managing change
Management_of_Change 变更管理
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CHANGE MANAGEMENT 变更管理 MANAGEMENT Presentation Package 介绍文件夹
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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。
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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
lec 6
Managing change andinnovationWeek 6L E A R N I N G O U T L I N E1. What is change?Define organisational change.Explain why handling change is an integral part of a manager’s job 2. Forces for changeIdentify the external and internal forces for change.Contrast using internal and external change agents.3. Two views of the change processContrast the calm waters and white-water rapids metaphors of change.Explain Lewin’s three-step model of the change process.Discuss the environment that managers face today.4. Managing changeDescribe the options managers have for changing anorganisation’s structure.Discuss how changing technology influences organisational change.Identify the different organisational development techniques.L E A R N I N G O U T L I N E5. Managing resistance to changeExplain why people are likely to resist change.Describe how the force –field analysis can be used to identify options to deal with resistance.Identify the six techniques for dealing with resistance to change. 6. Contemporary issues in managing changeExplain why changing organisational culture is so difficult and how managers can do it.Identify what is involved in managing a downsized workplace.Describe employee stress and how managers can help employees deal with stress.Discuss what it takes to make change happen successfully.7. Stimulating innovationExplain why innovation is not just creativity.Explain the systems view of innovation.Describe the structural, cultural, and human resource variables that are necessary for innovation.Explain what idea champions are and why they’re important to innovation.1. WHAT IS CHANGE?•Organisational change–Any alterations in the people, structure, or technology of an organisation•Characteristics of change–Is constant yet varies in degree and direction–Produces uncertainty yet is not completely unpredictable–Creates both threats and opportunitiesManaging change is an integral partof every manager’s job.2. FORCES FOR CHANGE•External forces–Marketplace–Governmental laws andregulations–Technology–Labor market–Economic changes •Internal forces–Changes in organisationalstrategy–Workforce changes–New equipment–Employee attitudesThe manager as change agent•Change agents–People who act as catalysts and assume the responsibility for changing process are called change agents.•Types of change agents–Managers: internal entrepreneurs–Non-managers: change specialists–Outside consultants: change implementation experts3. TWO VIEWS OF THE CHANGEPROCESS•The calm waters metaphor–Lewin’s description of the change process as a break in the organisation’s equilibrium state•Unfreezing the status quo•Changing to a new state•Refreezing to make the change permanent•White-water rapids metaphor–The lack of environmental stability and predictability requires that managers and organisations continually adapt (manage changeactively) to survive.Lewin, K. (1951). Field theory in social science. New York: Harper & Row.A comprehensive approach to change4. MANAGING CHANGEThree categories of changeOrganisational Development •Organisational development: An effort that is planned, organisation wide and managed from the top. It isintended to increase organisational effectiveness andhealth through planned interventions in theorganisation’s process using knowledge of behavioural science.•Assumptions:–Employees desire to grow and develop.–Employees have a need to be accepted by others.–Organisational design affects employee behaviour. Organisational development techniques5. MANAGING RESISTANCE TO CHANGE•Why do people resist change?–The ambiguity and uncertainty that change introduces–The comfort of old habits– A concern over personal loss of status, money, authority, friendships, and personal convenience–The perception that change is incompatible with the goals and interest of the organisationUsing force field analysis• 2 sets of forces operate in any system (Kurt Lewin) –Driving forces (encourage change)–Resisting forces (discourage change)•Equilibrium is when the forces are balanced against each other.•To make change managers may need to maximise driving forces and minimise resisting forcesLewin, K. (1951). Field theory in social science: Selected theoretical papers. New York: Harper & Row.Techniques to reduce resistance tochangecation and communication2.Participation3.Facilitation and support4.Negotiation5.Manipulation6.Coercion6. CONTEMPORARY ISSUES INMANAGING CHANGE •Changing organisational cultures–Cultures are naturally resistant to change–Conditions that facilitate cultural change:The occurrence of a dramatic crisisLeadership changing handsA young, flexible, and small organisationA weak organisational cultureDownsizing•The planned elimination of large numbers of personnel designed to enhance organisational effectiveness.–Workforce reductionA type of downsizing strategy, using a cost-cutting approachemphasising short-term results and redundancies–Organisational redesignRestructuring or delayering of the organisation, with elimination offunctions, layers and work processes–Systemic changeA program of organisational cultural change involving all staffDoes downsizing lead to improvedperformance?