Change management a

合集下载

ITIL题库

1、Which process or function is responsible for monitoring activities and events in theIT infrastructure? 在IT基础架构中下列哪个进程或职能是负责监控活动和事件的？A. Service level management 服务级别管理B. IT operations management IT运营管理C. Capacity management 能力管理D. Incident management 事故管理Answer：B4、At which stage of the service lifecycle should the processes necessary to operate a new service be defined? 在服务生命周期中的哪个阶段来定义执行新服务的必要流程？A. Service design: Design the processes 服务设计：设计流程B. Service strategy: Develop the offerings 服务策略：开发产品C. Service transition: Plan and prepare for deployment 服务转型：计划和准备部署D. Service operation: IT operations management 服务执行： IT运维管理Answer：A5 Why are public frameworks, such as ITIL, attractive when compared to proprietary knowledge? 与专有知识相比，为什么公共框架较有吸引力，如ITIL？A. Proprietary knowledge may be difficult to adopt, replicate or transfer since it is often undocumented专有知识可能很难采用，复制或转移，因为它往往是无证B. Public frameworks are always cheaper to adopt 采用公共框架总是更便宜C. Public frameworks are prescriptive and tell you exactly what to do公共框架是指令性的，并准确地告诉你该怎么做D. Proprietary knowledge has been tested in a wide range of environments专有知识已在各种环境中进行了测试Answer：A6、Which of the following is an objective of business relationship management?下列哪项是企业关系管理的目的？A.To identify patterns of business activity 确定业务活动的模式B. To ensure high levels of customer satisfaction 为保证高水平的客户满意度C. To secure funding to manage the provision of services保障服务管理资金D. To ensure strategic plans for IT services exist 为现有IT服务确保战略规划Answer：B7、The design of IT services requires the effective and efficient use of "the four Ps". What are these four Ps? IT服务的设计要求有效地利用“四个P”。

Management_of_Change 变更管理

Page 4
CHANGE MANAGEMENT 变更管理 MANAGEMENT Presentation Package 介绍文件夹
Page 5
Session Objectives 会议目标
• Raise awareness to Managing Change within Bitumen Operations. 在沥青运营内部增强控制变更的意识 • Provide skills to recognize change and to understand and implement this procedure. 提供识别变更以及理解、执行该程序的技巧 • To ensure that the potential hazards associated with the change are eliminated or reduced to ALARP 确保与变更相关的潜在危害被消除或减少到合理可接受水平 • Provide skills to use the Change Management Database. 提供使用变更管理数据库的技巧。
Page 13
How do we Manage Change? 我们如何管理变更？
• • • • • • • Knowledge of what is Change 知道什么是变更 Identify that we have or will create a Change 识别已有的变更或将会产生的变更？ Change Management Process. 变更管理流程 Assessment of the issues and risks. 对问题和风险进行评估 Define the Controls to manage change. 定义管理变更的控制手段 Implementation of the Change & Controls 执行变更&控制手段 Review / Audit 评审/审核

Managing_Change

4. Perspectives on Change management 变革管理面面观
< 3 Popular Perspectives >
• Individual Perspective 个人观点
Individual Good Behavior 个人的良好行为
Support 支持
Reward 奖励
“ Change ” 变革 : Encouraging To Change to Better Behaviors 鼓励更好的行为变革
4. Perspectives on Change management 变革管理面面观 < 3 Popular Perspectives > 2. Group Perspective 团队观点
Managing Change 变革管理
Overview
1. The nature of Change 变革的本质 2. Changing Organizations 处于变革中的组织 3. Forces for Change 变革力量 4. Perspectives on Change management 变革管理面面观 5. Focused, Programmed Changed 集中型、规划型变集中型、革 6. Disadvantages of Programmed Change Management 规划型变革管理的缺点 7. Emergent Change Model – A New Approach ? 突现型变革模型——一种新方法？突现型变革模型——一种新方法？ ——一种新方法 8. Enabling Successful Change 成功实施变革
1. The nature of Change 变革的本质

manage change

The Society for Human Resource Management defines change management as:“The systematic approach and application of knowledge, tools and resources to deal with change. Change management means defining and adopting corporate strategies, structures, procedures and technologies to deal with changes in external conditions and the business environment”Leadership and direction of the process of organizational transformation – especially with regard to human aspects and overcoming resistance to change(Fincham). The four main elementsof managingare planning, organizing, commanding, coordinating and controlling (Fayal)So it is clear that there is a strong and inextricable link between organizational change, performance and strategy. As a result, small-scale and relatively simple change may lead to hard problems within the day today operational management activity.Next step is to look at types of change, they are divided into:–planned or unplanned–Hard or soft. Hard elements are defined and measured. Soft culture and motivation more difficult to assess and quantify–Top down v bottom upThe importance of managing organizational changeThe change process is very challenging and important for organizations and can lead an organization towards a path of success. It can also make them capable to meet future demands and to compete with other market player in effective way. Change for organizations is necessary to deal with the diversities and the complex market situations. There are different forces that influence organization for change and these forces may create expectations of improved efficiency and better services, usually external forces leads towards innovation. When organizational changes are well planned and carried in a structured way it leads to continuous improvement and organizational innovation (Boston.MA, 2000).Organizational change process must be managed in order to keep organizations moving toward organizational new vision and its stated goals and objectives (Boston.MA, 2000). Nowadays business trends are changing rapidly and quickly in the globe and the organizations that don’t change cannot survive. Now organizations are facing both internal and external forces pressure that makes change inevitable. There is always a pressure on organizations to balance these forces. It is also very important for the organization to manage the demands and expectations of the customers, employees and management; therefore there is always a need for change to meet these expectations.There is a strong link between change management and organization performance.“Change is ultimately about people –if they do not change, nothing significant happens”•The argument for organizations having stronger and more sophisticated Organizational Development processes can never be understated•HR in partnership with line management must ensure that organizational change is planned, communicated and executed successfully on an ongoing basis in order to sustain business survival.Change Management Tools•Lewin (1951) – three phase model–Unfreezing - lowering resistance to change by recognizing and accepting the need for change –Movement – developing new attitudes to encourage behaviors necessary for change to occur –Refreezing – stabilizing, supporting and reinforcing the new change conditions.BPR: business process re-engineering (hammer)TQM:total quality managementTQM as managing a businessso that every job and process is carried out correctly firsttime and every time.The Tropics test (p108 book)Managing the Resistance to Change•French et al (2008):–Benefit–Compatibility–in relation to existing values and experiences of the people being asked to change–Complexity – the change must be as easy as possible to understand and use–Triability– change should be something that people can try on a step-by-step basis and make adjustments as things progressBenefits of effective change managementReturn on investment:Economies of scale as the approach to change is re-used for each initiative saving the number of days spent defining a unique approach to each change initiative.Faster implementation of change as those involved have the confidence to know where to get started, who to involve and can estimate with greater certainty the impact on their workloads and the level of impact in their departments.Quality of the outcome achieved:Increased understanding of the impact of the change which ensures that all processes, systems and people that are impacted are consulted, and their requirements incorporated into the change plan.Appropriate levels of involvement with agreed responsibilities for making the change happen reduces the resistance to change and increases the rate of adoption, leading to greater realization of benefitsEfficiency of resources:Clarifies the roles and responsibilities of all those involved in the change effort, ensuring that those with the most relevant skills and experience are given appropriate activities to manage. Reduction in the number of ‘failed’ change ini tiatives and the waste of resources involved in making changes that ‘run out of steam’ or get overtaken by other events which had not been assessed when the change was conceived.Reduction in the level of activity that is duplication of effort or that is running at cross purposes to other changes being made elsewhere in the organization.Enhanced employee morale and cause a reduction in recruitment and retention costs.。

