Organization and Change.
Methods, Models and Theories
12manage reaches 100.000 members
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Organization and Change.Methods, Models and Theories |
12manage reaches 100.000 members |
Change and Organization. Methods, Models and Theories (A-Z) |
Organization and Change Community of Interest
Organization and Change Forum
Organization and Change Education & Events
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| ● Anupam (India) | Appreciation | "Nice,very nice!" |
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| ● Editor (NL) | Distress Restructuring | "The term distress restructuring belongs in the corporate finance realm rather than change and organization. When a firm is in a financial crisis or facing bankruptcy, this umbrella term is used to indicate the corporate turnaround from severe financial distress through methods such as Debt/Equity Restructuring, Working Capital Management and Corporate Valuation. Therefore in distress restructuring, the term "restructuring" is not used in an organizational, but rather in a financial perspective." |
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| ● Dr.Hemjith (India) | Organisational Renewal | "Due to competition and market dynamics , organisation strategies and business models are always in a constant state of flux and therefore the challenges to manage people and process requires new ways of thinking - just as the saying goes that linear thinking does not work in a non-linear environment." | |
| ● Carlos (Spain) | Management and change | "Though the issues of change management and organizational change are selfstanding, in my view management existence, as a pool of human and technical resources, is due to the continuous change process within and outside the businesses. It is hard to justify a management structure if there is no change to manage!" | |
| ● Khumbo Shaba (Malawi) | Organisation Restructuring | "Understanding the importance of streamlining business functions is crucial in undertaking strategic business change. Constant and persistent communication on the need for change is vital; and developing a-ready-to-change environment is today's biggest challenge for business managers. Efforts should be made even at the recruitmnet level to ensure that employees recruited are those that can embrace change as a normal way of operations." | |
| ● Kenny (UK) | Managing Change | "Its interesting to see different aspect of change and change management but what I've observed to be resoundly absent is the human impact/effect of change and change management. The people that change will impact must be carried along from the onset - whether they may or may not support the change! Management must adopt an EFFECTIVE COMMUNICATION STRATEGY. Most failed change programmes can be traced to poor management of communicating the change programme. An effective CO-ORDINATION of the change programme is also a must to a successful change programme - It is leaders role and someone must take responsibility for the change programme." | |
| ● Sunita Minz (India) | Change for Growth | "Values are sets of real beliefs (in teamwork, customer service, etc) that determine standards of practice. When inevitable changes begin to happen, we have to inspire our employees and move our organizations in new directions if there is congruence with the fundamental values. Employees' commitment and energy is fueled by the values that actually move the organization. A metaphor that has helped in the process of organizational change, change for growth." | |
| ● (India) | Leadership Maturity & Experience decides | "The importance and focus given to Change Management varies largely depending upon the leadership maturity and organisatation change history. At the first level is the group (although diminishing but quite large in absolute terms) that still believes that change happens by control and better project planning. At the other end are a few mature organisations that believe change mangement is not only essential, but is a specialisation worthy of spending dollars to bear upon the initiatives to realise the forecasted benefits so gloriously captured in the business case file." |
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| ● Barbara Kozlowska (UK) | Checklist of Organisational Problem Areas | "16) A blame culture which stifles creativity and innovation." | |
| ● Phil Zaczek (USA) | Sounds like every organization | "Sorry, there's no utopia unless you work for yourself and have no staff. Deal." | |
| ● Karl SUN (China) | Typical Organisational Problem Areas | "17) Poor alignment of business and IT" | |
| ● Vivek Joshi (India) | Frequent Organizational Problems | "18) Internal capabilities out of sync with business goals 19) Low accountability" |
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| ● KC Lim (Malaysia) | Checklist of Org. Problems | "Well, this checklist will be what the textbooks say. However, it appears that in real life, despite all these problems, some organizations do thrive. The main reason for this success will of course be the economic situation (with the current meltdown, it will be interesting to see what management theories will arise to sustain the companies). A second reason for ignoring these problems is that it takes a lot of efforts, time and money to address them. This is weighed off against the same to improve overall company sales and profits." |
