HR Strategies for Managing Change - Downsizing at BT.
MANAGING PEOPLE EMPLOYEE MOTIVATION PRESENTED TO: DAVID CROWFORD Presented by Sina Seyfollahi MBA PART-TIME 00171141A 4MBA21 HARROW BUSINESS SCHOOL Table Of Contents . Abstract............................................................................................3 2. Introduction......................................................................................4 3. Analysis & Evaluation of Change............................................................6 3.1 Workforce Reduction.................................................................. 6 3.2 Organisation Redesign................................................................. 7 3.3 Systematic Change......................................................................7 4. Positive Actions of Senior Management.....................................................9 5. Management Shortcomings..................................................................12 5.1 Commitment...........................................................................12 5.2 Co-ordination............................................................................13 5.3 Competencies..........................................................................14 6. Conclusion........................................................................................16
Managing Change
Managing Change [Name of the writer] [Name of the institution] Managing Change Introduction In light of the increasing rate of change in the business environment due to factors such as technological advances and globalization, the need to be able to successfully change an organization becomes more imperative than ever. Leading Change, guide identifies eight steps for successful organization change. These eight steps are taken to avoid mistakes made during the organizational change efforts in the past, like the convenience, not to create a powerful guiding coalition, underestimating the power of vision, under the Communications - vision, the obstacles to the granting of a new vision, not to create short term wins, declaring victory too soon, and neglecting to anchor changes in the culture organization. In this article we will discuss the element of change by Richard Beckhard and Wendy Pritchard in his book to change the basics: the art of creating and leaders of environmental change in organizations. Analysis The book is an analysis which gives a sense of urgency, it is expected that a change of leader will be able to direct interested parties to conduct a common goal and reduce complacency. The most common causes of satisfaction: the absence of crisis, the low overall performance standards, measuring rates of poor performance, too happy to discuss management and lack
Strategies for Change Management
Jan Carlzon: CEO at SAS Case Study ECBU 585 Strategies for Change Management University of La Verne Instructor: Nelly Kazman, M.B.A., A.E.M.B.A. Bruce D. Hill 9/18/04 Introduction To set the stage for any type of a case study--concerning change--it is important to take into account three areas; 1) where has the organization been and how has it done things in the past, 2) where is it at this point and how is it doing things, and finally, 3) where should it go to eliminate threats and weaknesses, and take advantage of opportunities, and how should it do it. Within this context, we need to look at how the organization is moving through the eight step process that creates successful change. I will cover the fist two points in the balance of this introduction and cover the last point by looking at how the change process is taking place (or has taken place) within each of the 8 steps individually. Based on this process, I will conclude with some closing thoughts on whether or not SAS (Scandinavian Air Systems) was successful in it's past change effort and whether or not it may be successful in its latest effort. First, let us look at the history of SAS and how it has operated in the past. After WWII, three Scandinavian airlines merged to form SAS; Swedish interest was 3/7, Norwegian interest was 2/7 and Danish interest was 2/7. Within this, 50 % was held by private
Managing Work Team Conflict: Assessment and Preventative Strategies
Managing Work Team Conflict: Assessment and Preventative Strategies Debbi Wagner-Johnson Abstract Conflict cannot be avoided since it is an inevitable aspect of work teams. This paper will discuss the two types of conflict (i.e., affect and task) that the research has identified as the most common, describe the benefits and detriments of conflict, and present the causes of conflict. Strategies will also be presented to prevent and to effectively manage conflict. Moreover, a conflict checklist (i.e., Teams and Conflict Checklist or TACC) will be presented as a tool to help teams identify the perceived presence of conflict. Although conflict is an inevitable aspect of team development, conflict can provide the basis for constructive and beneficial outcomes by identifying and managing conflict effectively. Managing Work Team Conflict: Assessment and Preventative Strategies As long as organizations continue to use work teams, conflict cannot be avoided since it is an inevitable aspect of work teams (Amason, 1996; Amason, Thompson, Hochwarter, & Harrison, 1995; Bens, 1999; Capozzoli, 1995; Desivilya, 1998; Eisenhardt, Kahwajy, & Bourgeois, 1997; Fisher, Rayner, & Belgard, 1995; Jennsen, Van De Vliert, & Veenstra, 1999; Kezsbom, 1992; Rayeski & Bryant, 1994; Sessa, 1996; Townsley, 1997). If conflict is identified and is managed properly, it can actually benefit teams rather
Managing Organizational Change
Managing Organisational change Assignment For the purpose of my assignment I have chose to evaluate the Corus case study from a change management perspective. I have chosen to evaluate case study instead of analyzing an organizational change in a company, that I have been involved, because I am too young to have such experience. Corus is part of the world's sixth largest steel producers. The company's annual revenues are around 12 billion pounds. Corus has a global network of sales offices and service centers, employing around 42, 000 people worldwide. The case study that I will write about focuses on how Corus used its knowledge and experience of continuous improvement to win new business. Companies use continuous improvement in order to gain competitive advantage. When a firm sustains profits that exceed the average for its industry, the firm is said to possess a competitive advantage over its rivals. The goal of much of business strategy is to achieve a sustainable competitive advantage. Competitive advantage is essential because it increases company's market share. Corus used skills and expertise to support its new product development. The steel's company business strategy is to develop new and innovative products. This business strategy needs motivated, disciplined, hard-working and professional staff. In order to have such kind of staff Corus had really good managers
Managing Change in Organization
Advanced Professional Diploma in Management Studies (APDMS) Session: OCT 2008 ASSESMENT SCENARIO ONE & TWO UNIT17: Managing Change In Organizations Lecturer: T. S. Sandhya Issued Date: 05th December 2008 Submission Date: 23rd January 2008 Student Name: Nabeel Tariq Khan Student ID: 8010011 Signature: MANAGING CHANGE IN ORGANIZATIONS ASSESSMENT SCENARIO ONE Task 1:- a) Reflect upon the nature of change happening at McDonald's & other restaurants in general. Reply: Change Management:- Change refers to a significant difference in what was before. This could mean doing things in a new way, following a new path, adapting new technology, installing a new system, following new management procedures, merging, reorganizing, or any other highly significant disruptive event. Writing in Industrial Management (May/June 1997), authors Lisa Kudray & Brian Kleiner define change management as "Continuous process of aligning an organization with its marketplace - and doing it more responsibly & effectively than competitors". For an organization to be aligned say the authors, "the key management levers - strategy, operations, culture & reward - must be synchronized continuously". They observe that, "managers need to remember that they are changing, manipulating & rearranging a variety of both human & non human elements". Perhaps, every organisation wants to
Fundamentals of Organisational Theory - Managing Change.
