...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 .................................................................
Words: 7128 - Pages: 29
...Change Management and Communication Plan Introduction Change Management Plan There are both formal and informal power structures within Riordan Manufacturing. Power structures consist of the President and CEO, Dr. Riordan. Followed by the Chief Operating Officer (COO), which represent the top executives of Riordan Manufacturing. “Informal power structure refers to leaders, who are not necessarily in management, but are able to lead others to achieve goals or accomplish certain tasks.” (Daveron, 2013) These informal power structures refer to the managers that lead their groups and influence on their employees to achieve their goals. Improvements are always needed even though Riordan Manufacturing already has a successful foundation. Cross-functional teams would be a step to making improvements within the organization, which will help provide stronger teams. “Allows departments to communicate effectively, develop, solve problems, create, and sell the company products effectively through the diversity of the company’s employees.” (Robbins & Judge, 2013) Departmentalization would be the structure to use where you can group certain activities into departments. There could be some issues that arise from using departmentalization because each individual or employee has something special to offer that the company should be aware of. Culture changes within an organization can be seen as negative situation for employees, and can result in bad performances or behavior. When being...
Words: 808 - Pages: 4
...Roles of Managers and Individuals Paper Tod M. Stewart MGT/426 - Managing Change in the Workplace August 26, 2013 Dr. George R. Monk, PhD Roles of Managers and Individuals Paper Change is inevitable. Change brings rebirth, renewal, an opportunity to redefine and refocus on how individuals and organizations interact within its environment. Change management seeks the acceptance and adoption of new creative and innovative ways of performing their duties. Change can come in the form of a systems, procedures, policies, or structures. The important focus in organizational change is in the behaviors and results-based production of its employees. Value is delivered to the organization when individual employees take ownership and initiative to engage themselves in the change process. The organizational roles involved in the change process, from executive level managers to front-line supervisors, all have a stake in the direction and ease of change transition. This paper will examine the roles of managers, change agents used, and management’s role in combating resistance, and championing change. Roles of Managers Leadership in change is an important element which will direct the workflow and communication during change. Like cogs in a machine, each independent role works together to perform its individual expectations based on its focus in the change project. The key management roles in the change process include but are not limited to executives and senior-level management,...
Words: 1262 - Pages: 6
...CHANGE MANAGEMENT Change means making things different. Change management is systematic approach to dealing with change, both from the perspective of an organization and on the individual level. Changes forces: - Nature of workforce i.e. cultural diversity, aging population - Technology i.e. faster, cheaper and higher in mobility, increase of social networking sites - Economic shocks i.e. mortage meltdown - Social trend i.e. liberalization, baby boom retirements - World politics i.e. opening new markets in china, Iraq wars Type of Changes: 1. Unplanned Change - Unplanned change happens in reaction to unanticipated events - Unplanned change can bring about resistance 2. Planned Change - Result of an identified need generated within the organization - Goals of Planned Change are to improve ability of the organization to adapt to changes in its environment and change employee behavior - Change Agents, person who act as catalysts and assume the responsibility for managing change activities Resistance of Change Form of Resistances: - Overt and Immediate i.e. voicing complaints, engaging in job actions - Implicit and Deferred i.e. loss of employee loyalty and motivation, increased errors or mistakes and increased absenteeism Sources of Resistances: - Individual (habit, security, economic factors, fear of the unknown, and selective information processing) - Organizational (structural inertia, limited focus of change, group inertia, threat to expertise, threat...
Words: 425 - Pages: 2
...Illustrations Chapter 3 Role of OD practitioner The role of the OD practitioner is varied and dynamic. Descriptions include; helper, advisor, sounding board, navigator, coach, facilitator, designer, developer, leader, consultant, expert, partner, problem solver, diagnostician, process specialist and collaborator. These roles can be practiced as an employee within the organization or as an external consultant. Internal consultants are the members of the organization and may be located in the human resource department. They perform the OD role exclusively and combine it with other tasks such as compensation practices, training or employee relations. The internal consultants have a variety of clients that includes both line and staff departments. External consultants are not the members of the organization. They typically work for a consulting firm or are self-employed. External practitioners are generally hired to provide a particular expertise that is unavailable internally to bring a different and potentially more objective perspective into the organization development process, or to signal shifts in power. Internal consultants have an advantage over external consultants because they have ready access to and relationship with the client, know the culture of the organization and have insight about the root cause of the problem. Apart from this, internal consultant have vast amount of information, reports and direct observations. External consultants, however, have the advantage...