•Layoffs–Permanent separations initiated by an organisation and implemented either all at once or phased in over time.•Productivity–An economic measure of efficiency that summarises what is produced relative to the inputs used to produce themHR system ProductivityDownsizingManaging the downsized workplace Zatzick, C. D., & Iverson, R. D. (2006). High-commitment management and workforce reduction: competitive advantage or disadvantage? Academy of Management Journal.49,999-1015.Major reasons for the failure of downsizing•Initial cost savings but long-term negative effects•Loss of people who are ‘irreplaceable assets’•‘Survivor syndrome’: loss of motivation, self-absorption, risk-aversion•‘Survivors’seek new employment•Reputational damageGreenhalgh, L., Lawrence, A. T., & Sutton, R. I. (1988). Determinants of work force reduction strategies in declining organizations. Academy of Management Review, 13,241-254.Handling employee stress•What is stress?–StressThe physical and psychological tension an individual feels whenconfronted with extraordinary demands, constraints, or opportunitiesand their associated importance and uncertainties.Functional Stress: Stress that has a positive effect on performance.•How potential stress becomes actual stress–When there is uncertainty over the outcome.–When the outcome is important.Symptoms of stressIssues in managing change•Reducing stress1.Engage in proper employee selection2.Match employees’KSA’s to jobs’TDR’se realistic job interviews for reduce ambiguity4.Improve organisational communications5.Develop a performance planning programe job redesign7.Provide a counseling program8.Offer time planning management assistance9.Sponsor wellness programsIssues in managing change•Making change happen successfully–Embrace change—become a change-capable organisation.–Create a simple, compelling message explaining why change is necessary.–Communicate constantly and honestly.–Foster as much employee participation as possible—get all employees committed.–Encourage employees to be flexible.–Remove those who resist and cannot be changed.How can cultural change beaccomplished?•Conduct a cultural analysis to identify cultural elements needing change•Make it clear to employees that the organisation’s survival is legitimately threatened if change is notforthcoming•Appoint new leadership with a new vision•Initiate a reorganisation•Introduce new stories and rituals to convey the new vision•Change the selection and socialisation processes and the evaluation and reward systems to support the new valuesTypes of Change:(The Dunphy/Stace scale of change)Dunphy, D., & Stace, D. 1990. Under new management: Australian organisations in transition, Sydney: McGraw-Hill.7. STIMULATING INNOVATION•Creativity–The ability to combine ideas in a unique way or to make an unusual association.•Innovation–Turning the outcomes of the creative process into useful products, services, or work methodsAdapted from Woodman, R. W., Sawyer, J. E., & Griffin, R. W. 1993. Toward a theory of organisational creativity. Academy of Management Review, 18,293-321.Forms of Innovation•Radical versus incremental innovation.•Technical versus managerial innovations.•Product versus process variations.The innovation processPromoting innovation in organisations•The reward system•The organisational culture•IntrapreneurshipStimulating and nurturing innovation•Structural variables–Adopt an organic structure–Make available plentiful resources–Engage in frequent inter-unit communication–Minimize extreme time pressures on creative activities–Provide explicit support for creativityStimulating and nurturing innovation (cont’d)•Cultural variables–Accept ambiguity–Tolerate the impractical–Have low external controls–Tolerate risk taking–Tolerate conflict–Focus on ends rather than means–Develop an open-system focus–Provide positive feedbackStimulating and nurturing innovation (cont’d)•Human resource variables–Actively promote training and development to keep employees’skills current.–Offer high job security to encourage risk taking.–Encourage individual to be “champions”of change.The failure to innovate•Lack of resources•Failure to recognise opportunities•Resistance to change•Lock-in through complementary assetsL E A R N I N G R E V I E W1. What is change?Define organisational change and why it’s important to managers.2. Forces for changeExternal and internal forces for change and change agents.3. Two views of the change processMetaphors of change, Lewin’s model, today’s environment.4. Managing changeOrganisation’s structure., technology, development techniques. 5. Managing resistance to changeWhy people resist change, the force –field analysis, resistance to change.6. Contemporary issues in managing changeDifficulty of change, downsizing, employee stress, successful change.7. Stimulating innovationInnovation and creativity, the systems view of innovation, variables that necessary for innovation, idea champions.。
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
Managing Change and Innovation
in the people, structure, or technology of an organization. • Change Agents – persons who act as catalysts and assume the responsibility for managing the change process.
