change management

Examples of change management in the following topics:

• Common Targets of Organizational Change

  • Change management can be implemented to change an organization's mission, strategy, structure, technology, or culture.
  • Organizational change management should begin with a systematic diagnosis of the existing situation in order to determine the organization's need for and ability to change.
  • The objectives, content, and process of change should be specified as part of the change management plan.
  • Change management processes can benefit from creative marketing to facilitate communication between change audiences and a deep social understanding of leadership styles and group dynamics.
  • To track transformation projects, organizational change management should align group expectations, communicate, integrate teams, and manage and train people.

• Strategies for Successful Organizational Change

  • Change management is the study of how to integrate changes without damaging the organizational culture or efficiency.
  • At its core, change management is about knowing strategically what to change and how to manage the human element of this process.
  • Change management is broken into 4 elements:
  • During an organizational change, it is essential for managers to communicate the reasons for the change as well as the process needed to make the change.
  • One of the most important steps in managing a successful change is to monitor how the change is playing out in the organization.

• Types of Organizational Change

  • There are three main categories of change: business process re-engineering, technological change, and incremental change.
  • Change management is an approach to shifting or transitioning individuals, teams, and organizations from their current state to a desired future state.
  • In some project management contexts, change management refers to a project management process wherein changes to a project are formally introduced and approved.
  • Kotter defines change management as the utilization of basic structures and tools to control any organizational change effort.
  • Business process re-engineering is also known as business process redesign, business transformation, and business process change management.

• Steps to Smooth Organizational Change: Kotter

  • Kotter's model details a process where managers may initiate, direct, implement, and foster organizational change via employee engagement.
  • Kotter created the Eights Steps to Change Model that is currently the most widely-used framework for managing organizational change.
  • Increase urgency: Managers must inspire people to move, make objectives real and relevant, and further their desire to make change happen.
  • Create short-term wins: Managers must set aims that are easy to achieve in manageable chunks.
  • By following these eight steps to successful change, managers can work to mitigate the risks associated with changes that employees do not like.

• The Role of the Manager in an Evolving Organization

  • Managers must do more than accept change: they must facilitate the evolutionary process.
  • To effectively implement change, a manager needs to be a good leader.
  • The manager must organize and plan the change and use leadership skills to inspire employees to embrace it.
  • When organizations are developing or undergoing change, the manager is often required to negotiate clearly and steadfastly with competitors, contractors, suppliers, and employees.
  • Communication is at the core of managing change effectively.

• Middle-Level Management

  • Middle management is the intermediate management level accountable to top management and responsible for leading lower level managers.
  • Middle-level managers can include general managers, branch managers, and department managers.
  • Reporting performance statistics up the chain of command and, when applicable, recommending strategic changes
  • Such changes include downsizing, 'delayering' (reducing the number of management levels), and outsourcing.
  • The changes may occur in an effort to reduce costs (as middle management is commonly paid more than junior staff) or to make the organization flatter, which empowers employees, leaving the organization more innovative and flexible.

• Definition of Management

  • This view opens the opportunity to manage oneself, a pre-requisite to attempting to manage others.
  • There are different types of management styles, and the management process has changed over recent years.
  • The addition of work teams and servant leadership has changed what is expected from managers, and what managers expect from their employees.
  • There is a hierarchy of employees, low level management, mid-level management, and senior management.
  • In traditional management systems, the manager sets out expectations for the employees who need to meet goals, but the manager receives the reward of meeting those goals.

• The Need for Management

  • IBM is still in business today due to the management skills of Louis V.
  • The purpose of management is to serve customers.
  • Yet, if one looks through most management books for a definition of management, 99.9 percent of the time the word customer will not be mentioned.
  • Equally remiss is the fact that most definitions of management neatly filter out service in their descriptions of management.
  • Since most managers are responsible for more work than one person can normally perform, a good manager delegates and integrates his or her work (or the work of others).

• Working with Management

  • Nonprofit management has the additional task of keeping the faith of donors.
  • In most models of management and governance, shareholders vote for the board of directors, and the board then hires senior management.
  • Senior management is generally a team of individuals at the highest level of organizational management who have the day-to-day responsibility of managing a company.
  • However, every manager is different and priorities may vary based on the project.
  • When proposing a new idea, an employee should consider how any changes might benefit or harm the broader organization.

• The Role of Management in an Organization

  • Different levels of management will participate in different components of this design process, with upper management creating the initial organizational architecture and structure.
  • Because the organization is always changing, the problems of process and design are essentially limitless.
  • All levels of management perform these functions.
  • However, the amount of time a manager spends on each function depends on the level of management and the needs of the organization—factors which play a role in organizational design.
  • Middle-level managers include general managers, branch managers, and department managers, all of whom are accountable to the top-level management for the functions of their departments.