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| ● Erwin Gijzen (Netherlands) | Look for positive shared needs first | "A great checklist in itself. In using it though, be careful not to focus on negatives. Instead, look for a positive shared need you can make people enthousiastic about. Then use the list to remove some of the biggest hurdles." | |
| ● Thornton Joubert (UK) | Interesting Era for Managing Change | "There is definetly a era ushering in that will require a "different animal" to manage change. I feel that the main focus the next year or two will be that whatever change is identified, will have to be cost effective or else don't do it." | |
| ● (Senegal) | Additional Organizational Problems | "20) Lack of adequate resources to meet the projected performance 21) Poor allocation of resources 22) Conceptual, cultural and psychological problems" |
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| ● (Bangladesh) | Organizational Models | "For local ones, it's best to use supportive models of organization. Because you have to depend on many managers on these departments, it's better to set a GOAL for these local ofices. For regional, you can use a collegial model. Coz, here you have to deal with the employers at the highest level of your organization. It's always a good practiceto use more than one model. All the best." |
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| ● Heinrich (Deutschland) | Internal and External Change Agents | "Well done. Note that the change agents in organization development can be either employees of the organization (internal consultants) or people from outside the organization (external consultants). Since experts from outside are less subject to the politics and motivations found within the organization, they are believed to be more effective in facilitating significant and meaningful changes." | |
| ● (Netherlands) | Is OD internally focused? | "Thanks Terrence. Indeed when you read into it, the OD definition by Beckhard is widely mentioned. What surprises me is that dealing with the (changing) environment of the organization is completely missing in his definition. May we conclude that the focus of organization development is internal?" | |
| ● Ullhas Pagey (India - Mumbai) | Harder Aspects of Organisation Development | "Most of the OD definitions and concepts put forward by various proponets like Schein, Burke, Beckhard et al and of late by French & Bell, which by far has been the most popular in this part of the world, still heavily emphasise on behavioural science interventions; whereas one finds that in growing economies like BRIC Nations, Structural OD interventions tend to be more relevant and meaningful. Being an OD practioner over the past 25 years in the Corporate sector and as an OD faculty in several management schools in India, I find that the traditional and even most of the neo classical literature on OD does not include structural or harder aspects of OD, and often I wonder ; why is it so?" | |
| ● Hemant Vora (USA) | Absense OD focus on structure, harder aspects | "Ulhas Pagey raises important point. The focus of OD has been on "human" aspect and almost none on the structure or physical aspects. OD can be achieved by developing human, tools (technology) and resource (infrastructure) aspects of an organization. However, technology has grown exponentially only in last couple of decades and became essential for the OD. Similarly, resulting colateral need for adjustments in infrasturcture also has been "late arrival". These were less critical than "Human" aspect at the initial stage when OD was accepted as a "must" for organizational growth and hence were not included in early discussions nor definitions of OD. Now that the technology and infrastructure have become at least equally important, if not more, for OD, may be it is time to expand the definition of OD." | |
| ● Jon Pratlett (Australia) | Blending the "Human" and "Structural" aspects of OD | "As a practitioner who traded heavily on the Human side of OD for 15 years, I was introduced a couple of years ago to the work of Elliot Jacques "Requisite Organisation" and a team of us have been combining both with good results in the mining industry on the East Coast of Australia. By way of example, we worked on the analogy of a glove representing the Structure and Systems of an organisation and the hand as the human side. The glove needs to be functional to meet it's purpose eg. a particular type of safely glove, while the hand (leadership style) can make the glove into a clenched fist or open and supportive." | |
| ● Anupam (India) | OD encompasses many functions | "Very interesting discussion this turns out to be! Some very relevant points came out and I read it all intently. Change, specially in the way employees do things is probably the toughest to bring about and thus many authors mention behavioral interventions. However, I feel that an impact on processes, people, and infrastructure across the entire organization can bring about true, consistent and sustainable OD." |
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| ● Vivek Joshi (India) | Organization Design | "My experience is that in such cases a top-down as well as bottom-up approach is needed. For top-down, communication, setting of measurable objectives and an effective Performance Management System is needed. For bottom-up, external training, communication and reward system to be put in place. Cultures change slowly, more so in social settings which are 'traditional", so you will need to give time to your people." | |