• People – Changing attitudes, expectations, perceptions, and behaviors of the workforce
EXHIBIT 7-3 THREE TYPES OF CHANGE
CHANGING PEOPLE
• Organizational Development (OD) –
MANAGING CHANGE AVES
Compare and contrast views on the change process. 2. Classify types of organizational change. 3. Explain how to manage resistance to change.
1.
• Know how to be change ready by overcoming your resistance
to change.
4.
•
Discuss contemporary issues in managing change.
Develop your skill in change management so you can serve as a catalyst for change.
EXHIBIT 7-1 EXTERNAL AND INTERNAL FORCES FOR CHANGE
运作管理与变革管理-Managing Change and Innovation
• Overcome resistances to changes
Why people resist changes; Techniques to use; Organization Development
• Creativity and innovative organizations
– Creativity and innovation; Factors affecting innovation
Organizational Development
An activity designed to facilitate planned, long term organizationwide changes that focuses on the attitude an values of the organizational members
Change and forces to change: Globalization (see chap 2 p49)
Multinational Corporation (MNC)
A Company that maintain significant operations in two or more countries simultaneously but is based in one home country.
Fundamentals of Management: 7-14 Gao Junshan, UST Beijing
Changing process: Lewin’s model
Lewin’s Three-Step Process
Unfreezing
Fundamentals of Management: 7-15
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.。
Change Management
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 变革管理
International
Manufacturing
Change Management & Project Game Changer
The Ripple Effect
Warehouse
2007 Packers/ Lean Six Sigma Wellstar Phase 2003 2004 5 Year Plan Packers 2006
Preferred Senders
Executive Management & Immediate Supervisor
Executive Management Presents
External Factors / Current Business Issues Market Drivers / Financial Performance & Risks
The ADKAR Assessment
5 4 3 2 1
Awareness
Desire
Knowledge
Ability
Reinforcement
The Psychology of Change
Ineffective Change Management Focus = Business Need Vs People
to providing high quality products and services to its customers.
FLEXIBILITY to leverage rapidly changing market conditions and
advances in technology.
The Psychology of Change
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
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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
QSB+之变更管理
范围：
• 可能影响最终产品的变更 • 客户已经批准的生产设备和生产系统 • 工厂中的手动或自动化岗位 • 通过文件来控制的流程
好处 •加强整个组织对那些会造成情况失控的行 为的认识。 •建立试生产沟通及执行流程并明确职责。 •改善备库零件的质量。 •积极制订并批准生产流程临时替代和恢复 的过程方法/控制。 •确保有一个系统性的方法来处理客户批准 流程的任何变更。
•应使用工厂流程变更表来记录变更（参考动力系统PPCR
量的系统变更。
举例）。
•确保所有关键相关方清楚变更要求并有能力控制不合规情
•所有流程变更表都应通过一个文件控制流程来控制。
况。 •实现全面的风险评估，包括成本、技术、绩效、质量、时
•该规程应包含计划内和紧急变更（一般是由于意外情况临
机和产能。
时对流程/标准作业作出改动，比如停线、缺货、批准的客 户返工、时间表波动等原因）。
•在执行前，管理层和客户应对变更签字认可。
•流程控制计划变更
•执行后，变更负责人应在执行后的部分签名并加注日 期，记录断点。如适用，需要客户批准 –参考PPAP 手册中的客户通知和提交要求
•已批准的工程工作指令 (EWO) •来源变更
•所有问题解决/关闭之后，管理层需要签署最终批准 的部分。
5
工厂流程变更请求表
变更管理
(EXAMPLE举例)
6
PPCR流程图
拒绝 批准
拒绝 批准
变更管理
1发起人填写PPCR表的第一部分并选择变更负责人
2. 变更负责人填写第二部分
3. 发起人从生产商工程人员处获得PPCR跟踪码
4. 提出的变更是完整地走完变更管理流程系统 (CMP) 还是停留在 PPCR系统内部？
《管理学原理》英语教学课件CHAPTER7-Managing Change
Stress (1)
An individual is confronted with an opportunity, constraint, or demand related what desired. Outcome is perceived to be both uncertain & important.
