Search Results for: How Successful Organizations Implement Change

How Successful Organizations Implement Change

How Successful Organizations Implement Change

Author: Emad E. Aziz

Publisher: Project Management Institute

ISBN: 9781628253870

Category: Business & Economics

Page: 354

View: 736

The only constant is change—especially in today's business environment. Increasing globalization and the rise of new markets and technologies are forcing companies to compete in a more turbulent world than ever. To survive and thrive, organizations must be able to continuously evolve. Unfortunately, people tend to resist change. Uncertainty can be daunting, and people generally prefer to keep doing what they already know, avoiding unfamiliar situations, particularly in their work. The good news is that change can be managed using the same processes many organizations already use in their day-to-day project management activities. After all, every project results in some type of change to an organization. Building on the Project Management Institute's Managing Change in Organizations: A Practice Guide, and drawing on the project management expertise of a wide variety of authors, How Successful Organizations Implement Change explains the critical aspects of the change management process and outlines the methods that project, program, and portfolio managers can utilize to bring effective change in a complex and transient business context. For practitioners who are directly leading the change effort as well as those affected by it; for executives formulating strategies, even those managing operations; and for academics researching or teaching others about organizational change management, the examples provided in this book cover a broad range of industries and areas of business. How Successful Organizations Implement Change combines the change management knowledge of experts, academics, researchers, and practitioners with tools, processes, and templates, all of which make this volume a valuable resource, a must-have, for leaders of change in organizations.

Managing Change and Innovation in Public Service Organizations

Managing Change and Innovation in Public Service Organizations

Author: Kerry Brown

Publisher: Routledge

ISBN: 9781134332670

Category: Business & Economics

Page: 272

View: 438

The context and environment of public services is becoming increasingly complex and the management of change and innovation is now a core task for the successful public manager. This text aims to provide its readers with the skills necessary to understand, manage and sustain change and innovation in public service organizations. Key features include: the use of figures, tables and boxes to highlight ideas and concepts of central importance a dedicated case study to serve as a focus for discussion and learning, and to marry theory with practice clear learning objectives for each chapter with suggestions for further reading. Providing future and current public managers with the understanding and skills required to manage change and innovation, this groundbreaking text is essential reading for all those studying public management, public administration and public policy.

Successfully Managing Change in Organizations

Successfully Managing Change in Organizations

Author: Stephen J. Thomas

Publisher: Industrial Press Inc.

ISBN: 0831131497

Category: Technology & Engineering

Page: 246

View: 698

This book was written for all managers who have been given the difficult task of bringing change to their organizations. It addresses organizational change at the working level. It is a “user's guide” in change management, written by a user, for users. This is an invaluable resource for anyone who wants to know, step by step, how to implement change successfully.

Resistance to organizational change. Successful implementation of change through effective communication

Resistance to organizational change. Successful implementation of change through effective communication

Author: Sonia Mushtaq

Publisher: GRIN Verlag

ISBN: 9783346103864

Category: Business & Economics

Page: 17

View: 412

Research Paper (postgraduate) from the year 2020 in the subject Business economics - Business Management, Corporate Governance, grade: 1, International Islamic University, language: English, abstract: Organizations have been passing through transition phase over time. Some organizations have failed to transform, while others have successfully implemented their desired change. Previous literature has focused on the rationale behind the failure as well as the success of these organizations. Literature concluded that the resistance of employees serves to be a major factor behind the failure of any organization, willing to implement change. Further, researchers found that this resistance can be lessen by applying suitable communication techniques to align employees with the coming change according to the culture of organization and employees. For the purpose of alignment, a charismatic leader is required who has the potential to eradicate the gaps between the concerns of top management and its employees. This paper draws attention towards the causes of resistance; the impact of culture dimensions on organizational change and management decisions, and examines how communication being a major factor can overcome resistance by employees. This article eventually recommends that a charismatic leadership can bring change with the consent of the followers and that is mainly due to the attributes associated with leader’s traits. Consequently, this article proposes the methodology that brings a happy ending to a change process. This study provides future research and implications for managers, dealing with change.