变革管理ChangeManagem

变革管理(Change Management)2008-06-060人分享此文变革管理的定义企业变革的核心是管理变革，而管理变革的成功来自于变革管理。

变革的成功率并不是100%，甚至更低，常常使人产生一种“变革是死，不变也是死”的恐惧。

但是市场竞争的压力，技术更新的频繁和自身成长的需要，“变革可能失败，但不变肯定失败”。

因此知道怎样变革比知道为什么变革和变革什么更为重要。

变革管理（Change Management）意即当组织成长迟缓，内部不良问题产生，愈无法因应经营环境的变化时，企业必须做出组织变革策略，将内部层级、工作流程以及企业文化，进行必要的调整与改善管理，以达企业顺利转型。

25种全球最流行的管理工具:目录1 客户关系管理(Customer Relationship Management,CRM)2 全面质量管理(Total Quality Management,TQM)3 顾客细分（Customer Segmentation）4 外包（Outsourcing）5 核心能力6 供应链管理(Supply Chain Management ,SCM)7 战略规划（Strategic Planning）8 业务流程再造（Business Process Reengineering,BPR）9 知识管理（ Knowledge Management,KM）10 使命书和愿景书11 平衡记分卡(The Blanced ScoreCard,BSC)12 作业导向管理13 忠诚度管理14 六西格玛(6σ)15 战略联盟（Strategic Alliance）16 基准管理（benchmarking）17 变革管理计划（Change Management）18 增长战略（Growth Strategies）19 经济附加值增值分析(Economic Value Added,EVA)20 价格优化模型（Price Optimization Models）21 开放市场创新22 规模定制(Mass Customiza．tion，MC)23 情景设定和突发计划(Scenario Planning)24 海外经营25 射频识别(Radio Frequency Identification，RFID)变革管理的一个原则管理变革是企业的目标服务，不要陷于为变革而变革的死循环。

Change Management

West Pointers Leadership 2003
4
An 8-Step Method for Implementing Change 8实施变革的8 实施变革的8步骤方法
1. Establish a sense of urgency – identify and discuss crises, potential crises or major opportunities.构造紧迫感 –确定和讨论危机,潜在 opportunities. 确定和讨论危机, 危机,或主要机会. 危机,或主要机会. 2. Create the guiding coalition – put together a group with enough power to lead the change. Generally, this must include the CEO plus a change. critical mass from the executive level.形成领导联盟 – 组成一个力量 level. 强大的变革领导小组,通常包括CEO和经理层. 强大的变革领导小组,通常包括CEO和经理层. 3. Develop a vision and strategy – create a long-range vision to direct longthe change effort. Develop specific strategies to achieve the vision.确 effort. vision. 立目标和战略 – 设立变革的长期目标,以及具体的战略. 设立变革的长期目标,以及具体的战略. 4. Communicate the change vision – use every means possible to constantly communicate the new vision and strategies. Have the strategies. guiding coalition role model the behavior expected of employees. 就 employees. 变革目标进行沟通 – 运用一切可能的办法,就变革目标和战略同运用一切可能的办法, 成员进行沟通,让变革领导小组模拟预期的雇员行为. 成员进行沟通,让变革领导小组模拟预期的雇员行为.

Change Management 变更管理

Support for Change Transition
Lean Manufacturing Training. Change Agent Resources at each facility. Increased company-wide communication. Senior management support. Change infrastructure built around projects.
RESISTANCE
SE AGATE… 04/ 00 120
TIME
Facilitate & Encourage
EXPLORATION
Adapted from Kubler-Ross
Individual Change Process
By definition, individuals will move through the process at different speeds
CHANGE MANAGEMENT:
A Change Will Do You Good!
Lean Training on How to Become a Change Agent and Effectively
Manage Change
Introduction
Is Seagate the only place where Changes are happening?
TIME
EXPLORATION
Adapted from Elisabeth Kubler-Ross
Individual DENIAL
What You Hear
What You See Silence
Indifference “It will never happen”

Management of change

8
Classes and Examples of Change 变更的种类和实例
Process equipment - materials of construction, design parameters, and equipment configuration 工艺设备-结构材料，设计参数和设备配置 Process control - instrumentation, controls, interlocks and computerized systems (including logic solvers and software) 工艺控制-仪器仪表，控制，互锁装置和计算机系统（包括逻辑解算器和软件） Operations and technology - process conditions or limits, process flow paths, raw materials and product specifications, introduction of new chemicals on site, and changes in packaging 操作与技术-工艺条件或限制，流程路径，原材料和产品规格，现场引入的新化学品，和包装的变更 Procedures - standard operating procedures, safe work practices, emergency procedures, administrative procedures, and maintenance, inspection/test procedures 程序-标准操作规程，安全工作方法，应急程序，管理方法，和维护检查 /测试程序 Safety systems - allowing process operation while certain safety systems are out of service 安全系统-当某些安全系统退出运行时，整个工艺还可以运作

变更管理(英文)

