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Managing change : an Emerald guide.
A report published by ProSci Learning Centers (www.prosci.com) revealed that more than 50 per cent of survey participants had implemented dramatic process change, more than 90 per cent implemented process changes that crossed departmental boundaries and almost 50 per cent expect the change to impact...
| Clasificación: | Libro Electrónico |
|---|---|
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Bradford, England :
Emerald Group Pub.,
©2005.
|
| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 245 | 0 | 0 | |a Managing change : |b an Emerald guide. |
| 260 | |a Bradford, England : |b Emerald Group Pub., |c ©2005. | ||
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| 520 | |a A report published by ProSci Learning Centers (www.prosci.com) revealed that more than 50 per cent of survey participants had implemented dramatic process change, more than 90 per cent implemented process changes that crossed departmental boundaries and almost 50 per cent expect the change to impact their entire enterprise. Definitions of organizational change are aplenty. However, this definition provided by ODR®, a consulting firm with more than 23 years of experience in helping organizations successfully implement change, is a good starting point: "Organizational change is the implementation of new procedures or technologies intended to realign an organization with the changing demands of its business environment, or to capitalize on business opportunities." Change usually involves the introduction of new procedures, people or ways of working which have a direct impact on the various stakeholders within an organization. The key to successful change management lies in understanding the potential effects of a change initiative on these stakeholders. Will employees be scared, resistant, pessimistic or enthusiastic about your proposed changes? How can each possible reaction be anticipated and managed? With such widespread change occurring, handling all of the various issues that arise becomes a priority for a manager and naturally some are better at it than others. But keeping pace with the rate of change is fast becoming a necessity of modern management. If a change program is not handled appropriately - despite the best of intentions - an organization is unlikely to achieve any of its desired goals or objectives. A classic example of success through effective change management involves the global communications giant Motorola. The Space and System Technology Group at Motorola gradually introduced self-managing teams as a work change initiative. This came about from listening to employees and from a pressing need to improve quality of output and cycle times. As a result of a well-communicated and carefully implemented change, Motorola was able to boast a figure of 22 defects per million, as compared to 750 defects per million before the change - a considerable improvement by any standards! Wanting to follow in Motorola's steps? Then access our Managing Change Briefing. It will help you get to grips with the importance of change in modern business, techniques for going about it and case studies to show how large organizations have handled their change programs. | ||
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 650 | 0 | |a Organizational behavior. | |
| 650 | 0 | |a Strategic planning. | |
| 650 | 6 | |a Comportement organisationnel. | |
| 650 | 6 | |a Planification stratégique. | |
| 650 | 7 | |a Organizational behavior |2 fast | |
| 650 | 7 | |a Strategic planning |2 fast | |
| 655 | 4 | |a Computer network resources. | |
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