| ● Jack Van Den Heerik (Belgium) | HR Involvement | "I would like to suggest that there are two elements that could make your job and your life easier. The first is to ensure that you have a sponsor for your project who will support you in your undertaking of setting up an HR function. The second is that you must communicate to the organization the purpose and advantages of creating a HR organization and give your co-workers a reason to get involved." | |
| ● Schircks, Dr. Arnulf (Switzerland) | Introduction of HR System | "Two points are relevant using a professional project management approach: 1. Acceptance of a new system is rather more important than quality. Of course, you need a sponsor. And define ALL important stakeholders. Communicate with them (meetings, interviews), take their needs seriously and convince them for the system which satisfy all stakeholders. 2. For quality: use a professional Project Management approach e. e. PMI with 9 Knowledge Areas." | |
| ● Nokwazi Shongwe (South Africa) | Introduction of HR Systems | "It is quite challenging to move people from their comfort zones after a long time. However there are 2 models that I believe can solve such change resistance problems. The Elizabeth Kubler -Ross Human Response to Change Model and The Change Phases Model. Both these models need to be followed accurately through the steps in order to avoid resistance. 2 books by John Kotter that discusses change management are Force for Change, Our Iceberg is Melting: Changing and Succeeding Under Any Conditions. A burning platform might be the last resolution however that can only be done after consulting all stakeholders involved to avoid mass strikes etc."" | |
| ● Susan Germein (Australia) | Cross cultural approach | "I agree with Vivek to an extent. I recently worked with an outsourcing professional services team in Bangalore, trying to build a results focused & ownership culture where the traditional culture was high dependency and 'family' culture with no performance management / HR protocols in place. I think it's important not to throw the baby out with the bathwater. What I mean is, there are many aspects of traditional Indian business culture which work really well and don't need to be fixed, yet you have a foreign owner who has a different mindset and different cultural expectations. You need a HR department, but honouring the best of Indian culture. This requires education of both the owner side and the employees, and as Vivek said, it needs time and patience." | |
| ● (France) | HR Mission | "The key point about HR dpt mission is helping company to reach business effectiveness and growth. HR dpt must therefore be seen as a true business partner and you may have to explain your HR staff that this partnership role, their role, is very important for the company, so for the boss who will be "pleased" because of good results. So coming from their reality, you slowly introduce the fact that company success is the boss' success. Your staff could after be seen as first adopters of cultural changes." | |
| ● (Bangladesh) | Ensure support of Owner | "I could realize your problem. Such situation are seen in most of the private enterprizes where corporate culture is yet to develop. However, I think you should sit with the owner and try to explore his intention and whatever you want to do for establishing HR system, you need to have full support of your boss, otherwise you cant move. If rules of the game is not understandable by the employees than its difficult to work and to achieve objective."" | |
| ● Joseph Philip (India) | Introducing a HR System | "The first step is to identify the top issues (the number depends on resources you have) where staff needs HR's help the most, create solutions around them and try to implement it, and monitor. The best place to start is recruitment and managerial skills coaching / employee counseling. The next step is to involve the projects where executives have an interest." |
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| ● Leah (Trinidad) | Change Theories Book | "I have not seen any 1 book to cover the many change management theories as 12manage. I am looking for material on the ADKAR change model, do you have any information on this?" | |
| ● (Netherlands) | ADKAR Model | "You can find more info on the ADKAR Model in the forum of the Change Iceberg page. Remember you can always find many additional models by using the Dictionary function or via the Search function of 12manage!" |
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| ● (India) | 7-Step Model of McKinsey | "The McKinsey model is a fundamental framework which is equally applicable for Green-field, Growing or Turn-around situations. It starts from ground zero all the way up. Taking Vision / Mission / Goal / Objectives as given, it goes on to Define (Business) Strategy, (Organisation ) Structure needed as support, Systems (& Procedures) needed, Staff (Assortment of Manpower), Skills (required of each person), (Working) Style (of the people in the Organisation) and, lastly, Superordinate Goals (that needs to be achieved). Any add-on, like ADKAR Model, only helps further to fine-tune the approach. I have used it in 7 diverse situations in last 15 years and found immensely effective." | |