Change managementFrom Wikipedia, the free encyclopediaChange management is an approach to transitioning individuals, teams, and organizations to a desired future state. [1] In some project management contexts, change management refers to a project management process wherein changes to a project are formally introduced and approved.[2]Contents1 History2 Approach2.1 Examples3 See also4 ReferencesHistoryEverett Rogers wrote the book Diffusion of Innovations in 1962. There would be five editions of the book through 2003 - during which time the statistical study of how people adopt new ideas and technology would be documented over 5000 times. The scientific study of hybrid corn seed adoption led to the commonly known groupings of types of people: Innovators, Early Adopters, Early Majority, Late Majority and Laggards. In 1969, Elisabeth Kubler-Ross wrote the book On Death and Dying, which addressed the various stages of grief. In 1974, Daryl Conner founded Conner Partners and in 1993, he wrote the book, Managing at the Speed of Change. In this seminal work, Conner penned the analogy "burning platform" based on the 1988 Piper off shore oil rig fire (North Sea off the coast of Scotland).[3] Conner Partners influenced the large Management Consulting firms over the 80s and 90s as firms needed to understand the human performance and adoption techniques to help ensure technology innovations were absorbed and adopted as best as possible.Linda Ackerman Anderson states in Beyond Change Management that in the late 1980s and early 1990s, top leaders, growing dissatisfied with the failures of creating and implementing changes in a top-down fashion, created the role of the change leader to take responsibility for the human side of the change.[4] The first "State of the Change Management Industry" report in the Consultants News was published in February 1995.[5]McKinsey consultant Julien Phillips first published a change management model in 1982 in the journal Human Resource Management, though it took a decade for his change management peers to catch up with him.[6]Marshak[7] credits the big 6 accounting firms and management consulting firms with creating the change management industry when they branded their reengineering services groups as change management services in the late 1980s.ApproachOrganizational change is a structured approach in an organization for ensuring that changes are smoothly and successfully implemented to achieve lasting benefits. In the modern business environment, organizations face rapid change like never before. Globalization and the constant innovation of technology result in a constantly evolving business environment. Phenomena such as social media and mobile adaptability have revolutionized business and the effect of this is an ever increasing need for change, and therefore change management. The growth in technology also has a secondary effect of increasing the availability and therefore accountability of knowledge. Easily accessible information has resulted in unprecedented scrutiny from stockholders and the media. Prying eyes and listening ears raise the stakes for failed business endeavors and increase the pressure on struggling executives. With the business environment experiencing so much change, organizations must then learn to become comfortable with change as well. Therefore, the ability to manage and adapt to organizational change is an essential ability required in the workplace today.Due to the growth of technology, modern organizational change is largely motivated by exterior innovations rather than internal moves. When these developments occur, the organizations that adapt quickest create a competitive advantage for themselves, while the companies that refuse to change get left behind. This can result in drastic profit and/or market share losses.Organizational change directly affects all departments from the entry level employee to senior management. The entire company must learn how to handle changes to the organization.When determining which of the latest techniques or innovations to adopt, there are four major factors to be considered:1. Levels, goals, and strategies2. Measurement system3. Sequence of steps4. Implementation and organizational changeRegardless of the many types of organizational change, the critical aspect is a company’s ability to win the buy-in of their organization’s employees on the change. Effectively managing organizational change is a four-step process:1. recognizing the changes in the broader business environment.2. developing the necessary adjustments for their company’s needs.3. training their employees on the appropriate changes.4. winning the support of the employees with the persuasiveness of the appropriate adjustments.As a multidisciplinary practice that has evolved as a result of scholarly research, organizational change management should begin with a systematic diagnosis of the current situation in order to determine both the need for change and the capability to change. The objectives, content, and process of change should all be specified as part of a Change Management plan.Change management processes may include creative marketing to enable communication between changing audiences, as well as deep social understanding about leadership’s styles and group dynamics. As a visible track on transformation projects, Organizational Change Management aligns groups’ expectations, communicates, integrates teams and manages people training. It makes use of performance metrics, such as financial results, operational efficiency, leadership commitment, communication effectiveness, and the perceived need for change to design appropriate strategies, in order to avoid change failures or resolve troubled change projects.Successful change management is more likely to occur if the following are included:[citation needed]1. Benefits management and realization to define measurable stakeholder aims, create a business case for their achievement (which should be continuously updated), andmonitor assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues affecting the progress of the associated work2. Effective communications that informs various stakeholders of the reasons for the change (why?), the benefits of successful implementation (what is in it for us, and you) aswell as the details of the change (when? where? who is involved? how much will it cost? etc.)3. Devise an effective education, training and/or skills upgrading scheme for the organization4. Counter resistance from the employees of companies and align them to overall strategic direction of the organization5. Provide personal counseling (if required) to alleviate any change-related fears6. Monitoring of the implementation and fine-tuning as requiredExamplesMission changesStrategic changesOperational changes (including Structural changes)Technological changesChanging the attitudes and behaviors of personnel[citation needed]See alsoChange management (ITSM)Employee engagementHuman resource managementLeadership developmentOrganization studiesOrganizational cultureOrganizational designPerformance managementProject managementBusiness process reengineeringStakeholder managementStrategic changeTalent managementTraining and developmentTranstheoretical modelReferences1. ^ Kotter, J. (July 12, 2011). "Change Management vs. Change Leadership -- What's the Difference?" (/sites/johnkotter/2011/07/12/change-management-vs-change-leadership-whats-the-difference/). Forbes online. Retrieved 12/21/11.2. ^ Filicetti, John (August 20, 2007). "Project Management Dictionary" (/pmo-and-project-management-dictionary). PM Hut. Retrieved 09/11/16.3. ^ Conner, Daryl (August 15, 2012). "The Real Story of the Burning Platform" (/frameworks-and-processes/the-real-story-of-the-burning-platform).4. ^ Anderson, D. & Anderson, L.A. (2001). Beyond Change Management: Advanced Strategies for Today’s Transformational Leaders. San Francisco: Jossey-Bass/Pfeiffer. Retrieved12/21/11 from /books?id=WbpH7p5qQ88C&printsec=frontcover&dq=beyond+change+management&hl=en&sa=X&ei=kEfzTpewMYKpiQLGz5S8Dg&ved=0CD0Q6AEwAA#v=onepage&q=beyond%20change%20m5. ^ Whelehan, S. (1995). Capturing a Moving Target: Change Management. Consultants News.6. ^ Phillips, J. R. (1983). Enhancing the Effectiveness of Organizational Change Management. Human Resource Management, 22(1/2), 183-199. Retrieved 12/21/11 from/doi/10.1002/hrm.3930220125/abstract7. ^ Marshak, R.J. (2005). Contemporary challenges to the philosophy and practice of organizational development. In David L. Bradford and W. Warner Burke (Eds.) Reinventingorganizational development: New approaches to change in organizations. San Francisco, CA: Pfeiffer.Retrieved from "/w/index.php?title=Change_management&oldid=560028756"Categories: Change managementThis page was last modified on 15 June 2013 at 15:02.Text is available under the Creative Commons Attribution-ShareAlike License; additional terms may apply. By using this site, you agree to the Terms of Use and PrivacyPolicy.Wikipedia® is a registered trademark of the Wikimedia Foundation, Inc., a non-profit organization.。

管理知识点总结英语

管理知识点总结英语In today's dynamic and unpredictable business environment, effective management is crucial for the success and sustainability of any organization. Management is the process of planning, organizing, leading, and controlling resources to achieve the organizational goals and objectives. It involves making decisions, coordinating activities, and directing people to achieve the desired results. In this article, we will discuss the key management knowledge points that managers need to master in order to be successful in their roles.1. PlanningPlanning is the fundamental management function that involves setting goals, developing strategies, and outlining the steps needed to achieve the goals. It requires managers to anticipate future events and make decisions about what needs to be done to achieve the organizational objectives. The planning process includes defining goals, identifying resources, assessing risks, and creating a plan of action. Effective planning ensures that the organization is well-prepared to address challenges and capitalize on opportunities.2. OrganizingOrganizing involves structuring the organization's resources, including people, finances, and materials, to achieve the desired results. It requires creating formal structures, assigning roles and responsibilities, and establishing communication channels. Organizing also involves creating systems and processes to streamline operations and improve efficiency. By organizing effectively, managers can ensure that the right people are in the right positions and that resources are used effectively to achieve the organization's goals.3. LeadingLeading involves motivating, influencing, and guiding people to achieve the organization's goals. It requires effective communication, coaching, and decision-making skills. Leaders must inspire and empower their team members to perform at their best and achieve their potential. Effective leadership creates a positive work environment, fosters teamwork, and encourages innovation and creativity. It also involves setting a positive example and acting with integrity and fairness.4. ControllingControlling involves monitoring and evaluating the organization's performance to ensure that it is on track to achieve its goals. It requires setting performance standards, measuring performance, and taking corrective actions when necessary. Controlling also involves identifying deviations from the plan and implementing changes to address them. Effective control systems help managers to identify problems early and make timely adjustments to ensure that the organization stays on course.5. Decision makingDecision making is a critical management skill that involves choosing the best course of action from the available alternatives. It requires gathering information, analyzing options, and assessing the potential outcomes of each decision. Effective decision making involves considering the long-term implications of the decision and weighing the risks and benefits. It also involves making timely decisions and taking responsibility for the outcomes.6. CommunicationCommunication is a key skill for managers, as it involves conveying information, ideas, and instructions to others. Effective communication involves speaking clearly and concisely, listening actively, and using nonverbal cues to convey messages. It also involves being sensitive to the needs and concerns of others and adapting communication styles to different audiences. Effective communication fosters understanding, builds trust, and encourages collaboration.7. Team buildingBuilding and leading effective teams is an essential management skill that involves creating a positive work environment and fostering teamwork. It requires selecting the right people for the team, establishing clear goals and expectations, and providing support and resources to help the team succeed. Team building also involves resolving conflicts, motivating team members, and celebrating achievements. Effective teams are more innovative, creative, and productive than individuals working alone.8. Conflict resolutionConflict is inevitable in any organization, and managers need to be skilled at resolving conflicts and promoting a harmonious work environment. Conflict resolution involves understanding the root causes of the conflict, listening to all parties involved, and finding mutually acceptable solutions. It also involves being fair and impartial, and addressing conflicts proactively to prevent them from escalating.9. Change managementIn today's fast-paced business environment, organizations are constantly facing change, and managers need to be skilled at managing change effectively. Change management involves anticipating and planning for changes, communicating the reasons for change, and involving employees in the change process. It also involves providing support and resources to help employees adapt to the change and monitoring the progress of the change initiative.10. Time managementTime management is a critical skill for managers, as it involves prioritizing tasks, setting deadlines, and managing one's time effectively. It requires being organized, setting clear goals, and focusing on high-priority activities. Time management also involves delegating tasks, avoiding procrastination, and minimizing distractions. Effective time management enables managers to accomplish more in less time and reduces stress and frustration.In conclusion, effective management requires a combination of technical, interpersonal, and conceptual skills. Managers need to master the key management knowledge points discussed above in order to lead their organizations to success. By applying these skills, managers can create a positive work environment, foster teamwork, and achieve the organization's goals and objectives.。

