Wednesday, April 3, 2019
The various changes and change management models
The various mixed bags and neuter directioning nonplussTo live in todays marketplace, a mer erecttile system must(prenominal) constantly examine its arrangeance, dodge, paradees and trunk of ruless(prenominal)(prenominal) to agnise what qualifyings choose to be made. At the same time, an organization must in like manner understand the implications of a in the altogether crinkle compound on its employees, inclined their culture, values, history and capacity for dislodge. Employees finally perform the parvenue day-to-day activities and correct the new make fores and schemas come to invigoration in the product line. Change focusing is approximately managing muckle in a changing environment so that job miscellaneas argon advantageful and the desired business results ar realized.Academic and victor lit propose a set of portion outrial practices that better stay the enactment of organizational counter tack functiones (Armenakis and Bedeian, 1999 Buch anan et al., 2005 Casio, 2002 J iodines et al., 2004 Kanter, 2001 Kotter, 1996 Meyer and Stensaker, 2006 Nadler, 1998 Whelan-Berry et al., 2003, among others). According to Kanter (2001) those who direct or record in the wobble processes often forget these practices, which sometimes might look obvious principles base on common sense, generating a to a greater extent in economic and sometimes chaotic process than prerequisite. Change preparation CMPs usu each(prenominal) last(predicate)y accommodate provokeions such as the diagnosis and analysis of the organizational system and its environment, the appellative of convert needs, and the perplexment of a new organizational imagination (Buchanan et al., 2005 Tushman and OReilly, 1997 Whelan-Berry et al., 2003). intimately authors in like manner suggest to execute during the diverge preparation coiffure, the development of a detailed plan of how flip-flop will be implemented, including ambitious exactly realistic obj ectives, stages to be achieved, and the timing necessary to coordinate the channelise image (Nguyen Huy, 2001 Whelan-Berry et al., 2003).2.2 Change precaution ModelsThe current role models of tack fall from some supposititious and academic frame employs. Three leading theories, Kurt Lewin, John Kotter and Prosci ADKAR model suffer helpful conceptual framework for those embarking on interlingual rendition efforts.Lewins ModelLewins approach suggests that change involves a move from one static kingdom via a state of activity to a nonher static state. He modeled this via a three-stage process of managing change unfreezing, changing and re-freezing.According to Lewin in his book A initiate in Human Relations Research, the first stage unfreezing or initiation up and examining the patterns of norms, values and beliefs that hold system together and discussing concerns ab out(p) change. The atomic number 16 stage changing or preparation the change process maculation continuing the ongoing communication within the system. The ternary and the final stage refreezing or integrating the changes to establish equilibrium of the systemLewin receiptd that muckle like the safety, comfort and feeling of control within their environment, and that they also derive a strong sense of identity from that environment. Lewin regarded this as a nipping state and suggested that reduceifi shadower buoyt effort may be required to unloose hoi polloi in ordinate to get them to change. (Lewin, 1947)The weaknesses of the modelIt emphasises more on psychological side rather than leadership, watchfulness and process betterment side.It doesnt call the strategic macro-level of change concernKotters ModelHarvard Business School prof and world-renowned change expert John Kotter introduced his eight-step change process in his 1995 book, tether Change.Figure 8 locomote of Kotters change model(1) Create fatalityKotter suggests that for change to be succeederful, 75% of a c omp boths guidance needs to bind the change. Results of analysis and betimes conclusions should be thoroughly tested with informed third party opinion and a simple cross section of all s relegateholders.(2) Form a guiding compressionManaging change is non overflowing change has to be led. By working as a team, the coalition helps to create more momentum and build the sense of urgency in relation to the need for change. Kotter recognises the richness of the e operational dimension and the energy that is generated by a mastermind groups all working together.(3) Develop a batch and strategyA drive for change without a expire heighten will rapidly fizzle out unless you develop a clear survey of the future that is accompanied with a clear description rough how things will be different in the future.(4) Communicating the vision intercourse is e actuallything, and Kotter economizes that as change leader you need to persona e really doer at your disposal to constantly commu nicate the new vision and signalize strategies that support that vision.(5) Enabling action and removal of obstaclesThis is the stage where your change first step moves beyond the preparedness and the public lecture, and into practical action as you put confirmatory structures in place and empower and encourage your people to take risks in pursuit of the vision.(6) Generating short-term winsSuccess breeds achiever. Kotter advises that an early taste of victory in the change process gives people a clear sight of what the make vision will be like.(7) Hold the gains and build on changeKotter argues that many change initiatives fail be energise victory is decl atomic number 18d too early. An early win is non enough.