...(1.0) Introduction. Managing organisational change one believes is like running a household. There is going to be the members of the family who will resist the change and those who will embrace the change. It is said that managing organisational change involves processes and tools for managing the people within the organisational. It was necessary for Corus to have change management employed as there was the need for becoming more competitive and to reduce or even close the gaps between European competitors and themselves. This deemed to be the main reason behind Corus’s change. However, as you read along one goes in to more debt on organisational change and managing organisational change. (2.1) Why organisations change? When it comes to organizational change there are two main categories by which change transpire. These are internal reasons for change and external reasons for change. (1.1.1) Internal reasons for change. Internal triggers can often be seen as changes in response to influences in the organization’s environment. Table (1) Showing Internal Triggers of Change. Formation or disbandment of a labour union inside the company | Appointment of a new CEO or other top executive | Changing the administrative structures | Job redesign affecting many employees | Factory redesign or office layout | New IT equipment | New marketing strategy | Outsourcing | Layoffs | More resources to research and development department | ...
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... Company Background…………………………………………………………………… Organizational change………………………………………………………………….. PESTLE analysis,…………………………………………………………………………….. Drivers for Change………………………………………………………………………….. Objectives…………………………………………………………………………………….. Organizational change………………………………………………………………….. Types of Organizational change…………………………………………………… Change Process…………………………………………………………………………….. Types of change …………………………………………………………………………. Planning the change process………………………………………………………….. Planning Change Models …………………………………………………………………. Change at Ranbaxy………………………………………………………………………….. Models for change…………………………………………………………………………… Guidelines for successful change management……………………………………. Human factors involved in the proposed change………………………………. Reasons for resistance to change:……………………………………………………… Process of implementing the change…………………………………………………. Change Management…………………………………………………………………………. Evaluation……………………………………………………………………………………… Conclusion…………………………………………………………………………………………. PURPOSE: This report try to explain the organizational change implemented by the company named Ranbaxy and how effectively they managed the change and how they met with success in achieving their objectives. For the purpose of this report, the cultural change Ranbaxy implemented and post merger integration of the R&D department...
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...end. If employees have appointments or other non-job related obligations, they could feel free to handle them with consequences so long as their work was done. Employees are extended the flexibility to work from home if necessary in order to meet both the needs of the company and their families. The goal of the ROWE program is to keep employees happy and satisfied while also reducing the company’s turnover and raising overall productivity. Approach to Organizational Change Planned organizational change represents a deliberate attempt by leaders and employees to improve the functioning of teams, departments, divisions, or an entire organization in some important way (Hellriegel, D, & Slocum, W., 2011). There are two types of approaches that may be used to achieve organizational change; economic and organizational development. The economic approach refers to initiating change for the purpose of creating shareholder value (Hellriegel, D, & Slocum, W., 2011). When using this approach, change is driven by top management and financial incentives...
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...3173465 Subject: GSBS6120 Managing Organisational Change DBA – HKMA - Hong Kong - 2012 Executive Summary This report summarizes the background information of Figgie International and identify the major problems in relation to the change initiative happened in Figgie International, explaining where and how the change initiative can be improved. The major problems are as following: • Poor Planning, Organizing and Project Management Skills • Objective - Unclear and Unrealistic • Mistrust and Inexperience of the Consultants • Conflicts between Consultants and Internal Staff • Power Balance Upset and No Authority Delegation to Employee • Resistance to Change • Poor Communication Channels • Insufficient Control and Evaluation • Poor Leadership • Poor Recruitment • Cost Reduction Strategy Limit Business Development in Long Term • Pleasing Culture The recommendations to address the major problems and concerns are as following: • Building Up the Proper Steps (Six Steps to Effective Change) for Change Management • SMART Objective • Identify Qualified Consultant • Reduce Conflicts and Political Behaviour • Reduce Change Resistance • Building up Two Ways Communication • Control and Evaluation • Leadership and Form a Powerful Coalition • Motivation • Hiring the Right People by Professional Human Resource Division • Align Business Strategy to Cope with the Change • Building up Culture for Innovation and Creativity ...
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...5590 Final Exam October 13, 2009 Managing Change in Aerospace: Organizational Behavior in Action An “Integrating Case Study” for Graduate Students Your Case Study Assignment You must scrutinize the case and identify the Organizational Behavior issues that are related to the topics we have covered in this course. There are many! Your best approach is to first use a highlighter for the rapid identification of some of these OB issues on the case provided above, and then to prepare a final list on an attached paper. You will not be graded on the number of OB-related issues you identify. The purpose of this exercise is for you to re-familiarize yourself with what “OB issues” are, and then to think in terms their potential damage to behavior in organizations, if not handled correctly. It is your responsibility to make pertinent cause-and-effect judgments for the three predicaments described above, and to prepare recommendations for their prevention and correction. Your Case Study products are: 1. A formal list of the OB-related issues you have identified. Do not explain each of these issues; just list them. For example, “Trust,” Management vs. Leadership,” and so on. Mutual Trust Management vs. Leadership Management/Leadership Styles Balance – People & Power Organizational Culture We vs. Them Syndrome Team Building Employee Involvement Pride in Ownership Buy In – Resistance to Change Team Building Organizational Identity Personalities...