change management 的模式

文章标题：深度探讨Change Management的模式在当今快速变化的商业环境中，change management（变革管理）成为了企业成功的关键。

而要实现成功的变革，需要有效的change management模式。

本文将从深度和广度两方面对change management的模式进行全面评估，并据此撰写一篇有价值的文章，帮助读者更全面、深刻地理解这一主题。

一、理解Change Management的本质要深入探讨change management的模式，首先我们需要深刻理解change management的本质。

change management是指在组织内部进行变革时，有计划、有目的地管理和引导各种资源和人员，以确保变革顺利实施，并最终达到预期的结果。

change management需要认识到变革的复杂性，并寻求有效的模式来处理各种变革带来的挑战。

二、Change Management的模式及其分类在实际应用中，有许多不同的change management模式和方法可以选择。

其中，比较经典的模式包括Lewin的3阶段模式、Kotter的8步变革模型、ADKAR变革管理模型等。

这些模式在管理变革时各有侧重，可以根据具体的变革情况和组织特点来选择合适的模式。

另外，change management的模式还可以根据其适用领域和方式进行分类，包括技术变革、组织结构变革、文化变革等。

三、change management模式的评价和应用在选择和应用change management模式时，需要对不同模式进行全面评估。

首先要考虑模式的适用性和有效性，是否符合实际变革的要求并能够产生预期效果。

其次要考虑模式的实施和推广成本，包括时间、人力和资源方面的投入。

最后要考虑模式的灵活性和持续性，是否适合长期的变革管理和组织发展。

四、个人观点和理解就个人而言，我认为change management的模式在实际应用中需要灵活运用，不能僵化地套用某一种模式。

ChangeManagementModels

2. 3.
Issues that have to be addressed by change managers
What external forces or constraints affect the need or possibility for change
How do we know if We are on course?
The vision offers sufficient incentive
Recognise need
Start
Diagnose
Plan
Implement Review
4. Preparing and planning for implementation
• Plans have to take account of different lead times, interdependencies, necessary resources and other constraints
•
Most important of all, plans need to address political issues.
Recognise need
Start
Diagnose
Plan
Implement Review
ቤተ መጻሕፍቲ ባይዱ
5. Implementing
• • Implementation may involve following a ‘blueprint plan’ to move from A to B. However, sometimes it is impossible to specify B. Implementation becomes an open-ended, iterative process. It involves taking tentative steps in what is hoped is the right direction and then reviewing whether the step worked and the direction still holds good.

Change_Management(变更管理)参考PPT

Lean Change Agents are empowered to create and manage change.
Stages of Change
Key Learnings
List the four stages of the Individual Change Process
Understand typical behaviors that occur during each stage
The Transformation Point
ORGANIZATIONAL CULTURE
Summary
Companies that fail to change will not survive.
By changing, Seagate is postured to meet inte.
How we intend to get there
Through implementation of key strategies such as: Supply Chain Management Lean Manufacturing Core Teams Six Sigma Factory of the Future
CHANGE MANAGEMENT:
A Change Will Do You Good!
Lean Training on How to Become a Change Agent and Effectively
Manage Change
Introduction
Is Seagate the only place where Changes are happening?
How we intend to get there