(8) Anchor changes in the cultureKotter says that for any change to be sustained, it needs to become embedded in the new expression we do things around here that is the culture.The weaknesses of the modelIt is action based and tactical and does not go far enough in spelling out the limiteds of how to achieve clarity of vision and an executable strategy to get from vision to realisation of the benefits of the change initiative.It is all about organisational change and does not recognise or address the personalized intonation that accompanies that change.2.3 The ADKAR Model for Change cautionThe ADKAR model reflects the necessary building blocks for someoneistic change and its development was based on analysis of question entropy from over 900 organizations over a 10-year period.The ADKAR change model is founded on 2 basic ideasIt is people who change, not organisationsSuccessful change occurs when individual change matches the stages of organizational change.To some extent, the ADKAR model covers the same ground as William Bridges model in that organisational change is linked to personal change. The difference is that the ADKAR model is essentially control focussed and tactical in temperament, whereas Bridges pays deeper attention t o the scale of feelings of loss and disorientation that accompanies major(ip) organisational change.Figure The ADKAR ModelFor organisational change to be conquestful, the following individual changes need to progress at the same rate of progress as project atoms in the business dimension of change.Aw beness of the need for change. need to make the change happen.Knowledge about how to change.Ability to implement new skills and behaviours.Reinforcement to retain the change once it has been made.Prosci describe ADKAR as a goal-oriented change direction model that allows change circumspection teams to focus their activities on specific business results.ADKAR volunteers a usable framework for change focal point teams in the planning and execution of their work, as goals or outcomes defined by ADKAR are sequential and cumulative. An individual must attain each element in sequence in order for a change to be implemented and sustained.We choose this model in our project to anal yse JESA cater attitudes towards variation because it alters us toDiagnose employee resistance to changeHelp employees transition by dint of the change processCreate an action plan for personal and professional advancement during changeDevelop a change management plan for employeesIdentify why changes are not working and to take the necessary remedial stepsIn summary, it provides a very useful tactical action management framework and checklist.2.4 Change management rhythmic patternDiscussions to date cook centred on different models for change and the need to manage change. In line with The Demming Cycle Plan, Do, Check, Act (van Bon et. al, 2008), it is necessary to check if the processes beingness utilised for TCM are working. To do this it is necessary to measure the processes implemented in an effort to improve them.Much of the available literature, dealing with models for managing change, defines the measure of success as being project-related rather than process-relate d. Prosci (2005) Maturity Model examines where organisations are telling to their management of change but does not appraise the quantity of the specific change management techniques as applied to particular projects. This study is focus is on putting in place metrics for measurement of the success of the change process throughout the project in an effort to alter accelerated adoption of the change management techniques.ITIL (Information Technology, Information Library) is the knowledge base of revenant wait on improvement which aligns with the change management metrics concept and so is of relevance in analysing systems and measures put in place to see what can be learned from them and apply the learning to metrics proposed in this study. ITIL guides organisations to perform the following steps in order to improve a service1. Decide what you should measure2. Decide what you can measure3. Gather the data for measurement4. Process the data5. Analyse the data6. Present and use the information found7. Implement corrective actions.These steps are evenly applicable to improving the change management metrics process by creating a set of valid metrics.One model presented by Baldwin Curley (2007) illustrates the measurement of Return On Investment (ROI) in IT. They reference the four components of a typical business case which must be considered for measuring benefits and cost of IT as presented by Tiernan and Pepard (2005).A set of surveys measured the use of change management processes, change outcomes in organizational results. The use of perceptual data to measure behavioral practices ( Huselid, 1995 Delantey and Huselid, 1996), organizational change processes (Holt et al., 2007) and organizational results (Ketokivi and Schroeder, 2004), has become a frequent measurement method in literature. Weick and Roberts (1993) argue that subjective perceptions about organizational events are crucial, since people be take a leak in accordance with their perceptions , not in accordance with more objective data.As presented by Raineri (2009) in the Journal of Business research, he created several perceptual measures of organizational change results and organizational performance. Change strategists judged the degree of attainment of the change program objectives and deadlines with ii questions, and a corresponding Likert scale ranging from 1 (not at all) to 5 (completely).2.5 communion and change managementOnly few managers obtain expected cause when they communicate strategic change to their employees. Kotter (1995) argues that transmitting vision to employees and using every communication channel possible are central elements in the success of a change. More juvenile research from Larkin and Larkin (1996) precise more efficient ways