Fundamentals of Organisational Theory Managing Change Russell Manley 6th January 2004 Phillips NV Phillips NV is a company that actively analyses its environment and identifies the forces for change and reacts to them. Unfortunately, it seems that appropriate analysis of resistors to change within the organisation that seem to over power the forces for change. This can be represented simply on the Lewin force filed model where the resistance to change is more powerful than the forces and therefore pushes down the level of performance over time. Ultimately, this seems to have lead to a great demise in the profitability and market share and global scope of Phillips, with a string of top-level managerial change that seems to be only superficially successful and never challenges the core resistors to change. The first force for change experienced by Phillips was a political one. The second world war forced them to decentralise and specialise within these new national units due to the stringent trade barriers imposed after the war. There was little resistance to this change most notably because of the German occupation of the Netherlands. This recognition for the rebuilding of the company through national organizations although approved by top management did come with a certain amount of resistance. They appreciated there was only one solution to the problems created by the
The implication of managing change at work for the psychological contract
The implications of managing change at work for psychological contract James Xie Group C Abstract This assignment focuses on how managing change influence the psychological contract. It is impossible to specify every aspect of the employment relationship in a formal contract (Buchanan and Huczynski, 2004). Comparing with the formal contract, the psychological contract is a latent part that might influences the development of the company and individual performance. A related issue prompting a rethink of personnel management methods concerns the psychological contract between employee and organization (Rousseau, 1990, 1995). Therefore, it is very important for manager to understand and satisfy the workers’ requirement, in order to encourage the staff in the company and make profits. There are many factors might affect the psychological contract including culture changes, mentoring relationship, the number of innovative ideas of workers and reasonable job security. For example, employees have expectations such as performance feedback, a safe working environment and reasonable job security. In return, the employers expects from employees to be willing to work for extra hours, show loyalty towards organization, upholding the employers’ reputation and bring innovative ideas (Hassan, 2011). Definitely, the psychological contract does a serious job in the relationship between
Managing Change
International University College Dobrich Change Management Assignment Prepared by: Asen Minkov Program: International Business and Management (IBM), 3rd year Faculty number: INTRODUCTION The report presents a review of the "National Bank of Ostia" case study and my personal recommendations on how to undertake structural change, and improve the organizational design, and overall organizational performance. It provides detailed analysis and evaluation of the current situation in the organization, and possible solutions to the existing problems. It is structured in three main paragraphs as follows: structure of the bank, where we will be examining structural changes and the effect they have on employee relations, moral, on organizational culture, and we will be discussing methods for avoiding change resistance; the impact of change on culture, in terms of training and development, recruitment strategy, retention, and costs; performance management schemes, where we will be considering appraisal systems, reward schemes, and other ways to improve general performance. RECOMMENDATIONS The following lines present my personal analysis, evaluations, and recommendations on how to improve the structure, culture and the overall performance of the National Bank of Ostia. . Structure of the bank The first step NBO should undertake is changing the organizational structure.
Notes on Managing Climate Change.
Managing Climate Change Adaptive Capacity: the extent to which a system can cope with climate change. In human systems it depends on available human physical and financial resources. Climate vulnerability: the degree to which a natural or human system lack the ability to cope with climate change. Vulnerability is a result of the magnitude of the change, its speed of onset, the sensitivity of the system and its adaptive capacity. Mitigation or adaptation? Mitigation mean reducing the output of greenhouse gases and increasing the size of greenhouse gas sinks. I.e. targets to reduce emissions, switching to renewable energy sources, capturing carbon emissions from power stations and storing them. Adaptation means changing the lifestyles to cope with new environment rather than trying to stop climate change. I.e. managed retreats of coastlines vulnerable to sea level rise, developing drought resistant crops, enlarge conservation areas to allow shifting of habitat zones. > For human systems i.e. the economy, mitigation could involve an upfront cost, to reduce atmospheric pollution to 'safe' levels. Adaptation might mean costs were more gradual and spread over time. > For natural systems like ecosystems, mitigation could limit damage. Some ecosystems may not be able to 'adapt' and could lead to death and my cause extinction. Wealthy countries may have the adequate