Management of Change

Change occurs in every day & every time. It has planned or unplanned. As individual how to Management of our Change in everything, you need to plan, process with tools & techniques. It is like as the system or organization. In order to respond to the challenges of new competitors, markets and technologies, organizations must undergo continual change. Some change programs are strategic in nature, while others are more operational. Some are radical and take place only once, others are more incremental, purposefully paced to promote continuous improvement and stability. Hurn, Brian J(2012) mentioned that Management of Change can be defined as a planned objective to change a company's direction from the current to a desired future position in the business environment in response to new challenges and opportunities. It involves the projection of a new vision, together with wide consultation with employees at all levels to overcome resistance and gain acceptance. It is, furthermore, essential that the requisite leadership skills, commitment at all levels and both human and financial resources are available to implement the desired change. And Change management is the process that needs tools & techniques to help & manage the people-side of change to achieve the required business outcome (Jansson Jan-E.2008). And it also incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change. However, who to do this, is it do by top managers, or by group, or whole company, or whether it affect by cultures, individual/top manager’s beliefs and attitudes etc. How to critically evaluate the management of change.Firstly, seems in Pyramid in traditional organization structure, It always start at thetop of an organization and talk about how the leadership team needs to "model the change." But the act of modeling change can be superficial -- and thus ineffective -- in achieving transformational change if leaders do not recognize that they are asking for deep changes in attitudes and behaviors not only from their employees, but also from themselves. It is because the top manager of Organization is first player that must be able to manage and realize the importance of change, the needs and urgency, and then to take initiative and lead to in organizations of each of the members actively involved in change management.Also Jones, J., Aguirre, D. and Calderone, M. (2004) mentioned that it has guiding principles for change management stated it is start at the top and involved every layer of organization. And suggests that can use these as a systematic, comprehensive framework, executives can understand what to expect, how to manage their own personal change, and how to engage the entire organization in the process. (They mentioned it is because change is inherently unsettling for people at all levels of an organization, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction. The leaders themselves must embrace the new approaches first, both to challenge and to motivate the rest of the institution. They must speak with one voice and model the desired behaviors. The executive team also needs to understand that, although its public face may be one of unity, it, too, is composed of individuals who are going through stressful times and need to be supported. Executive teams that work well together are best positioned for success. They are aligned and committed to the direction of change, understand the culture and behaviors the changes intend to introduce, and can model those changes themselves. At one large transportation company, the seniorteam rolled out an initiative to improve the efficiency and performance of its corporate and field staff before addressing change issues at the officer level. The initiative realized initial cost savings but stalled as employees began to question the leadership team’s vision and commitment. Only after the leadership team went through the process of aligning and committing to the change initiative was the work force able to deliver downstream results. Also it involves every layer as transformation programs progress from defining strategy and setting targets to design and implementation, they affect different levels of the organization. Change efforts must include plans for identifying leaders throughout the company and pushing responsibility for design and implementation down, so that change through all of the organization. At each layer of the organization, the leaders who areiden tified and trained must be aligned to the company’s vision, equipped to execute their specific mission, and motivated to make change happen (Stranks J. (2007),Dysart J. (2011)).As the sample, a major multiline insurer with consistently flat earnings decided to change performance and behavior in preparation for going public. The company followed this leadership methodology, training and supporting teams at each stage. First, 10 officers set the strategy, vision, and targets. Next, more than 60 senior executives and managers designed the core of the change initiative. Then 500 leaders from the field drove implementation. The structure remained in place throughout the change program, which doubled the company’s earnings far ahead of schedule. This approach is also a superb way for a company to identify its next generation of leadership. It like as the traditional models of change, the leadership as key sources of energy for change and it consist of leaders and followers.Look at Amgen Inc. method, Amgen Inc. is an Americanmultinational biopharmaceutical company, Amgen is the world's largest independent biotechnology firm and an independent biotechnology medicines company that discovers, develops, manufactures and markets medicines for grievous illnesses. The Company focuses on areas of high unmet medical need and leverages its biologics manufacturing expertise to strive for solutions that improve health outcomes and dramatically improve people's lives (Amgen 2014). The chief executive of Amgen from 1992 to 2012-Kevin Sharer, he asked everyone in the company's 75 top leaders in questions in one of meeting when he is in the Amgen "I should be in a different way to do what?" Then, he and the executives publicly shared his development and commitment. Then compare and look at a senior management team with in the other national insurance company practices, the teams during the execution of the reform plan, as a routine work, the one they called "methodof passion", each participant will receive real-time feedback from colleagues, the content is about to become the change factors, for example, "what makesyou great?" And, "what's holding you back?" The Transformation involves various aspects of the business, including the introduction of new talent, new partnersand new methods of production. This is the communication with everyone & teams to involve the change (Timmerman L (2011)). It seems clinical approach based on valid knowledge of people and how they behave, perceive, feel and react to change. Also, in the one of three years, Sharer from those who stick in the mud pharmaceutical companies and then attracted a number of senior management personnel to help him. So Sharer added Research Director- Roger Perlmutter is one of the most outstanding new staff, he is very smart, to borrow a large pharmaceuticalcompany system established a set of drug research "command andcontrol" process, and strive to be the methods of Biotech Corp have freecreativity and the pharmaceutical industry competitors more traditional, more cautious together. It can see the change is start from Sharer and distribute to management level and needs them to involve. In this, Sharer put some follower in layer and help them implement the change. Sharer know, Amgen valued enterprise culture needs to change. The company's the R & Ddepartment responsible person, in their tenure of office, research and development has been ignored in the company. The marketing personnel cannot into the drug development process. There have been nearly ten years of time, Amgen did not launch a new drug, this is not accidental. After Share taking the Amgen, he began to reshuffle the senior management, clean up the management position, vice president of the original 40, and now half gone. He also from BigPharma's camp attracted many new employees to join into Amgen. The 52 year old George Morrow is one of the first employees when Sharer added, he was aformer Glaxo Wellcome Usa Inc. director, took over the Amgen sales and marketing business now. In a high level, Sharer also placed two in his work-Joseph Miletich, the senior vice president for laboratory research and clinical; Beth Seidenberg, served as senior vice president of development. Two people are members of the Executive Committee of the Amgen, which means in Amgen top11 officials, 4 from Sharer. Since the senior manager, Amgen's business department is from Big Pharma talent and help Sharer to implement the change in Amgen. This like traditional models-Clinical approach, it let organizational in planned change and also about people and organization how they function and gettingindividuals, teams and organization to function better(French and Bell, 1995:1-2) Further. Chrispin, P. (1996) mentioned the decisions have been discussed as individual action, but complex decisions are increasingly taken by groups normally. There is a tendency to believe that the group will make a "better" decision. This may be a question of greater organizational legitimacy. A group will probably generate more alternatives, particularly if creativity is sought. Individuals will bring to the group different knowledge, skills and perspectives, which should be complementary. It has been shown repeatedly that real or potential participation in decision making gives a greater feeling of control and increases morale, job satisfaction and organizational commitment. Giving employees more power was shown to increase productivity and have shown that it helps overcome resistance to change (Beitler M,(2005)). Groups also exert pressure on dissenting individuals to adjust their opinions and conform to the group norm, which is likely to be close to organizational policy (Asch, S.E.(1951)). Also Group size, status, goals, relationships and communications all influence effectiveness. Group cohesion is useful but some conflict will produce a wider range of alternatives. Belbin has identified certain traits which are important to an effective group which if present will make the group a "team". An effective group tends to be informal, with pertinent discussion including all members. The chairman is non-dominant and no one is made to look foolish; everyone is listened to and criticism is impersonal. The task is well understood and the team is committed to solving it. Decisions are reached by approaching a consensus with actions assigned and accepted. A public statement of support for a decision creates commitment.(Jennings, D. and Wattman, S,1996).Like General Electric (GE), at the end of 1988, when Welch had to the company's Management Development Institute of the lecture, he participated in the discussion group of general management. You speak frankly andsincerely discussed to implement change in the operatingdifficulties. The responsible person James Pausman was then discussed and general electric management development department, Welch asked him how tocopy this honest and active communication mode in the entire firm. His goal isto implement a small company culture, that all of our employees toparticipate and have the right to speak. At the same time, they have to establisha forum for ideas, in which employees can not only, on how to make their work more efficiency to comment, can also receive feedback on their ideas and suggestions of rapid. This help to Welch and them have outlined a plan with the group, they called "work and pull together" (GE (2014)). The move is intendedto remove system unnecessary bureaucracy, while providing a forum, makes it possible to design some new ways to face-to-face communication between employees and bosses. At Welch's request, one of employee -Bossman established a small team of execution, in the external 24 consultants help, the implementation of this plan throughout the company. Each consultant has been assignedto a company, with reference to the new England town meeting open forum, held a series of company meetings. 40 to 100 employees were invited to discusstheir proposals for the company and improve the company's. The meeting lasted three days, beginning will invite department manager about meeting agenda and challenge. After that, the Department Manager being asked to leave, sothat employees can list in the consultant's help, to discuss a solution and prepare thepresentation file. On the last day, the Department Manager is back, and invitedto listen to the analysis and suggestions of employees. This plan requires managers in front of everyone immediately to the proposed decision. Among the 80% proposals on the spot by positive or negative answer, if the managerneeds more information, you need to promise you get these information in theday agreed before. By mid-1992, GE has about 200000 employees, is probably all the staff number of 2/3, took part in the work and pull together discussion. Because Welch insisted that don't work and pull together the meeting records information in the number of employees, so it is difficult to determine accurately. But to besure, productivity is improved, from 1981 to 1987, the average annual growth rate of 2%, in 1988 to 1992 more than doubled to 4% (BYRNE J. A.,(1998). He also prepare Leadership training. In the process of globalization and new enterpriseculture implementation, Welch is also concerned with the re integration of the technical level, especially the reintegration of the company 290000 employees of the thinking mode of engineering, to match the strategy of GE new. Those whofeel overworked in the new competitive environment employees complain, and 1980 time redundancy remains employees do not trust the company, make Welch aware of the challenges he faces is re defined between GE and its employees to contact the contract. Like other American, many large companies in Europe and Japan, between GE and its employees have an implicit the lifetime employment system basedon psychological contract. The contract resulted in a fatherly, superstitious,chaos loyalty. But this loyalty tend to focus on the internal staff. But in today's environment, people's feelings must pay attention to the external competitive world. New psychological contract, if it exists, should be to convey a belief: that GE'swork should be the best job the world competition of human. We have thebest training and development resources, and a good environment is committedto providing opportunities for personal development and occupation. As with allof GE's managers, Welch grew up in a deeply concerned with the employee development organization. He decided to use this tradition, and to the corporate culture reform thoughts to each individual. This means that according to his goal to adjust GE established human resource system. For example, he can recall period, the company's top managers to take most of their time to the strictmanagement evaluation, development and succession planning evaluation, also known as session C. He began to use this process to help achieve his goal, in the course of implementation with his strong personal style. Every year in April tothe May, Welch and his three top managers will visit each one's business, with 3000 senior executives review group. Welch paid close attention to the higher level of 500 people, they are after Welch personally approved to be appointed. In these daysof the meeting, Welch asked the high potential managers to reportthe main project. For each business for 10 to 12 hours withoutleaving the detailed audit, Welch will ask its top managers to select future leaders, the training and development plan, and succession planning all the key. This measure reflects a strong belief in Welch, it is a good staff is the core assets of GE, and must be like the company's resources as to management. "People are with me," he told his business manager said, "you just rent them. "With such audits in the whole GE in full swing, in all the occupation level employees can get abouttheir occupation development real feedback: they are in which ahorizontal occupation career, reasonable position they may achieve in the future, aswell as the specific skills in order to achieve the required. Each level managers will have this discussion as a basis for training and development of employees. Welch believes in the importance of incentives, therefore he fundamentally reform the compensation system of GE. From a small salary increase system basedon basic salary plus performance bonus, he established a stock optionbased compensation management system. He will expand the number of holdersof company stock options from 300people to 30000 people, and begin to adopt more radical option bonus system and distribution system, and to a large extent and individual in the current company priority projects (such as global motion, or the best measures) on the performance of the hanging hook. Through all these human resources tools and methods, all the energy of GE, Welch is focused oncreating employee can get the best performance of the environment. In twentieth Century, he described the goal of the GE: Ten years from now, we hope that when the magazine GE, said GE is a staff to create a free place, is a can let each employee to play the best level of the place, is a fair, open environment. Here, it is believed that he is engaged in the business sense, and his efforts and achievements can get double feedback material and spiritual (Lublin J.S, Mann T. &Linebaugh K. (2014 )). This is what we want. It likes traditional change model-Linear approach, Unfreeze, Moving and refreezing Lewin’s stage Model(1947), W elch recognize the change and action planning, then skill development, training. Last refreezing the organization.It more intend and seems when the organization making decision/change, the organization would like to involve more employees and every layer. LikeAmgen-Kelvin Sharer & GE- Welch, they would held the meeting and then share with managerial and employees, get their feedback. They also hold it will followers in the organization to implement and follow his idea. Seems that the organization change intend with group and managers and influenced by them with high involvement. Although, it seems the decision is start from top Manager, it also invite the employees and all managerial and hope the change go through the organization and also must influenced by them. Therefore, in this century, when organization implement the change, it must involve the all employee and managers, it will quite high intensive and influenced by them. It cannot without employee participant and follower to support the change. (Word: 3,070)References:Amgen Inc(2014), About Amgen. [Availablefrom:/about/overview.html[Aceessed 25th July.2014]Asch, S.E.(1951), "Effects of group pressure on the modification and distortion of judgment", in Guetzkow, H. (Ed.), Groups, Leadership and Men, research in human relations. , (pp. 177-190). Oxford, England: Carnegie Press, ix, 293 pp.Beitler M,(2005), OVERCOMING RESISTANCE TO CHANGE, [Availableform:/[Aceessed 26th July.2014]BYRNE J. A.,(1998), HOW JACK WELCH RUNS GE, A Close-up Look at How America's#1 Manager Runs GE [Availableform:/1998/23/b3581001.htm[Accessed 20th July 2014 ]Chrispin, P. (1996). Decisions, decisions, Journal of Management in Medicine, Vol.10 Iss:6, pp42-49.Dysart J. (2011), 10 Principles of Change Management, Change & Innovation, Leadership.[Availableform:/2011/06/10-principles-of-change-management/ [Accessed 28th July 2014 ]GE (2014), About GE, Past Leaders, John F. Welch, Jr. ,[Available form:/about-us/leadership/profiles/john-f-welch-jr[Accessed 20th July 2014 ]Hurn, Brian J.(2012).Management of change in a multinational company, Industrial and Commercial Training44.1, (2012),pp41-46.Jansson Jan-E.(2008). The Important of Change Management in Reforming Customs, World Customs Journal, Vol.2, Number 2, pp41-51.Jennings, D. and Wattman, S.(1996), Decision-making - An Integrated Approach, Pitman, London, 1996T.Jones, J., Aguirre, D. and Calderone, M. (2004). 10 Principles of Change Management [Available form:/article/rr00006?pg=all[Accessed 18th July 2014 ]Lublin J.S, Mann T. &Linebaugh K. (2014 ),GE Rethinks the 20-Year CEO, Jeff Immelt Has Led Discussions About Shortening Tenure for Next Chief, [Available form:/news/articles/SB100014240527023045722045795016404522 85598[Aceessed 26th July.2014]Stranks J. (2007), Human behaviour and safety, Human Factors and Behavioural Safety, 1st ed. Elsevier Ltd, UK. pp. 372 -380Timmerman L (2011), Amgen CEO Kevin Sharer’s Report Card: C ,[Available form /national/2011/12/19/amgen-ceo-kevin-sharers-report-car d-c/2/ [Aceessed 26th July.2014]。