| ● Leah (Trinidad) | Mc Kinsey & ADKAR | "I have found this comment truly useful in the field of research which I am engaged in at this time. Thanks!" |
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| ● (Netherlands) | Technology Transformation | "What do you mean with technology transformation? And is it really just a technology transformation?" | |
| ● Lalitha (India) | Change Management | "Technology transformation in my view means implementing new technology initiatives or improving over the existing technology within organisations." | |
| ● (South Africa) | Change Management Success Factors | "I think any form of change , technological or otherwise should be linked to the bottom line - organisational effectiveness and health. Some of the main factors that contribute to the success of transformation are a thorough stakeholder analysis. This will help you in your decision making and strategy on how you can engage different interest groups/individuals in the change programme to ensure its success. It will also help you to identify/clarify the forces for and against change which you can then manage. Communication is a critical factor to get buy-in, address fears and create a positive attitude. Active support from the top, quick wins and education/empowerment esp in technology." | |
| ● Anupam (India) | People Make the Difference | "Technology, once decided upon, will provide what it was supposed to do. Its the people who have to be managed. The change has to come about in a seamless and structured manner so as not to upset the work force. If the employees accept the new technology it is a success immediately." |
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| ● (Malaysia) | Real Estate/Construction Industry | "The strategic plans have to be there although I agree that economic and competitive events can overtake reality. The uncertainity is manageable with big projects that are at least of 3 to 4 yr duration. During this period the business scenario can recover. Pro generally should commence during a downturn so that one can benefit from the upturn." | |
| ● (Canada) | CM in Real Estate | "Your question is very provocative Prabhakar, and as I respond more thoughts enter my mind. Allow me to suggest that changing the 'industry' is too broad a mandate. After all your question defaults to a common belief and cultural mindset... 'cost overruns are a way of life'. The first question I have is ...Do you have a sponser who is willing to invest in making changes? Consider the Beckhard Change Equation (found on this site) as a starting point. Then find a champion, perhaps a government agent, or near-leading company wishing to be a champion, and build from there. After all -- there is no greater inducement to change than competitors who see what is working for someone else, and they want to emulate it. Good luck." |
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| ● Gurvy Kavei (Namibia) | Change in a University | "Leah, if you are evaluating the extent to which change has taken root in the University, I suppose you are really having the right tool - ADKAR model. Usually I find it useful especially in measuring the buy-in from stakeholders. If however, you are assessing the readiness of the University to embrace change, you may be better-off using a different model I suppose. Usually this is mostly predetermined by the nature of issues to be addressed. I find it that there is no one-fit-all model. My best approach has always been in developing a tailor-made diagnostic tool - especially in determining the leadership capability to drive and sustain the changes envisaged in the organisation. I have my own too developed for this purpose." | |
| ● (Philippines) | Change in a University | "I suggest you first decide what about organizational change you need to assess. Is it whether it is needed or not? Or what kind? Or about what levers you can use? Or, after answering these, how best to to go about it, who to involve, and with what resources. Each of these would require a dove-tailed approach, where you match the task at hand with the capacity and capability of the change agent." |
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| ● (Canada) | Change theory | "It is important to; 1. identify where the organization is today, by faciliating self -assessment by key players in the entity. 2.With the key players agree what the new ,ideal organization should look like. Define the new vision and objectives. 3.Put in place the plan, timelines, metrics and responsibilites to achive successful progression to the goals. 4.Agree that project mamagement is required through the implemenation." | |
| ● (Canada) | Change management | "My experience in organizational transformation suggests that one has to be strategic . This means that the model of the future has to be fully discussed with stakeholders,and agreed. Then there has to be alignment of not just management, but everyone involved. Project management skills and processes will ensure effective implementation. Regular checks against progress milestones are critical. Communication is imperative.Celebrate milestone successes to maintain motivation." |
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