Authority relationships Coordinating mechanisms Job redesign Spans of control
People
Attitudes Expectations Perceptions Behavior
＋ Technology
Work Process Work method Equipment
Coercion
When a powerful group’s endorsement is needed
Inexpensive, easy May be illegal; way to gain may undermine change agent’s support credibility
Organization Development
Differentiate between creativity and innovation.
Explain how organizations can stimulate innovation.
2019/4/14 郭志文 2001 Copyright 3
What Is Change?
Structure
Managing Change Quiz
Managing ChangeQuizThis Managing Change quiz was designed for Ashridge by Jill and Derek Dann from Consultation Ltd. Complete the questionnaire and calculate your score which will display a corresponding commentary.1. Which of these statements best describes the nature of change (select one only)?∙Although change is not new, individual responses to change remain predictable even throughout diverse cultures across the world.A lthough change is not new, people’s ability to adapt to it is oftendependent on their culture.Although change is not new, our ability to change and adapt to evolving circumstances and environments is new.2. Change can generally be classified in three dimensions. Which one of these statements is not correct?∙Macro level, Micro level, TransitionalRadical, Incremental, TransitionalRadical, Incremental, Transformational3. Leavitt suggests that organisations can create change by intervening in 4 areas. Three of these are tasks, organisations and people. What is the fourth? Select one option below:∙TechnologyStructuresStrategies4. Environmental factors impact change through four key forces. Which one of these statements is correct?∙The key forces are: market forces, technological advances, political & economic pressures, and internal pressuresThe key forces are: market forces, technological advances, political & economic pressures, and globalisationThe key forces are: market forces, political forces, economic pressures and technology advances.5. Three perspectives on change management prevail in common change management models. Which one of these statements is correct.∙The group dynamics perspective, the individual perspective and the closed perspectiveThe group dynamics perspective, the individual perspective and the open perspectiveThe group dynamics perspective, the individual perspective and the organisational perspective6. The key factor in these change management perspectives is that they are (select one only):∙Different and mutually exclusiveDifferent and not mutually exclusiveSimilar yet mutually exclusive7. There is no definitive model of change management that, if adhered to, will produce perfect change in every organisation. However, many models focus on a staged approach. What is the second step of Lewin’s 3-step model? Select one of the following:∙Unfreezing the presentRefreezing to a new levelMoving to a new level8. Many models suggest a ‘top down’ approach to change management. Beer et al suggest that the various change management models do not work because of a flawed change process focus.So according to Beer et al, change should start at (Select one of the following): ∙Reshaping people’s attitudesGaining a shared vision of the futureReorganising employee roles and responsibilities9. Bullock and Batten analysed over 30 change models and established a 4-phase model of programmed change which can be applied successfully to almost any circumstances. Their 4-phase process is (select one of the following answer): ∙Exploration, planning, action, integrationExploration, control, action, integrationPreparation, exploration, planning, action10. There are 4 components to the integration phase. Three of them are:∙Changes supported and reinforced∙Results and outcomes from change communicated throughout the organisation ∙Ongoing monitoring and evaluation.What is the fourth? Select one answer:∙Embedding change in the organisationContinuous development of employees through training, educationAligning change parameters with organisational goals11. Dunphy and Stace suggest, 'Turbulent times demand different responses in varied circumstances. So managers and consultants need a model of change that is essentially a 'situational' or 'contingency model', one that indicates how to vary change strategies to achieve 'optimum fit' with the changing environment'.Such an approach is sometimes called ‘continuous improvement’ or the ‘learning approach’ though it is more commonly called the ‘emergent approach’. Such an approach is still relatively new.A core feature of this emergent approach is that (select one incorrect answer):∙Did project meet client expectations?What went differently?Celebrate successes12. Which one of these statements is true?