项目流程英文介绍

项目流程英文介绍Project Management Process.Project management is a crucial aspect of any endeavor, ensuring that tasks are completed efficiently, effectively, and within budget. The project management process typically follows a structured approach, outlined below:1. Project Initiation.The project begins with an idea or a need that needs to be addressed. This phase involves defining the project's objectives, scope, and boundaries. The project manager is assigned, and a project charter is created to document the project's purpose, goals, deliverables, and key stakeholders.2. Project Planning.In the planning phase, the project manager creates adetailed plan to guide the project's execution. This plan includes a schedule, budget, resource allocation, risk assessment, and mitigation strategies. The project plan also outlines the specific tasks that need to be completed and assigns responsibilities to team members.3. Project Execution.During the execution phase, the project plan is implemented. Team members work together to complete the assigned tasks, and the project manager monitors progress, ensures resources are allocated correctly, and addresses any issues that arise. Regular communication and collaboration among team members are crucial to keep the project on track.4. Project Monitoring and Control.Monitoring and control involve tracking the project's progress, comparing it to the plan, and making adjustments as necessary. The project manager reviews project deliverables, monitors key performance indicators (KPIs),and ensures that the project remains within the budget and schedule. If deviations occur, corrective actions are taken to mitigate any negative impacts.5. Project Closure.At the end of the project, the closure phase involves finalizing all deliverables, ensuring that all work has been completed to satisfaction. This phase also involves conducting a post-project review to assess the project's success, identify lessons learned, and document theproject's outcomes. The project team is disbanded, and the project manager transitions to new projects or responsibilities.Throughout the project management process, several key principles guide the work:1. Stakeholder Engagement.Stakeholders play a crucial role in the project's success. It is essential to identify and engagestakeholders early, communicate regularly, and addresstheir concerns and expectations throughout the project lifecycle.2. Risk Management.Risks are an inevitable part of any project. Effective risk management involves identifying potential risks, assessing their likelihood and impact, developingmitigation strategies, and monitoring risks throughout the project.3. Change Management.Projects often face changes in scope, budget, or schedule. Change management involves managing these changes effectively, ensuring that they are evaluated, approved, and implemented in a controlled manner.4. Quality Assurance.Quality assurance is crucial to ensuring that projectdeliverables meet the defined standards and expectations. It involves implementing quality control processes, conducting regular reviews, and making improvements as necessary.In conclusion, the project management process is a structured approach that ensures projects are completed effectively, efficiently, and within budget. It involves multiple phases, from initiation to closure, and requires active collaboration and communication among team members and stakeholders. By adhering to key principles like stakeholder engagement, risk management, change management, and quality assurance, project managers can lead their teams to successful project outcomes.。

变更管理八个流程的英语

变更管理八个流程的英语Change Management Processes: A Comprehensive Guide.Change management is a crucial aspect of organizational success, especially in today's dynamic and rapidly evolving business environment. Implementing effective change management processes ensures that organizational changes are planned, executed, and monitored effectively, minimizing disruption and maximizing the benefits of the change. This article outlines the eight key processes of change management and provides a detailed discussion of each.Process 1: Establishing a Change Management Strategy.The first step in any change management initiative is to establish a clear strategy. This involves identifying the objectives and goals of the change, assessing the current state of the organization, and determining the resources and capabilities required to execute the change.It is crucial to involve key stakeholders and subject matter experts in this process to ensure a comprehensive understanding of the change and its implications.Process 2: Conducting a Change Impact Analysis.The change impact analysis involves assessing the potential effects of the change on various aspects of the organization, including processes, systems, people, and culture. This analysis helps to identify risks, opportunities, and dependencies related to the change and provides valuable insights for planning and executing the change.Process 3: Designing a Change Communication Plan.Effective communication is a cornerstone of successful change management. The change communication plan outlines the strategies, channels, messages, and timing of communications related to the change. It ensures that all stakeholders are informed about the change, understand its implications, and are motivated to support itsimplementation.Process 4: Developing a Training and Development Plan.Changes often require new skills, knowledge, and behaviors from employees. The training and development plan addresses these needs by identifying the training requirements, designing appropriate training programs, and implementing them effectively. This plan ensures that employees are prepared to adapt to the change and perform their new roles and responsibilities.Process 5: Executing the Change.Once the planning and preparation phases are complete, it's time to execute the change. This involves implementing the new processes, systems, or other changes according to the plan. It is crucial to maintain close communication with stakeholders during this phase to ensure that any issues or challenges are identified and addressed promptly.Process 6: Monitoring and Controlling the Change.Monitoring and controlling the change involves tracking the progress of the change implementation, identifying any deviations from the plan, and taking corrective actions to address them. This process ensures that the change is executed according to the plan and achieves the desired results.Process 7: Evaluating the Change.Evaluating the change involves assessing its effectiveness and success. This includes gathering feedback from stakeholders, analyzing data related to the change, and identifying any lessons learned. The evaluation provides valuable insights for future change management initiatives and helps to continuously improve the change management process.Process 8: Sustaining the Change.Sustaining the change involves embedding the new processes, systems, or other changes into theorganization's culture and day-to-day operations. This involves developing reinforcement mechanisms, such as incentives, policies, and procedures, to ensure that the change becomes a permanent part of the organization. It is crucial to maintain vigilance and continue to monitor and evaluate the change to ensure its sustained success.In conclusion, change management is a complex but crucial process that requires careful planning, execution, and monitoring. By following the eight key processes outlined in this article, organizations can ensure that their change initiatives are executed effectively, minimizing disruption and maximizing the benefits of the change. Remember, successful change management is not just about implementing a new system or process; it's about transforming the organization and its people to achieve greater success.。

