, resisting to change implies stopping this change and preventing the organization from a forward progress. Change implies moving from known to unknown. The fear from losing its benefits, position, status is the main reason beyond resistance to it. Individuals would only accept and comply with an initiated change if it has a positive effect on them. Otherwise...
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...not interested in my advice. I am the transportation coordinator at this nursing facility and have been having communication issues with the nursing staff about having the residents ready. It Seems that this issues is not that important to them unless the supervisor starts to question why the resident is not on time for their doctors’ appointment. I finally realize that I had to change my mind set and work smarter and not become so upset about the situation. I consider this a learning experience for me to grow wiser and cover myself. I started documenting every little thing that I do. These types of decision help me to evaluate every situation within the company. The article I found reference to me on how to channel my negative behavior. A supervisor is expected to assist subordinates in identifying negative behavior characteristics; sometimes I have seen supervisor demonstrated negative behavior toward an employee. I notice how the morale is very low employees do not respect the nurses; they have that don’t care attitude. I know that the supervisors can see this every day. I think the upper management feels if they buy us lunch and treats we will feel appreciated, but it doesn’t work. If my organization would learn how organization is created then they...
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...Resistance to Change Gloria Stacy LDR 625-1632 Leading Organizational Change August 10, 2015 Professor: Dr. Christina Anastasia Tactics of Complacency and Resistance to Change The focus of this paper is to examine how our organization can increase urgency while fighting inertia and resistance to change. We will discuss triggers that have created a challenging change situation in our organization and we will determine what tactics our organization can use to overcome complacency and resistance to change. Our organization has fighting inertia and resistance to change; we have not used the valuable information from our marketing analysis in regards to the Customer Satisfaction Surveys. These surveys provided our organization with vital feedback from our customers and how we compare against our competition along with suggestions on advertising. Now we are facing yet another trigger, a new competitor is moving to Florida. This new competitor is Trader Joe’s. This new competitor is unique, is well known for its diversification on products, business model and talented employees. Today we need to brainstorm on how to embrace resistance to change, spark urgency in our organization from the top down and stop being stagnated. We as a group will review the Customer Satisfaction Survey and address customer concerns, learn more about our competitor’s and also put tactics in place so we as a team can overcome complacency and resistance to change. According Spector (2013)...
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...The psychology of change: understanding the guiding principles of effective change management Most change management models in use today are in the form of a process or set of steps. In fact, the most effective processes or methodologies are based on research and the experiences of change management experts from years of trial and error in the field. However, the underlying lessons and principles that produced these change management processes and tools are not always clear to the practitioner (especially if you are new to the field of change management). In many cases, the guiding principles and lessons-learned are not even discussed as part of the model or tools. The result: you learn the how but not the why. The years of practical experience and knowledge that formed the basis for these processes are not readily available to a person trying to make them work in a specific situation. This new tutorial series goes beyond the activities and tasks of managing change for one simple reason: understanding the “why” makes you better at doing the “how.” Change management is not a matter of simply following steps. No two changes are exactly alike, nor are any two organizations. Following a recipe for change management is insufficient to drive business results. The right approach will be specific to the situation. If you do not understand the why behind your actions as a change management practitioner, changes can fail even when reputable change management processes are followed...
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...ADKAR: Knowledge, Ability and Reinforcement making the change An overview of Prosci's ADKAR Model Prosci's ADKAR® Model is one of the most widely-requested and sought after models for change management. It is a simple but extraordinarily powerful model to help drive successful change in one's personal or professional life. Many attendees of Prosci's 3-day certification program call it "ADKAR training" - even though the majority of the program focuses on the organizational change management process - because ADKAR is what they remember and begin applying immediately. The first tutorial in this series provided five reasonswhy ADKAR "clicks" for change management practitioners. The second tutorial provided an overview of the first two building blocks -Awareness and Desire. This tutorial presents an in-depth discussion of the last three building blocks - Knowledge, Ability and Reinforcement. Introduction Prosci's ADKAR Model is an individual change management model. It outlines the five building blocks of successful change, whether that change occurs at home, in the community or at work. The name "ADKAR" is an acronym based on the five building blocks: * A Awareness of the need for change * D Desire to participate and support the change * K Knowledge on how to change * A Ability to implement required skills and behaviors * R Reinforcement to sustain the change The final three building blocks of Prosci's ADKAR Model are Knowledge...
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