Words: 2759 - Pages: 12
...[Type text] AsiaeUniversity Interface Global Education Authorised Centre By N AsiaeUniversity STUDENT’S NAME : ABDUL KADIR AL JAILANI BIN RAMLE I/C NO : 840128-04-5227 PROGRAMME : EXECUTIVE MASTER IN MANAGEMENT CLASS DATE : 27 & 28 FEBRUARY 2016 INTAKE DATE : SEPTEMBER 2015 MODULE : ORGANIZATIONAL BEHAVIOUR TRAINER’S NAME : PN. ZUNAIDAH BINTI ABU HASAN CENTRE : IGE MELAKA OVERALL MARK (Fill up by Trainer) QUESTION 2 3 TOTAL FINAL MARK (40%) [Type text] MARK Contents Question 2 .................................................................................................................. 3 Introduction ............................................................................................................. 3 Objectives ............................................................................................................... 3 Content ................................................................................................................... 3 Conclusion .............................................................................................................. 6 Question 3 .................................................................................................................. 7 Introduction ............................................................................................................. 7 Objectives ...........................................................................................................
Words: 2937 - Pages: 12
...SSU The impact of leadership style in the change process of an organization influences the performance; Leadership as stated by Martin, Liao and Campbell (2013) remains one of the most consequential contextual influencers of employee performance. Latson (2014) elucidated that some leaders may have the best intentions, but the impact will not be in alignment with the intension. But leadership trait is the ability to inspire, motivate and engage the followers to make the inspired vision happen beyond their normal capabilities (Mendez, Munoz & Munoz 2013). A change is the most frequent phenomenon of today's reality and a good understanding of how to manage the change process is very essential; Change is translation from one state into another (Inandi, Tunc & Gillic 2013). However, this essay focuses on the case of Super Star University, one of Australia’s largest universities. Critically contrasting and analyzing the change processes, leadership style, gender differences, staff engagement and change intervention tools that occurred in the Arts faculty and the faculty of Engineering, Architecture and Environment Science of the University (EAES). This paper will also examine the major sources of resistance to change pertaining to the faculty of Engineering, Architecture and Environmental Science and in addition suggest approach that can be implemented to overcome faculty staff resistance to change. The purpose of this work is to analyze the university case and compare the...
Words: 2513 - Pages: 11
...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 the change permanent...
Words: 1576 - Pages: 7
...Table of content Case summary 3 Quality at book stores 4 Quality problems of the stores 5 Parato Analysis 6 Book stores costs of poor quality 8 Reasons for doing the Survey the way it was done 9 Programs to improve quality 11 Obstacles to hinder the changes at the book stores and quality improvement 13 Benefits can be obtained from quality improvement programs 14 Case summary Tech is a major state university which owns 2 book stores one on campus and one off campus at a nearby mall. Both stores sell school supplies, text books, school apparels and gifts and both the stores have customers inside as well as outside the university. With the aim of providing employment opportunities to the university students there is a long standing policy of hiring tech students as part time employees. Although sales and profits of off campus store have been satisfactory and steady over past years there has been some incidents which can affect the quality of the service they provide. Therefore the executive director, Mr. Watson has taken some actions in finding the problems and the reasons behind. Survey results have shown that there are some issues regarding the quality of the service of off campus book store and following are survey findings, critical evaluation and some recommendations for improvements… Quality at book stores Book stores fall under the category of retailers as they buy books and other stationary materials and sell them to end...
Words: 2515 - Pages: 11
...influencing individual resistance to organizational change based on the literature review of the previous studies. The main objective of the current study is to give some directions to change agents and management team in the organization in order to effectively manage the resistance to change. The selected studies that the author used as the literature review combined a variety of organizational types in both different regional context and change environment. According to the previous studies, the author categorized resistance to change into three dimensions which included behavioural, cognitive and affective dimensions. Firstly, the behavioural dimension works with the way each individual reacts against the change implementation. This behavior can be shown in either positive or negative way of resistance when he or she responses to change. In this respect, this might depend on the degree of individuals’ receptivity (‘readiness’), readiness (active or passive), openness (covert or overt) and support (supportive or resistant) to change initiatives. Secondly, the cognitive dimension involves each individual’s attitude toward the change. According to his study based on those findings, change commitment and evaluations can lead to negative cognitive attitudes toward change. It’s not quite clear whether he mentioned the commitment from management team in the organization or employee commitment, and it’s about the evaluations from previous or current change implementation. Lastly...