when it comes to leadership十五选

when it comes to leadership十五选1. Social intelligence (SI)According to psychology today, social intelligence is one of the best predictors of effective leadership, so it is also one of the highest abilities of leadership. Social intelligence is about our ability to understand different social situations and dynamics. It also includes our ability to operate effectively in various social situations.2. Conflict managementThis is a leadership ability that is suitable for both this category and the "ability to lead others" category. It involves helping others in the organization, whether they are leading colleagues or people in the team, to avoid or resolve conflicts between people.Conflict management is related to what organizational theorist fons Trompenaars calls reconciliation ability. Reconciliation is the "art of merging". You can find a way to combine them, instead of choosing between two seemingly opposite views or asking people to make concessions.3. Decision makingDecision making is one of the key abilities of leaders, because it is the core of leaders' activities. A good leader knows when to make decisions by himself, when to consult their team members or peers and ask their opinions on certain things, and most importantly, when to step back and let others decide.4. Have a convincing visionCompany vision - what kind of person your organization hopes to become at some time in the future according to its goals and aspirations is an important reason why people want to (continue) work for you.Leaders must be able to share the company's vision in a convincing way. It should support other people in the organization as well as candidates.5. Change managementThe organization is constantly changing. Some of these changes are relatively small, while others take a long time. A good example is the automated and / or digital processes that many organizations are currently experiencing.Effective leaders know how to prepare, support and guideemployees through various organizational changes.6. Interpersonal skillsInterpersonal skills are also called interpersonal skills or soft skills. Examples include active listening, giving and receiving feedback, informal communication, problem-solving skills, and teamwork.7. Emotional intelligence (EI)Emotional intelligence is about our ability to understand people's emotions and emotional conditions. This is also related to our ability to understand and manage our emotions.Emotional intelligence consists of several components:Self awareness – know your strengths and weaknesses.Self regulation – be able to control your emotions.Motivation – people with high EQ usually have high motivation.Empathy - compassionate people tend to make better connections with others.Social skills – the social skills of highly emotional people show that they really care about and respect others.8. Become a good coach and be trustworthyLeaders need to do many different things to many different people. One of them is to become a good coach, not only for people in the team, but also for their peers.This means, for example, knowing when (gently) to push someone out of their comfort zone, providing useful feedback when necessary, and helping people find their personal vision.Honesty should be emphasized here, not only because trust is crucial to a successful coaching relationship. It is also crucial for leaders to establish and maintain strong relationships with their managers.Francis Frey, a professor at Harvard Business School, explained the three components of trust:True and reliable – simplicity means you can be yourself at any time.Rigorous your logic - this is about ensuring the quality of our logic and our communication skills.Empathy – direct empathy to the people we interact with, really listen to their opinions, and immerse yourself in their views.9. InclusivenessGood leaders know how to create a working environment that everyone feels welcome. They ensure that every employee is treated equally and respectfully, has the same opportunities and resources, and can participate and thrive. In other words: good leaders are inclusive.According to the research done by Harvard Business Review, inclusive leaders have the following six characteristics:Visible commitment – commitment to diversity, challenge the status quo, hold others accountable, and treat D &amp; I as a personal priority.Modesty –they are modest about their abilities, admit their mistakes and make room for others.Prejudice of consciousness - they show the understanding of personal blind spots and defects in the system, and strive to be meritocratic.Curiosity about others – they show an open mind and curiosity about others, listen without judgment, and seek to understand the people around them with compassion.Cultural intelligence – they pay attention to the culture of othersand make adjustments as needed.Effective collaboration –they empower others, focus on diversity of thinking and psychological security, and focus on team cohesion.10. Personnel managementWhen leading others, good people management is essential. According to the leadership level, this involves supervising the training, development, motivation and daily management process of employees.Excellent leaders will provide the team with five C elements of personnel management: clarity, background, consistency, courage and dedication.11. (learning) agilityIf we learn one thing from 2020, it is how important it is to be able to quickly adapt to the rapidly changing environment. This applies to everyone in the workforce, especially leaders, who need to support and guide others and organizations in these sometimes challenging times. Therefore, agile leaders are not afraid of change. Instead, they embraced it.Excellent leaders also have the ability to constantly learn, learn and relearn, also known as learning agility. They know how important it is to keep developing, growing and using new strategies to solve the increasingly complex problems they face in the organization.12. Industry knowledge / expertiseYes, people change jobs, companies and industries more frequently than they did a decade ago. Yes, some areas are growing so fast that it seems impossible to put all the other things leaders have on their to-do list first.Effective leaders know that it is still important to develop a certain amount of expertise in the fields and companies they lead.13. Manage yourselfThis applies to your workload, mood, schedule, etc. If you want to lead others, you need to be able to manage yourself first. Of course, everyone has their own way, but well-organized, pre planning and prioritization are the key elements here.14. CourageLeaders often need to make decisions. Not every decision iseasy. Sometimes deciding to do something (or not to do something) means taking (big) risks. It takes courage.Courage also lies in upholding your values and people, and defending yourself in front of others when necessary.15. Organizational citizenship behaviorIn short, organizational citizenship behavior (OCB) is a term used to describe all positive and constructive employee behaviors and behaviors that are not part of their formal job description. Anything employees do out of their free will can provide support for colleagues and benefit the whole organization.The five most common types of OCB are:Altruism –this happens when an employee helps or assists another employee without expecting anything in return.Politeness –this is a polite and considerate behavior towards others. Examples of politeness at work include saying good morning, asking colleagues how their holidays are, how are the children, how are the projects they are currently working on, and so on.Sportsmanship –it's about being able to deal with situations that don't go according to plan and not show negative behaviorwhen this happens.Due diligence –in a work environment, this means that employees not only show up on time and meet deadlines, but also, for example, they should plan ahead before taking a vacation to avoid colleagues becoming addicted to work. Heavy workload.Civic virtue –this is about how employees support their company when they are not in public office. Employees can prove the virtues of citizens by participating in business activities such as fund-raising activities, or participating in charity (semi) marathons with colleagues.Leaders need to set an example to motivate others. One way to do this is by demonstrating the OCB they want to see in others.。