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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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...October 30, 2012 Application 2-1 “ Planned Change at the San Diego County Regional Airport Authority” This case offers you the opportunity to identify and understand how each step of planned change is manifested in the application. It also describes how the plan evolves and adjusts during the transition. Question #1. Identify and describe the steps of the planned change process a) Recognize the need for change. The top management level recognized the need of a change. The San Diego County Regional Airport Authority (SDCRAA) was created by a California state law in October 2001. In this case, the change was motivated for the need to be seen differently in the marketplace. b) Develop the goals of the change. It was necessary to determine the importance of the change. Two broad but interdependent categories of initial activity emerged: developing the transition plan and dealing with the legal and regulatory issues. Both problems and improvement chances were evaluated and made. The group lead by Thella Bowens understood the importance of SDCRAA quickly becoming a standalone agency and recommended revising the existing strategic plan, to hire staff to research, discuss, and create a transition plan, and to conduct retreats with employees from multiple organization levels. c) Select a change agent. The change agent is the person who takes leadership responsibility to implement planned change. Thella Bowens was the senior director of the Aviation Division within the...
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...Change Proposal Lourdes Garcia HRM/310 August 19, 2013 Rana Lindstrom Change Proposal Introduction Organizations around the world understand that Change management is essential to maintain the organization working with success. “Change management is increasingly seen as a business function, given that it is driven more and more by business factors, and becomes a way to optimize organizational effectiveness, balance competing demands, and improve the bottom line” ( Lebon & Stone, 2008). When any organization is ready to make changes, change management helps them make the transition smoother. Kudler Fine Foods is an organization that is no exception and is in need of the change management program. Recently, this particular organization decided to make changes in relation to working patterns, and now the concentration will be in the sales operations department of the organization, which most likely will benefit the organization as a whole and will be an overall change. . Kudler Fine Foods has a supervision of operations department which is run by two to four level managers who are supervised by a midlevel manager at this organization. Recently, there have been some problems in this department in relation to the management positions in the sales area. Change must be done in order to maintain balance and to respect the level of authority amongst the supervisors in this organization. Good quality management helps any type of business. For Kudler Fine Foods...
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...Phases of Change and the Concord Bookshop HCS/587 Creating Change Within Organizations Phases of Change and the Concord Bookshop The need for organizational change is inevitable. Technological advances, variations in the consumer marketplace, and evidence-based research dictate that in order for an organization to remain viable, it needs to be amenable to change. This does not mean, however, that organizations change effectively (Spector, 2010). Scientists have formulated many theories for describing processes to implement change in an organization, in hopes that understanding change and forces that resist it will lead to effective strategies. In this paper, I will review one of these theories and apply it to an actual organization that attempted to implement change. Kurt Lewin’s Field Theory One of the best known theories, and still applicable after 66 years, is Kurt Lewin’s Field Theory. Lewin “offered…insights that, to this day, shape our understanding of how to alter patterns of behavior” (Spector, 2010, p. 26). According to Ford, Lewin’s theory was linear and process driven (2009). It was based on the idea that variable forces acting upon a group can modify individual behavior. Therefore, as Burnes stated, Lewin believed that individuals affected by change would resist less if the organization involved them in the process (2007). Additionally, Lewin identified three distinct phases of change. During the first phase, unfreezing, the equilibrium of the...
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...The literature contains several definitions of OD, to quote a few: • OD is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values and structure of organization so they can better adopt new technologies, markets and challenges, and the dizzying rate of change itself ( Bennis, 1969). • OD is planned process of change in an organization’s culture through the utilization of behavioral science, technology, research and theory. ( Burke 1982) • Organizational Development is an effort (1)planned,(2) organizational wide, (3) managed from the top, (4) to increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge. (Beckhard,1969) Let us examine this definition: 1. It is a planned change effort. An OD program involves a systematic diagnosis of the organization, the development of strategic plan for improvement, and the mobilization of resources to carry out the effort. 2. It involves the total system. An organization development effort is related to a total organization change in the culture and the reward system or the total managerial strategy. 3. It is managed from the top. In an OD effort the top management of the system has personal investment in the program and it’s outcomes. They actively participates in the management of the effort. This does not mean that they must participate in the same activities as others...