Leading Organizational Development and Change

Leading Organizational Development and Change

Author: Riann Singh

Publisher: Springer Nature

ISBN: 9783030391232

Category: Business & Economics

Page: 545

View: 277

This textbook covers the fundamentals of organizational development and change (ODC) theory while offering a comprehensive, structured, and systematic approach to guide change management strategies at the organization level. It provides an in-depth understanding of and the tools necessary for designing, diagnosing, implementing and evaluating organizational change interventions. Students will be exposed to case studies in ODC from selected international and Caribbean/Latin American organizations, demonstrating ODC in practice across a broad geographical context. This textbook, the first to offer a macro-level perspective of ODC, provides students with the tools needed to be successful in implementing change into today's organizations.

Change Happens, Practitioner Use of Change Management Strategies

Change Happens, Practitioner Use of Change Management Strategies

Author: Jeffrey Benjamin Peters

Publisher:

ISBN: OCLC:1331152617

Category: Educational psychology

Page: 126

View: 198

This study investigated the strategies that change management practitioners use to promote organizational change. Organizations implement change management plans to avoid losses in productivity and employee motivation (Bakari and others, 2017). Although there is an abundance of literature suggesting how change managers should implement a successful organizational change, practitioners and theorists approach change management differently (Saka, 2003). Practitioners may ignore the popular change literature (Bamford and Forrester, 2003) by relating their implementations to the context of the change instead of a prescribed model. There is a lack of empirical evidence in change management research that supports the theories mentioned in publications (Bakari and others, 2017; Bamford and Forrester, 2003; Brown, 2014; By, 2005; Cinite and others, 2009). The popular literature commonly states that 70% of organizational change fails (Balogun and Hope Hailey, 2008; Beer and Nohria, 2000; Burnes, 2015; Cinite and others, 2009; Washington and Hacker, 2005), but does not describe why the change fails (Decker and others, 2012). Although popular literature identifies numerous models and strategies to promote change, the field lacks empirical evidence that explains what strategies practitioners use and how they determine that their change was successful. The purpose of this research was to examine the choices that change managers make and how change managers promote organizational change. I collected survey data through questionnaires (n = 49) and interviews (n = 20) to answer the following four research questions: 1. What strategies do change managers use to facilitate organizational change? 2. How do change managers implement change management strategies to promote organizational change? 3. How do change managers measure the effectiveness of their change implementations? 4. How has the current global pandemic impacted the strategies used by change management professionals? The questionnaire results identified how frequently participants used the strategies found in six popular change management models. I used the interviews to determine how the change managers used the strategies in their implementations, how they measured their change implementations, and how the COVID-19 pandemic affected the strategies that they used. By triangulating the data from the questionnaire and interviews, I identified ten strategies that change managers often used when they implemented a successful organizational change. The strategies were (1) communicate with the employees about the change, (2) receive open support and commitment from administration, (3) focus on organizational culture, (4) use managers and supervisors as change agents, (5) include employees in change decisions, (6) listen to the employees' concerns about the change, (7) reward new behavior, (8) use training to prepare employees and leaders for change, (9) help clients relate the organization's vision to the change, and (10) build trust to increase buy-inches Most strategies contained sub-strategies that described how the participants implemented the change. Findings revealed that change managers used the strategies contextually based on the individual needs of the organization. This suggested that a linear prescriptive change model did not align with every change implementation. Communicating with members of the organization expanded across numerous strategies and promoting the change through leadership was an essential component of the change instead of an individual strategy. The participants measured the effectiveness of the change with both formal and informal feedback. They based the success of their change implementations on pre-defined goals set by the organization's administrators. Open support and commitment from administration was essential to promote a successful organizational change. The participants created short-term, mid-term, and long-term goals to show that the change was on-task, and they used informal assessment such as water cooler talks to determine how the employees viewed the change. Although the participants had not completed a change implementation during the COVID-19 pandemic, they discussed the effects of promoting organizational change in an online environment. The change managers were unable to use informal assessment through water cooler talks or observe non-verbal cues about how participants perceived the change. The pandemic also required change managers to adapt employees to online work before the change manager could implement the pre-determined change.