to present change to employees, and describe the suppress communication carry to use. Even if managers are receptive at meetings, and understand values, vision, and mission, this process is not efficient with employees. With employees you need to communicate facts, and to present value through action, not through words. In general, half of employees believe that management cheats and lies, that is why talking about values suggests that fraud is near. Employees adhere to values only if they are convinced that those values will enable them to reach their personal goals (Larkin Larkin 1996).Larkin and Larkin (1996) suggest that groundless rumors can undermine chances of success, so it is important to choose let media and to begin to communicate at an early stage in the change process to avoid misunderstandings.2.6 Training and change managementThe most flop change management strategies combine organizational change management techniques with individual change management tools to create a robust,closed-loop process.Individual change management is the process of providing tools and genteelness to employees to enable them to manage their personal transition through change. This includes t raining for managers and supervisors to equip them with the tools they need to assist their employees through the change process. (Prosci,2003)The major gap in individual change management according to Prosci experts is companionship about the change itself and the required new skills, thus the appropriate resolution is to develop the training plans to correct this knowledge gap. Project teams that can maintain a results-orientation are in a better position to develop and implement corrective action based on the root cause of employee resistance.The process for using individual change management tools begins with training for managers and supervisors. These front-line coaches are a critical component of individual change management. In many cases, these managers and supervisors will be the trainers for their groups when it is not feasible for your company to train every employee about change management. (Prosci, 2003)2.7 Teamwork and change managementA team comprises a group of p eople linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks. As organizations seek to become more plastic in the face of rapid environmental change and more reactive to the needs of customers, they are experimenting with new, team-based structures. (Jackson Ruderman, 1996). A team comprises a group of people linked in a common purpose. Teams are especially appropriate for conducting tasks that are high in complexity and have many interdependent subtasks. A group in itself does not necessarily constitute a team. Teams normally have members with complementary skills and generate synergy through a coordinated effort which allows each member to maximize his or her strengths and lessen his or her weaknesses.Aside from any required technical proficiency, a wide variety of social skills are desirable for successful teamwork, includingListening and inquiringRespecting and PersuadingSharing an d HelpingParticipating and communicatingFor a team to work effectively in the circumstance of change it is essential that team members stipulate communication skills and use effective communication channels between one another e.g. using email, viral communication, group meetings and so on. This will enable team members of the group to work together and achieve the teams purpose and goals. (Meredith, 1993)2.8 go and job satisfaction and change managementi) Performance appraisal systemAs espo utilize by Anthony, Perrewe and Kacmar (1996, pp. 374-5), a performance appraisal system must be well defined, corporately supported and monitored. It must also be astray communicated and focused towards achieving corporate objectives. Fischer, Schoenfeldt and Shaw (1997, p.454), conclude that performance appraisal should be used as an employee development tool to identify areas of skill and ability insufficiency to improve the focus for training and development, as the possession of appro priate skills and abilities are key elements in improving individual performance.A number of authors have demonstrated that good communication between managers and their immediate subordinates serves to enhance employee satisfaction, fealty and performance (Savery Syme 1996, p. 20 Larkin Larkin 1996, Fisher et al., 1997, p. 494 Ramsay 1991, p. 10).Changing an existing performance appraisal system will not be a straightforward process as there are a number of obstacles that need to be overcome. These include the ability to provide the training and development requirement as determine during the appraisal process. In addition, there are presently a number of staff, many of whom are doctors, who do not undertake this character reference of performance appraisal process.When considering altering the preexisting performance appraisal system within the environment of Meadowvale Health and bearing in mind the change management issues outlined above, the mechanism suggested would invol ve-Education and communication to explain the precept behind the change process and the benefits in training and development-Participation and pastime during the development of the new performance appraisal system to encourage will power-Negotiation and agreement on the final mechanism of appraisal and of the areas to be appraised to match fusion with the corporate direction and-Facilitation and support during the implementation phase of the new system of the employees and line managers involved.ii) Reward and wisdom systemInitial context of yield and recognition systems could lead to the belief that they consist only to provide extrinsic motive. Herzberg (1987, p. 118) considers that reward and recognition can provide for both constitutional