Words: 3094 - Pages: 13
...assembling and troubleshooting. There are only a few higher-skilled individuals who operate as specialists. Change transforms and modifies an organization. When there is change within the organization it implies a shift in the status quo or the existing state of affairs. Change is often incremental rather than drastic; most employees are usually afraid of change and see it as being threatening. If there are power struggles within the organization change may be more drastic in both speed and size. No one likes change, but it is the change that makes the organization stronger and more versatile. There is always resistance to change. Organizations need to plan on some form of change management to help people adjust to the change. When change is occurring within an organization, if management does not communicate with the employees then of course they will fear the worst and resist the change. I think that the best way to approach change is to communicate why the change is being implemented, what it will do for the organization, and explain what is going to happen to the organization with its employees and training processes. If the employees know what is going to happen then they will be more accepting of the change. There are both internal forces as well as external forces of change. Within Synergetic Solutions that internal forces of change are technology, nature of the workforce, economic shocks. Technology is an internal factor which depends on the technology...
Words: 1870 - Pages: 8
...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 attributes. Employees liked managers with vision and enthusiasm and who led by setting a good example. They liked managers who have a good attitude towards their subordinates, were fair to employees, and had no strong...
Words: 5360 - Pages: 22
...REPORT Amica Solutions Circulation: Senior Management Team Date: 22nd April 2009 Contents 1. Background and Introduction 2. Communication 3. Teamworking and Culture 4. Change Management 5. Conclusions 6. Recommendations 1. Background and Introduction This report is a result of a request from the Senior Management Team at Amica Solutions. It will consider the companies recent move to remote working. Twelve staff have been moved from their office base in Newport to remote working, and are now spread across South Wales. The report is sectioned into three key themes, communication, teamworking and change management. It was felt the existing office premises were too small for the expanding business, and that thanks to advances in technology, remote working would be a viable option. However, some staff have expressed concerns about the new way of working, and feel there was little consultation. Remote working is becoming an increasingly popular method of working. Essentially, it is working from home, connecting with the business through the internet and telephones. 2. Communication There are a number of advantages and disadvantages to remote working, and the effects it has on communication within the organisation. Advantages for the company include savings on office costs. Disadvantages can include staff taking advantage of their freedom to do as little work as possible, or their morale decreasing being left primarily alone. Similarly...
Words: 1924 - Pages: 8
...Resistance to Change HRM445-1302A-07 Organizational Change Krashenda Banks-Smalls CTU Online Prof. B. Costa Before we begin to discuss the concept of resistance to change and how it is the principal factor in regards to failure of many change management initiatives, we need to first look at the definition of the term. Resistance to change is considered to be the act of opposing or struggling with changes or modifications that alter the status quo of the workplace. (Heathfield) Resistance to change is one of the main factors that hinder organizational change, because of this it is imperative to recognize and understand why employees resist change. Management of resistance can be challenging to management because resistance can be covert or overt, individualized or organized, aggressive or timid. Employees of companies know what they like and don’t like and can resist changes publicly verbal as well as in writing. They can also resist through the actions they take, verbiage that is used to discuss possible changes and discussions that they have within organizations. It is not important how the resistance manifests itself; it still threatens the success of the change initiative. Resistance to change can slow down how quickly the change is being accepted by the organization. Resistance also has an effect on the way other employees feel at various stages of the implementation process. Resistance to change ultimately affects quality of goods and services, productivity...
Words: 1066 - Pages: 5
...15V. However, they will work over a wide range of supply voltages from ±5V to ±15V. The power supply connections are often omitted from circuit diagrams for simplicity. The diagram below shows the typical connections for an op-amp. [pic] The + input terminal is known as the non-inverting input and the – input terminal is known as the inverting input terminal. The output voltage is given by [pic] where A is the voltage gain. An op-amp is assumed to behave ideally and the general properties of an ideal op-amp include:- • the voltage gain is very large (typically, 106 at low frequencies), • the maximum output voltage is equal to the power supply voltage, (in practice it is about 2V less), • it has infinite input resistance so no current passes into the input terminals, (typically 109(, so there is an input current of a few nano-amps), • the output impedance is zero so it can supply any required current, (in practice many op-amps are designed to limit the current to approximately 15mA), • the output voltage is zero when the two inputs are equal, (in practice there is a small offset voltage which needs a variable resistor to balance out). General Amplifier Definitions An amplifier is designed to produce an output voltage or current which is a magnified copy of the input voltage or current. When power amplification occurs the extra power is provided by the external power supply. The peak power output is limited by the power supply voltage...
Words: 2659 - Pages: 11