管理制度的内容有哪些方面呢英文

Management System Content: What Aspects Does it Cover?In every organization, the management system plays a crucial role in ensuring smooth operations and achieving strategic goals. A well-structured management system is vital for defining roles, responsibilities, processes, and guidelines that guide employees in their daily tasks. This document explores the various aspects covered by a management system and highlights their importance in organizational success.1. Organizational Structure: The management system outlines the hierarchy and reporting relationships within the organization. It defines the roles and responsibilities of each position, clarifying who is accountable for what. A clear organizational structure helps in avoiding confusion, overlapping responsibilities, and ensures effective communication and decision-making.2. Policies and Procedures: The management system includes the organization’s policies and procedures, which serve as guiding principles for employees’ behavior and actions. Policies set the boundaries and expectations for employees’ co nduct, while procedures outline the steps to follow for carrying out specific tasks. Well-defined policies and procedures help in maintaining consistency, compliance, and operational efficiency.3. Performance Management: A key aspect of the management system is performance management, which involves setting performance goals, monitoring progress, providing feedback, and evaluating performance. Performance management ensures that employees are aligned with organizational goals, identifies areas for improvement, and recognizes high performers. Effective performance management fosters employee development and motivates them to achieve their best.4. Communication Channels: The management system defines the communication channels within the organization, including formal and informal channels. Clear communication channels facilitate the flow of information, feedback, and updates across different levels of the organization. Effective communication ensures that all employees are well-informed, engaged, and aligned with the organization’s objectives.5. Risk Management: Risk management is an essential aspect of the management system, involving the identification, assessment, and mitigation of risks that may impact organizational objectives. The management system outlines the processes and procedures for managing risks effectively, ensuring the organization’s sustainability and resilience in the face of uncertainties.6. Training and Development: The management system includes provisions for employee training and development to enhance their skills, knowledge, and capabilities. Training programs help employees acquire new skills, stay updated with industry trends, and adapt to changes in the business environment. Investingin training and development demonstrates the o rganization’s commitment to employee growth and career advancement.7. Quality Management: Quality management is an integral part of the management system, focusing on delivering products and services that meet or exceed customer expectations. The management system includes quality standards, processes, and controls to ensure consistent quality in products and services. A strong quality management system enhances customer satisfaction, builds reputation, and fosters continuous improvement.8. Change Management: In a dynamic business environment, change is inevitable, and the management system incorporates change management processes to facilitate smooth transitions. Change management involves planning, communicating, and implementing changes effectively to minimize disruptions and resistance. The management system prepares employees for changes, ensures stakeholder buy-in, and enables the organization to adapt to evolving conditions.In conclusion, the management system encompasses various aspects that are essential for the effective functioning of an organization. From defining organizational structure to managing performance, communication, risks, training, quality, and change, the management system plays a critical role in driving organizational success. By addressing these aspects proactively and systematically, organizations can enhance efficiency, productivity, and resilience in a competitive business landscape.。

工程项目进度管理英文

Engineering project progress management is a critical aspect of project management, which involves the planning, execution, and control of project activities to ensure that the project is completed on time and within budget. Effective progress management not only helps in achieving project objectives but also enhances customer satisfaction and project success. This article will discuss the key elements and techniques of engineering project progress management.1. PlanningThe first step in progress management is to develop a comprehensive project plan. This plan should include a detailed timeline, resource allocation, and risk management strategies. The project plan should be realistic, considering factors such as resource availability, technical constraints, and external influences.2. SchedulingOnce the project plan is established, scheduling activities become crucial. This involves assigning resources to tasks, estimating task durations, and creating a timeline for the project. Critical path method (CPM) and program evaluation and review technique (PERT) are commonly used for scheduling. These techniques help identify the sequence of activities and their dependencies, ensuring that the project progresses smoothly.3. Monitoring and ControllingMonitoring and controlling are essential for managing project progress. This involves tracking the actual progress against the planned schedule, identifying deviations, and taking corrective actions. Key performance indicators (KPIs) and progress tracking tools, such as Gantt charts and project management software, are useful for monitoring project progress.4. CommunicationEffective communication is vital in progress management. Regular meetings, progress reports, and status updates should be conducted to ensure that all stakeholders are aware of the project's progress.Communication also helps in addressing any issues or concerns promptly, minimizing the impact on the project schedule.5. Risk ManagementRisk management plays a significant role in progress management. Identifying potential risks and developing mitigation strategies helps in preventing delays and cost overruns. Risk management techniques, such as risk identification, risk analysis, and risk response planning, should be applied throughout the project lifecycle.6. Change ManagementChange management is essential for managing project progress, asprojects often face unforeseen changes. A robust change management process ensures that any changes to the project scope, schedule, or resources are evaluated, approved, and implemented effectively. This helps in minimizing the impact of changes on the project's progress.7. Quality ManagementQuality management is an integral part of progress management. Ensuring that project activities are performed according to the required standards helps in achieving project objectives and customer satisfaction. Quality management techniques, such as quality planning, quality assurance, and quality control, should be applied throughout the project lifecycle.8. Lessons LearnedCapturing and documenting lessons learned from completed projects is crucial for progress management. This helps in identifying best practices, avoiding past mistakes, and improving future project performance. Lessons learned should be shared with the project team and other stakeholders to enhance their understanding of progress management.In conclusion, engineering project progress management is a comprehensive process that involves various elements and techniques. By focusing on planning, scheduling, monitoring, communication, risk management, change management, quality management, and lessons learned,project managers can ensure that their projects are completed on time, within budget, and to the satisfaction of all stakeholders.。

1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。

FIGURE 8–1
G.Dessler, 2003

April 27, 2006
LIS580- Spring 2006
8
Two Views of the Change Process
• “Calm waters” metaphor
– A description of traditional practices in and theories about organizations that likens the organization to a large ship making a predictable trip across a calm sea and experiencing an occasional storm
LIS580- Spring 2006 2
April 27, 2006
Ghoshal & Bartlett
• Old values: compliance, control, contract and constraint • New values: discipline, support, trust and stretch • Successful change involves simplification, integration, and regeneration • Phased approach essential, along with focus on people’s attitudes, assumptions and behaviors • Brings both organizational design and human resources lessons to bear • Ghoshal and Bartlett provide a high-level model for change, let’s look at some of the details and lessons learned at a more granular level
9
Change in “Calm Waters”
• Kurt Lewin’s Three-Step Process
– Unfreezing
• The driving forces, which direct behavior away from the status quo, can be increased • The restraining forces, which hinder movement from the existing equilibrium, can be decreased • The two approaches can be combined
Source: Adapted from Michael Goold and Andrew Campbell, “Do You Have a Well-Designed Organization?” Harvard Business Review, March 2002, p. 124.
FIGURE 8–2
Managing Change
Module 10 LIS 580: Spring 2006 Instructor- Michael Crandall
Roadmap
• • • • • • • The context What is organizational change? Processes for managing change People and change Organizational Development Conflict resolution Fostering innovation
– Be alert to problems and opportunities – Become change agents in stimulating, implementing and supporting change in the organization
Prentice Hall, 2002
April 27, 2006
LIS580- Spring 2006
11
Is a New Structure Really Required?
When you identify a problem with your design, first look for ways to fix it without substantially altering it. If that doesn’t work, you’ll have to make fundamental changes or even reject the design. Here’s a step-by-step process for resolving problems.
– A constant force – An organizational reality – An opportunity or a threat
• Change agent
– A person who initiates and assumes the responsibility for managing a change in an organization
• “White-water rapids” metaphor
– A description of the organization as a small raft navigating a raging river
Prentice Hall, 2002
April 27, 2006
LIS580- Spring 2006
April 27, 2006 LIS580- Spring 2006 3
What is Organizational Change?
• An alteration of an organization’s environment, structure, culture, technology, or people
• What should we change?
– Should the changes be strategic and companywide or relatively limited?
• How should we change it?
– How should we actually implement the change?
April 27, 2006 LIS580- Spring 2006 4
Basic Questions for Change Agents
• What are the forces acting upon me?
– What are the pressures I should take into consideration as I decide what to change and how I should change it?
G.Dessler, 2003
April 27, 2006
LIS580- Spring 2006
12
Is a New Structure Really Required? (cont’d)
Source: Adapted from Michael Goold and Andrew Campbell, “Do You Have a Well-Designed Organization?” Harvard Business Review, March 2002, p. 124.
LIS580- Spring 2006
7
Model for Planned Organizational Change
Source: Adapted from Larry Short, “Planned Organizational Change,” MSU Business Topics, Autumn 1973, pp. 53–61 ed. Theodore Herbert, Organizational Behavior: Readings and Cases (New York: McMillan, 1976), p. 351.
G.Dessler, 2003
April 27, 2006
LIS580- Spring 2006
5
Forces for Change
External Forces
Competition Laws and regulations New technologies
Internal Forces
Strategy modifications New equipment
FIGURE 8–2b
G.Dessler, 2003
April 27, 2006
LIS580- Spring 2006
13
A Nine-step Process For Leading Organizational Change
1. Create a Sense of Urgency 2. Decide What to Change 3. Create a Guiding Coalition and Mobilize Commitment 4. Develop and Communicate a Shared Vision 5. Empower Employees to Make the Change
April 27, 2006
6. Generate Short-Term Wins 7. Consolidate Gains and Produce More Change 8. Anchor the New Ways of Doing Things in the Company Culture 9. Monitor Progress and Adjust the Vision as Required