∙Change cannot be treated as a set of sequential linear eventsChange should not move in a general direction; it should always move towards a specific end pointIt is easy to differentiate between the start and finish of a change process 13. Carr et al suggest that successful change models appear to have certain characteristics. Which one of these is not true?∙Change is managed primarily at senior levels in the organisationConsideration is given to how the change will affect structures, working practices and behavioursOrganisations need to have strategies for preparing for change, implementing and monitoring the change processOrganisations have identified the critical success factors upon which successful change depends14. Which one of these statements is not true?∙It is important to ‘vision’ the changeIt is important to illustrate the consequences of not changingManaging change is about directing employees, about telling them what to doThe future belongs to those organisations which are able to adapt and innovate15. According to Greiner, which one of these statements is more likely to be true today:∙It is non-management/junior management staff that form the main body of resistance to changeGreatest resistance to change often occurs at the very top of the organisational structure amongst the established power basesMiddle managers are the greatest sponsors of change.16. When people have not been involved in the change process, resistance can occur due to several factors. Which one of those below is unlikely to be a factor?∙Fear of losing job, loss of statusInability to see the need for changeRespect for the driver of change (the change champion)17. The challenge facing today’s organisations is how to implement change that will drastically affect the organisation’s (select the one most appropriate answer from those below):∙Ability to improve overall performanceAbility to improve staff retentionAbility to improve customer retention18.Whatever change management approach is adopted by organisations, change management can become a core competence by developing a number of factors. Which one of those below is unlikely to be one of the factors?∙Encouraging creativity and innovationDeveloping a resilient teamEstablishing a standardised change management model19. What range of perspectives might you encounter in those affected by change (as indicated in the development activities)? (Select one)∙Resist, neutral, accept, welcome, unknownRepelled, awed, laissez faire, open, unclearRipe, apathy, nonplussed, keen, undecided20. Stakeholder mapping involves: (Select one)∙The plotting of degrees of impact of change against degrees of support for changeStakeholders geographical position against time taken to changeStakeholders sense of challenge and perceived degree of support。
Management of change
Recognizing Change 识别变更
Change vs. replacement-in-kind (RIK) 变更和同类替代 Classes of change 变更的种类 Temporary change 应急性变更 Emergency change 暂时性变更 Monitoring sources of chaion Outline 演示大纲
What is it; why is it important 变更管理是什么；变更管理为什么重要 Basic MOC steps 变更管理的基本步骤 Recognizing change 识别变更 Originating a change request 提出变更要求 Evaluating change 变更评审 Follow-up issues 跟踪需求变更 Relationship to other PSM elements 与其他工艺安全管理要素的关系 Monitoring MOC performance 监管变更管理业绩 Implementing and improving an MOC system 实施并改善变更管理体系 MOC key principles and essential features 变更管理的关键原则和基本特征 Recent challenges in MOC 变更管理近期面临的挑战 Conclusions 结论
6
MOC Definitions 变更管理的定义
Replacement-in-Kind (RIK) – meets the design specification for the item it is replacing 同类替代-指满足替代项目的设计规格 Change – any addition, modification, or substitute that is NOT an RIK 变更-指任何非同类替代的添加、修改或替换 Request for change – a formal request that must be evaluated and approved 要求变更-指一项必须经过评估和审核的正式要求 Emergency change – an urgent request using a simplified review to avoid immediate consequences 应急性变更-指一项利用简化审查以避免直接后果的迫切要求 Temporary change – intended to exist only for a defined time period 暂时性变更-仅存于已定义的一段时间内
Managing Change
Embrace change when it’s needed Develop a vision for change Communicate effectively
Shake things up by challenging status quo and encouraging others to do
CSULA
Managing Change
April 13, 2000
Peter Levin, MBA, Ph.D.
RHR International Company 949-364-8909
“It’s not so much that we’re afraid of change, or so in love with the old ways, but it’s the place in between that we fear… it’s like being between trapezes. It’s Linus when his blanket is in the dryer. There’s nothing to hold on to.”