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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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...Implementing Change in Organizations (Shift Happens) Research Paper MGT6681 Abstract As one of the key lessons in the book Who Moved My Cheese? points out, “change happens”; in fact, change may be the only constant in our lives. Some people thrive on change; others will avoid it at all costs – even if it costs them their livelihood. Because change is one of the major problems causing conflict and dissention in the organization’s most valuable resource, its employees, this paper will review some of the possible causes of resistance to change and how to overcome them. Specifically, this research will focus on these particular aspects of implementing change within an organization: Why change? Who avoids change, and why? How to overcome resistance and implement change. Nothing endures but change. Heraclitus Why Change? Possibly one of the biggest problems with implementing a change in an organization is the fact that employees may view the change as unnecessary. As an example, The Farm Bank case (Brown/Harvey, 2006) illustrates how change can go wrong when it isn’t analyzed for its costs vs. benefits, well-planned – beginning to end, or even needed to begin with. In this case analysis, the CEO decides that the company needs to implement a new MIS program to assist with increased productivity, long-term planning, and decision making. Although he has good intentions, he dives right into the project and even creates a new management position for...
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...GARY COKINS, CPIM Analytics-Based Performance Management LLC www.garycokins.com 401 Hogans Valley Way Cary, NC 27513 e-mail: gcokins@garycokins.com _____________________________________________________________________________________ Word count = 2,491 The Obstacle Course for Getting Buy-in for Analytics Why is the adoption rate for applying analytics so slow? Technology is no longer the impediment. It once was, but software capabilities are proven. The barriers involve resistance to change and unfamiliarity. These are social, behavioral, and cultural issues; and few analysts are trained in behavioral change management. What is involved with these barriers, and how can analysts overcome resistance and get organizational buy-in? Organizations that achieve competency with analytics are able to sustain a long-term competitive advantage. Careers sometimes have more to do with luck and circumstances than being smart and competent. I have been fortunate in having luck to meet opportunity. My 1960s high school love for mathematics led to degrees in industrial engineering and operations research at Cornell University and an MBA from Northwestern University’s Kellogg School of Management. After ten years in CFO and operations line manager roles, I enjoyed fifteen years in management consulting on enterprise performance improvement projects with Deloitte, KPMG, and Electronic Data Systems (EDS, now owned by HP). During my consulting years I worked...
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...Overview of the Chapter This chapter examines the nature of organizational control and describes the four steps of the control process. It also discusses three types of systems available to managers to control and influence organizational members: output control, behavior control, and organizational culture(clan control). Effective management of organizational change is addressed, as well as the role of the entrepreneur in the change process. LEARNING OBJECTIVES • Define organizational control and identify the main output and behavior controls managers use to coordinate and motivate employees. (LO1) • Explain the role of clan control or organizational culture in creating an effective organizational architecture. (LO2) • Discuss the relationship between organizational control and change and explain why managing change is a vital management task. (LO3) • Understand the role of entrepreneurship in the control and change process. (LO4) MANAGEMENT SNAPSHOT: CONTROL IS NO LONGER A PROBLEM FOR ORACLE One of the main advantages of Internet-based control software is its ability to centralize management of a company’s widespread operations, thereby allowing managers to easily compare and contrast the performance of different divisions spread around the globe in real time. Oracle, the second largest independent software company in the world after Microsoft, did not have such a system in place and therefore was not experiencing the cost savings that...
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...Running Head: Organization Change Managing Organizational Change: Circuit City & Linens-n-Things Kara Burke Keller Graduate School of Management Managing Organizational Change: Circuit City & Linens-n-Things Diagnostic tools are applied to organizations to assist in managing change. Diagnostic tools guide how we think about situations (Palmer, 2008), as well as if and how we should go about change within that situation, and also the implications of those changes. The use of diagnostic tools depends on the role of the manager (i.e. director, coach, navigator, etc.). The Congruence Model is one of the diagnostic tools that will be spoken about extensively in this paper in regards to the two companies being assessed, Circuit City and Linens-n-Things. The Congruence Model assumes that a company is most effective when its elements are compatible and work together in a fluid manner. The elements that comprise the model are tasks (the specific duties carried out, people (the skills, knowledge and individuals who comprise the organization, formal organizational arrangement (structures, processes, and policies,), and culture (the unstated beliefs and values of the organization). The model is best explained as an input of strategy and an output of performance (Mind Tools Ltd., 2012) ensuring that the four elements work together within that process. I chose to use the congruence model to analyze both Circuit City and Linens-n-Things because this model‘s best fit...
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