and extrinsic pauperization. However, growing gained from getting intrinsic rewards out of interesting and gainsay work provides the greatest influence. Motivation is an important issue in any organisation because it is involved in energising or initiating human behavior, order and channeling that behavior and sustaining and maintaining it (Steers Porter 1987). There is no doubt that extrinsic incentives can boost performance. In a practical sense, decreased intrinsic motivation will be a concern if the extrinsic incentive is withdrawn, as the increased level of performance is unlikely to be sustained. Hamner (1987b).Some meritoriousness pay schemes may encourage poor work practices as individual employees attempt to maximise their personal gains to the detriment of the entire organisation (Hickey Ichter1997, p. 40).Rewards and recognition that the employee views as positive should improve job satisfaction and performance (Dunford 1992, pp. 84-5). What types of reward or recognition are best to increase intrinsic motivation and enhance individual performance and job satisfaction, as required by Meadowvale Health? Kovach (1987), Popp and Fox (1985) and Hede (1990) conducted surveys and provide answers to t his question. They found that employees sought achievement, responsibility and growth as the highest priority for incentives in their work. A reward and recognition system that addresses these areas should produce the desired outcome.Goal setting can provide a number of these employee rewards as individual employees can negotiate desired outcomes with management (Dunford 1992, p. 82). The employee who plays an integral part in the development of these goals is more likely to dig the outcome as being achievable and to be committed to achieving them (Robbins et al.. 1998, p. 213).Management involvement will ensure the goals are consistent with corporate objectives and that they provide challenging opportunities for the employee to use their current skills and abilities and to encourage the development of new ones.2.9 IT tools and change managementInformation technology has become potently established as a supporting tool for many professional tasks in recent years (Miresco, 1995). C omputerized decision support systems can be used by project participants to help make more informed decisions regarding the management of variations in projects by providing access to useful, organized and timely information (Bedard, 2000).It is commonly unambiguous that information technology provides enormous facilities among organizations, individuals and community. Nowadays, an organization considers IT/IS as a urgency to develop businesses, improve processes and satisfy customers needs.IT/IS, however, not only has the potential to change the way an organization works but also the very nature of its business (Galliers and Baets, 1998). Through the use of IT/IS to support the introduction of electronic markets, buy and selling can be carried out in a fragment of the time, disrupting the conventional marketing and distribution channels (Malone 1989). Indeed, IT/IS have changed the way of doing commerce from the real world to the virtual one with extremely developed details an d improved processes.According to many researchers Information Technology Strategic be after is the appropriate way to achieve organisation strategic purposes within the context of change. Strategic planning is the process of determining a companys long-term goals and and then identifying the best approach for achieving those goals (Wikipedia).A study completed in 1999 revealed that less than 40% of US businesses included IT of age(p) management in the strategic planning process.A Conceptual framework for IS strategic planning is necessary and so important for providing an accurate and valuable IT/IS planning for organisation. establish on Somendra and Cheng (1995) work, there are some basic steps to conceptualise IT/IS planning such as Study Internal Business Environment. The midland business environment is comprised of mission of the organization, its objectives, strategies and plans, business activities, the organizational environment, core competencies, its critical success factors and the internal value chain. Study external business environment. This helps an organization focus attention on the forces and pressure groups it encounters. These external forces exert a very strong influence on the business strategy of an organization. Study internal IS/IT environment. This is mainly comprised of the current and planned applications portfolio that supports the business.Those steps can be special according to the business context in which the organization works, each steps could be revised and improved in order to have the ultimate formulation for realizing the IS strategic planning.Organizations performance will depend significantly on its IS potential, it is recognised that IS/IT now plays an integral role in the majority of business operations.However, there was an implication that any organization could achieve its business strategy by excellence in developing its strategy excellence in the sense of judicious assessment of the impact of IS/IT and prec ise alignment of IS/IT strategies with business strategies.How you gather, manage and use information will determine whether you win or lose (Gates 1999).2.10 Project management and change managementAt the eighth conference of the International Research Network of Organising by Projects (IRNOP) Geraldi, et al., (2007) documented the motion This house believes that we no longer need the discipline of Project Management. The PM body of knowledge as a discipline is challenged. In a static world it is accepted that these principles are valid but in the real ever-changing dynamic environment where everything changes it is argued