Change Management Fables

Change Management Fables

Author: Peter F Gallagher

Publisher: PFG Publishing

ISBN:

Category: Business & Economics

Page: 222

View: 312

Leadership of Change Volume 1: Change Management Fables Change Management Fables: Ten fables about the leadership paradox of implementing organisational change management versus delivering normal day-to-day operations. About this Book: Leaders go about their daily task of implementing the organisation’s strategy to deliver financial results. All of a sudden there is a change explosion that disrupts normal day-to-day operations. This is the leadership paradox: implementing change versus delivering day-to-day operations. Leaders then need to adjust their focus to implement the change, so that the organisation stays ahead of the competition and continues to deliver revenue to its shareholders. That means the change has to ensure a return on investment, full employee change adoption, and sustainable change. Leadership of Change® Volume 1 represents the author’s experiences throughout his career, it, provides ten practical stories of typical and consistent change management challenges that organisations and leaders experience when implementing organisation change, transitioning their organisation from the current ‘a’ state to the future ‘B’ state. Potential solutions are introduced which are developed in Volumes 2 and 3. This book includes illustrations as well as the a2B Change Management Framework® (a2BCMF®), the AUILM® Employee Change Adoption Model and the a2B5R® Employee Behaviour Change Model. Other Leadership of Change® Volumes: Volume 2 - a2B Change Management Pocket Guides Volume 3 – Change Management Handbook The volumes in this series are intended to be leading practice in organisational change management and implementation, which supports strategy execution. They are based on the author’s work, with over thirty years of organisational change implementation, transformation, and business improvement experience in over twenty countries. Volume 1 shares change management challenges and experiences told through ten short fables that are based in some way on the author’s work experience. Volume 2 is the a2B Change Management Pocket Guide that is practical, hands-on and provides a framework, concepts, models and techniques to help employees with change implementation. Volume 3 is the a2B Change Management Handbook which provides many more concepts and much more detail than contained within the Pocket Guide. Change Management Pocket Guide: This pocket guide contains over thirty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework®. About this Book: This pocket guide is a practical, hands-on guide built around the a2B Change Management Framework® (a2BCMF®) with over thirty models, tool and change concepts. It is designed to support change practitioners delivering hands-on organisational change. The pocket guide supports a programme approach to organisational change, starting with ‘change definition’ (strategy alignment) and moving through to ‘closing and sustain’ the change. The ten-step a2BCMF® is supported by over thirty concepts, a change adoption model, a behavioural change model, figures, assessments, tools, templates, checklists and plans, as well as a roadmap and glossary. It covers the key change management concepts such as sponsorship, communications, readiness, resistance and adoption. The assessments provide valuable input on whether the team should progress from one critical a2BCMF® step to the next. Change Management Handbook: This handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework® each with a practical case study. About this Book: This handbook is for growth mindset leaders, senior managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. The Leadership of Change Volume 3 is based on over thirty years of experience implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework®. It starts by aligning the change with the organisation’s strategy and vision, moving through to successfully closing and sustaining the change. It covers ten key change management implementation concepts in detail, which include sponsorship, change history, communication, change planning, readiness, resistance, developing the new skills and behaviours, as well as adoption. It also includes the AUILM® Employee Change Adoption Model and the a2B5R® Employee Behaviour Change Model.

Organizational Change in the Human Services

Organizational Change in the Human Services

Author: Rebecca Ann Proehl

Publisher: SAGE Publications

ISBN: 9781452264073

Category: Social Science

Page: 288

View: 200

Organizational Change in the Human Services looks at the context of organizational change, describes how individuals and systems change, and pinpoints keys to successful change. Author Rebecca Proehl then presents a proven model of organizational change, built on lessons learned from both the public and private sectors, but tailored for human service organizations.

Resistance to organizational change: Successful implementation of change through effective communication

Resistance to organizational change: Successful implementation of change through effective communication

Author: Sonia Mushtaq

Publisher: GRIN Verlag

ISBN: 9783656257998

Category: Business & Economics

Page: 17

View: 185

Research paper from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: none, International Islamic University, course: Change Management, language: English, abstract: Organizations have been passing through transition phase over time. Some organizations have failed to transform, while others have successfully implemented their desired change. Previous literature has focused on the rationale behind the failure as well as the success of these organizations. Literature concluded that the resistance of employees serves to be a major factor behind the failure of any organization, willing to implement change. Further, researchers found that this resistance can be lessen by applying suitable communication techniques to align employees with the coming change according to the culture of organization and employees. For the purpose of alignment, a charismatic leader is required who has the potential to eradicate the gaps between the concerns of top management and its employees. This paper draws attention towards the causes of resistance; the impact of culture dimensions on organizational change and management decisions, and examines how communication being a major factor can overcome resistance by employees. This article eventually recommends that a charismatic leadership can bring change with the consent of the followers and that is mainly due to the attributes associated with leader’s traits. Consequently, this article proposes the methodology that brings a happy ending to a change process. T

