2. Theory
2.1. Theory of change management
2.1.1. Definition of change management
There are many definitions that could be developed for change management, but generally it is said that :
Change management is the application of specific processes and tools that permit to individuals or groups to transit safely from one state to other in order to manage the administration goals.
According to that definition it is obvious that the effective transition creates a feeling of engagement to the personnel and promotes the idea of group working. It gives value to the people and it that specific think it differs from the Project Management that promotes more the technical parameters. Change management needs all the levels of leadership in order to succeed the goals, from the top to the down and reversely.
2.1.2. Basic principles of change management
There are some guiding principles that describe the basic philosophy of change management:
1. Thinking of human factor in every change procedure, 2. the change starts from the top level of management, 3. everyone must participate in the change procedure, 4. inform every member of staff about the real reasons of change,
(Exist three steps of developing the case. Firstly, top level management should face the reality and articulate a convincing need for change. Moreover, leaders should inspire the personnel and provide the opinion that company has a viable future and the tools to manage it. Finally, it is necessary to create a specific, detailed program of behavior and decision making.), 5. the top level managers of the organization, who have the responsibility for the change, should support almost fanatically the new vision that is sought, in order to be accepted by the majority of t...
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...ment of any change procedure often in order to fix any wrong route of the program. It also encouraging for the personnel to watch the success of the new philosophy.
7. Remove obstacles
Obstacles and other difficulties it is something that happens often. There are some characteristics of success in that step: increase of the number of projects that have been added, motivation of people to help in the change procedure, leadership in senior level gives clarity to an aligned vision, motivation of employees to lead the change, reduction of independences between departments, keep urgency in a high level, proof for the success of the new ideas.
8. Make the new ideas philosophy for the organization
It refers to the cultural change. Culture and traditions are strong forces and very serious obstacles. They constitute a great challenge for the managers of an organization.
The team needs to establish a policy and procedure which would be a step toward an organizational structure. This process will be a framework that defines formal reporting relationships between the different levels of management. For example, the guidelines can be used as a protocol of the process managers needs to follow to assist their employees through the change process. The team also needs to provide in house trainings for all departments so employees can be aware and implement the new changes. The training will increase skill level and improve staff productivity.
Change management in the form of policy that empowers employees to make decisions about product development and ensures the decision focus aligns with the grand strategy. The key success factors lie in maintaining high product quality, high product performance, and keeping track of what the competitions is doing. Risk is quite low and manageable through practices that include ensuring the market needs and wants are met and that quality control is applied during program development and delivery.
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
Change is inevitable and bound to happen in all aspects of life including business. Although change is important in an organization, it can also be seen as a strength and weakness. Effective leadership is about mastering change. One must be willing to change in order to grow and be successful. This paper will compare and contrast Kotter and Kurt Lewin step in their change management models. Furthermore, it will elaborate on the concepts and explain whether these methods can be used at the same time. In addition, this paper will include a Christian worldview of the information discussed and how it relates to the change management models.
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
Lack of proper understanding of the culture, processes and systems of the current organization can affect the process of implementing change. This is because the management and the employees may develop anxiety regarding the complexity of the new systems. Proper training and enough provision of information can help deal with this issue.
The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.
In business, when we approach change, whether it is about cost reduction, merger or supporting a new technology we need to treat it as a seriously disruptive and stressful activity for all involved especially those leading the change.
... in. The best technique to involve a turning point is to prepare a team of management experts like a communications or document specialist to lead into the new variations by communicating the goals and techniques of the company’s new changes. Organizational change management might also give operational support which is initially going to decrease any common risks of a transformation.
Change Management is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. The current definition of Change Management includes both organizational change management processes and individual change management models, which together are used to manage the people side of change.
The transformation means the implementation of new technology, outsourcing and also the efficiency of process. Most of the leaders are very passionate in preventing incompetence and waste to be happen in the organization yet they are neglecting the power of transformation (Filippone, Youden, Pennington, & Fersht, 2012). According to Schroeder (2013), the transformation will focus on the changes which related to the cultural and people. Transformations also focus on the changes in an aspect of systems and strategic.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).
Program modification in two parts, internal or external environments. In the internal environment, including the human resource of the companies. Which are the leaders and employees that work with the mission. Leaders are the one who can manageable and variable through planning and processes. With the external environment, which mean uncontrollable. Such as