Dealing with Reactions to Loss and Creating the Will to Succeed
Changing Behavior and Developing Competency and Capability
3. “Attaining and Sustaining Improvement”
shared
Means: The practical means to achieve vision: planned,
developed and implemented
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。
体验商务英语视听说Unit 2 Managing change
Breaking Bad News 1 (Transcript)
Teleworking 2 (Transcript)
Teleworking 4 (Transcript)
Homework
1. Complete the rest of the exercises in Unit 2 and Extra Activity 2. 2. Preview Unit 3. 3. TEM 4 test for next week.
Teleworking 3 ♫Listening to the interview again and decide whether the following statements are true (T) or false (F). p120 T F F T
T
Teleworking 4 ♫Listen to four people talking about the advantages and disadvantages of teleworking and decide whether they feel basically positive (+) or negative (-) about it. p120
+ -
1 Travelling wastes too much time. Interrupted by friends and telephone calls. Fell more and more cut off from people.
Missed out on decision-making.
+ + 1 Teleworking can save 63 per cent of the cost of absenteeism. It’s a way of keeping on good employees who want to work from home. Teleworkers are 20 per cent more productive than office workers.
17变革管理ChangeManagement
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。
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Forces for Change
• External forces
– Marketplace – Governmental laws and regulations – Technology – Labor markets – Economic changes
Forces for Change
• • • • • • • •
Are you change agent? What you care about? What you wanted to change and why? What the world could look like with your effort? Why that would be better? Kinds of things you were doing to achieve that change? The results you were seeing already? How you weren't satisfied with the change you saw but you will go further…
• Internal Forces
– Changes in organizational strategy – Workforce changes – New equipment
Forces for Change
• Internal Forces
– Changes in organizational strategy – Workforce changes – New equipment – Employee attitudes
Starbuck‘s leaders realize that the Seattle-based chain‘s current business model won‘t continue to meet their goals for growth, so they‘re searching for ways to reinvent the company. This internal force for change has led the company to branch into entertainment, such as by experimenting with self-service CD burners in test stores. Starbucks has also released music compilation CDs, marketed audiobooks, produced a feature-length film, and reached an agreement with apple that allows customers to purchase a variety of Starbuck‘s titles from iTunes store.
Change management
If it weren‘t for change, the manager‘s job would be easy
– Planning would be simplified. – The issue of organization design would be solved. – Decision making would be dramatically simplified.
The chief component purchasing manager in Nokia noticed that order numbers for some of the computer chips it purchased from Philips Electronics weren‘t adding up, and he discovered that a fire at Philip‘s Albuquerque, New Mexico, plant had delayed production. The manager moved quickly to alert top managers, engineers and others throughout the company that Nokia could be caught short of chips unless it took action. Within weeks, a crisis team had redesigned chips, found new suppliers and restored the chip supply line. In contrast, managers at Ericsson, a competitor also purchased chips from Philips, had the same information but failed to recognize or create a sense of crisis for change, which left the company millions of chips short of what it needed to produce a key product.
• ―White-Water Rapids‖ Metaphor
– Describes the organization as a small raft navigating a raging river.
Change Process Viewpoints
Calm Water Metaphor
Change in ―Calm Waters‖
• Can your customers live without you?
• Do you treat different customers differently? • Are you getting the best contributions from the most people? ―It may be lonely at the top, but change is not a game best played by loners.” • Are you consistent in your commitment to change? • Are you learning as fast as the world is changing? ―How do you push yourself as an individual to keep growing and evolving—so that your company can do the same? “
Forces for Change
• External forces
– Marketplace
Forces for Change
• External forces
– Marketplace – Governmental laws and regulations
Forces for Change
• 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.
• Internal Forces
– Changes in organizational strategy
Forces for Change
• Internal Forces
– Changes in organizational strategy – Workforce changes
Forces for Change
Two Views Of The Change Process
• ―Calm Waters‖ Metaphor
– Describes 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.
When frogs are placed in a boiling pail of water, they jumped out-they don‘t want to boil to death. However, when frogs are placed in a cold pail of water, and the pail is placed on a stove with the heat turned very slow, over time the frogs will boil to death.
• External forces
– Marketplace – Governmental laws and regulations – Technology
Forces for Change
• External rces
– Marketplace – Governmental laws and regulations – Technology – Labor markets
• Change Agent
– Is a person who initiates and assumes the responsibility for managing a change in an organization.