Power and Organization Development

Power and Organization Development

Author: Larry E. Greiner

Publisher: Prentice Hall

ISBN: UOM:39015015295713

Category: Business & Economics

Page: 208

View: 577

A member of the AWL OD Series! Power and Organization Development argues that OD and power can and should be reconciled and integrated in the implementation of change. This book provides the reader with a solid grounding in the role of power and politics in organizations, with a specific focus on how managers use power bases and strategies to get things done, as well as provides the reader with strategies and intervention techniques for bringing about change in an organization.

Change Management Handbook

Change Management Handbook

Author: Peter F Gallagher

Publisher: PFG Publishing

ISBN: 9781795878975

Category: Business & Economics

Page: 310

View: 759

Change Management Handbook: This handbook contains over fifty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework® each with a practical case study. About this Book: This handbook is for growth mindset leaders, senior managers, students, HR professionals and change management practitioners who want to deliver organisational change while their organisation continues with day-to-day operations. Leadership of Change® Volume 3 is based on over thirty years of experience implementing change, transformation and improvements into some of the world’s largest and most successful organisations across many countries and cultures. It provides deep insights into change programme delivery using the a2B Change Management Framework®. It starts by aligning the change with the organisation’s strategy and vision, moving through to successfully closing and sustaining the change. It covers ten key change management implementation concepts in detail, which include sponsorship, change history, communication, change planning, readiness, resistance, developing the new skills and behaviours, as well as adoption. It also includes the AUILM® Employee Change Adoption Model and the a2B5R® Employee Behaviour Change Model. Other Leadership of Change® Volumes: Leadership of Change® Volumes: The volumes in this series are intended to be leading practice in organisational change management and implementation, which supports strategy execution. Volume 1 – Change Management Fables Volume 2 - a2B Change Management Pocket Guide Change Management Fables: Ten fables about the leadership paradox of implementing organisational change management versus delivering normal day-to-day operations. About this Book: Leaders go about their daily task of implementing the organisation’s strategy to deliver financial results. All of a sudden there is a change explosion that disrupts normal day-to-day operations. This is the leadership paradox: implementing change versus delivering day-to-day operations. Leaders then need to adjust their focus to implement the change, so that the organisation stays ahead of the competition and continues to deliver revenue to its shareholders. That means the change has to ensure a return on investment, full employee change adoption, and sustainable change. Leadership of Change® Volume 1 represents the author’s experiences throughout his career, it, provides ten practical stories of typical and consistent change management challenges that organisations and leaders experience when implementing organisation change, transitioning their organisation from the current ‘a’ state to the future ‘B’ state. Potential solutions are introduced which are developed in Volumes 2 and 3. This book includes illustrations as well as the a2B Change Management Framework®(a2BCMF®), the AUILM® Employee Change Adoption Model and the a2B5R® Employee Behaviour Change Model. Change Management Pocket Guide: This pocket guide contains over thirty concepts, models, figures, assessments, tools, templates, checklists, plans, a roadmap and glossary structured around the ten-step a2B Change Management Framework®. About this Book: This pocket guide is a practical, hands-on guide built around the a2B Change Management Framework® (a2BCMF®) with over thirty models, tool and change concepts. It is designed to support change practitioners delivering hands-on organisational change. The pocket guide supports a programme approach to organisational change, starting with ‘change definition’ (strategy alignment) and moving through to ‘closing and sustain’ the change. The ten-step a2BCMF® is supported by over thirty concepts, a change adoption model, a behavioural change model, figures, assessments, tools, templates, checklists and plans, as well as a roadmap and glossary. It covers the key change management concepts such as sponsorship, communications, readiness, resistance and adoption. The assessments provide valuable input on whether the team should progress from one critical a2BCMF® step to the next.

Managing Change in Organizations

Managing Change in Organizations

Author: Stefan Sveningsson

Publisher: SAGE

ISBN: 9781529700299

Category: Business & Economics

Page: 337

View: 99

This book explores a broad range of perspectives on change management, encouraging critical reflection and making sense of a complex field of theories. The unique approach is based around three key perspectives of change: how, what and why.