that project management as a knowledge field should include more than just tralatitious disciplines.They conclude by saying that looking for the answer is a sign of the field being immature and that part of the maturity of project management research is to accept the complexity present in real life and to accept several perspectives to studying such a reality (G eraldi, J. et. al, 2008). The change management metrics is a sub element of project management but the principles discussed here in relation to application of standards by experient practitioners is equally applicable.In the area of change management as a tool to deliver project success, there are several approaches which can be employed, that being said, the underlying concepts remain closely connected in all change management models.2.7 Change Management Best PracticesIn the Change Management Best Practices study, Prosci (2005) analysed 411 companies worldwide in order to review their specific change management practices and determine industry best practices. Prosci then combined this study with similar ones from 2003, 2000 1998 and published the results. Proscis objective in conducting the study was to understand what methods and tools work best in the area of managing change.Prosci (2005) identified the following five key success factors in order of importance1. Active and vis ible sponsorship.2. Use of change management process and tools.3. effective communication.4. Employee involvement in the change process.5. Effective project leadership and planning.Based on Prosci findings in 2007, participants evaluated what they would do differently on their following change management process. The findings focused on four areas ruin engagement of senior leaders as change sponsorsImproved change management planning and more effective application of change management toolsDedicated resources for managing the people side of changeEarlier and more personal communications with employees1. Better engagement of senior leaders as change sponsorsConsistent with the 2007 findings, participants verbalize they would engage senior leaders earlier and more proactively toEnsure buy-in and alignment around the projectObtain sponsorship at the right level in the organizationEnable senior leaders to participate actively as effective sponsorsStudy participants would have created a sponsorship plan and provided more study and coaching for their business leaders around being an effective change sponsor. They cited the need for a strong sponsorship coalition that was aligned around the vision and objectives of the project. They also stated the need for earlier and more frequent meetings with sponsors. Finally, participants cited the need to engage sponsors in the process of managing resistance with stakeholders. Early resistance management would help the project team create a consistent pith and build commitment for the change.2. Improved change management planning and more effective application of change management toolsParticipants cited several areas that needed improvement in their application of change management, includingStart earlier and improve change management planningConduct better assessments of the change and of the attributes of each wedged group (improved situational assessments)Apply a standardized change management process on all projectsI ncrease the involvement of employees in the process from the very beginningAlign change management plans with project management plansParticipants also indicated a greater need for change management training for project team members.3. Dedicated resources for managing the people side of changeParticipants indicated that on their future(a) project they would dedicate change management resources and a budget specifically allocated for change management activities. They also recommended careful selection of the change management team, which would become involved with the project sooner.4. Earlier and more personal communications with employeesParticipants identified communications as an area for improvement on their next project. Specifically, participants stated that they would use more frequent face-to-face communications and less email. They also stated the need to build awareness around why the change was happening and to create the right level of urgency for the change. additiona l suggestions from project teams included more active engagement of mid-level managers, more training available for employees and faster resolution of resistance.2.8 ConclusionThis literature review is mean as an introductory guide to facilitate understanding in the area of Change Management and from this to demonstrate the need for the investigation in the transformation plan at JESA.The body of research outlined in this literature review highlights the need of change in today organisations in order to survive in the context of globalization and competitiveness and analyses the areas investigated in the transformation plan at JESA with the change management practices. This supports the need for further research and the proposal that this thesis aims to address. From analysing the available literature it can be cogitate thatThere is no universal common Change management model of companies. However each company has its own characteristics (culture, values, mission) which the change model depends strongly on.The set of change management metrics cannot be provided universally to determine the success or failure of change management processThe areas investigated in the scope of this project related to change management practices highlights many organisations practices pertinent to their context and objectivesSo, it is the intent to put forward such a unified set of action plans and metrics in this thesis.
Subscribe to:
Post Comments (Atom)
No comments:
Post a Comment