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SESION 1: CHANGE MANAGEMENT THEORIES
Change management comprises the processes, tools and techniques used to manage the people side of change and achieve desired business outcomes. Ul:mately, change management focuses on how to help employees embrace, adopt and utilize a
change in their day-to-day work. Change management is both a process and a competency.
Frederick Winslow Taylor:
His original motivation was to identify and address issues of efficiency in the industrial workplace by systematically observing work processes in detail.
Taylor’s principles:
1 . Replace “rule of thumb” methods by creating a science for each employees
position
2 . Scientifically select and then train, teach, and develop employees.
3 . Provide detailed instructions and supervision for the employee.
4 . Divide work equally between managers and employees.
Kurt Lewin:
Kurt Lewin’s field theory is summarized in the following three points:
- Unfreeze : Prepare the organization for change, or identify areas of hurt in the organization where change can begin, and spread from.
- Change: the change is made. This is where the solution is presented that will address the problem that has been outlined in the unfreezing stage.
- Refreeze: Make the change stick. If employees learned new skills, then find methods to get them to use those skills and pass them on.
Kübler-Ross model:
These five stages became known as the Kübler- Ross model:
- Denial
- Anger
- Bargaining
- Depression
- Acceptance
ADKAR:
ADKAR is a multi-faceted model developed by Prosci to aid in change management. The model assists in identifying forces opposing change, supporting those needed to participate in the change, and developing a plan to implement and sustain the change. ADKAR is an acronym which is broken down as:
Awareness – of why the change is needed
Desire – to support and par:cipate in the change
Knowledge – of how to change
Ability – to implement new skills and behaviors
Reinforcement – to sustain the change
TOPIC2. GLOBALIZATION & DIGITALIZATION
GLOBALIZATION
Globalization means that the world is becoming interconnected by trade and culture exanchange.
Cause of globalisation:
There are several key factors which have influenced the process of globalisation:
- Improvements in transports, shipsmean that the cost of transporting goods between countries has decreased. Transport improvements also mean that goods and people can travel more quickly.
- Improvements in communication, thanks to internet a mobiles have allowed better comunication between people un different countries.
- The clothing production industries take advantage of having lower cost in the production process, working in other countries such as India.
- Transnational corporations like for example when a Company invest in a forgein country, by the creation of a shop or factory, like the multinational companies (Mcdonals).
Positive impacts of Globalization:
- The inward investement that helps the countries by providing Jobs and skills for the local people.
- Transactional corporations (TNC), bring wealth and foreing currency to local economies by buying local resources.
- By sharing ideas, experience and lifestyles of people and cultures.
Negative impacts of Globalization:
- Globalization operates mostly in the interest of the richest countries, that continue to dominate the world trade at expenses of the developing countries.
- The local countries do not have any guarantees that the wealth from the inward investment is going to benefit them. The profit currently go back to the TNC is.
- Globalisation is viewed by many as a threat to the world’s cultural diversity.
DIGITALIZATION
Digital transformation is the change associated with the application of digital technologies in all aspects of human society. Connectivity, Big Data, and artificial intelligence have facilitated the emergence of different ways of articulating the business.
Digital Ethics: the reflection on issues related to the presence of technology in different áreas of life and also observing how society itself is transformed. The Ethics requires a subject capable of reflecting on the acts he performs and their impact on others and on himself.
TP3.CHANGE DIMESIONS
Individual Change Management:
Individual change management requires understanding how people experience change and what they need to change successfully. It also requires knowing what will help people make a successful transition: what messages do people need to hear when and from whom, when the optimal time to teach someone a new skill is, how to coach people to demonstrate new behaviors. Individual change management draws on disciplines like psychology and neuroscience to apply actionable frameworks to individual change.
Organizational/Initiative Change Management
Organizational change management involves first identifying the groups and people who will need to change as the result of the project, and in what ways they will need to change.
Organizational change management then involves creating a customized plan for ensuring impacted employees receive the awareness, leadership, coaching, and training they need in order to change successfully. Driving successful individual transitions should be the central focus of the activities in organizational change management.
Enterprise Change Management Capability
Change management processes are consistently and effectively applied to initiatives, leaders have the skills to guide their teams through change, and employees know what to ask for in order to be successful. The end result of an enterprise change management capability is that individuals embrace change more quickly and effectively, and organizations are able to respond quickly to market changes, embrace strategic initiatives, and adopt new technology more quickly and with less productivity impact.
SESION 4: CONTEMPORARY MODELS OF CHANGUE MANAGEMENT
JOHN KOTTER´S 8 STEPS CHANGE MODEL
If two businesses make the same change at the same time, what might cause one to fail and the other to succeed? According to author John Kotter, the answer may lie in the difficulty of changing the behavior of people in an organization. In order to overcome the difficulty of changing people’s behavior, Kotter emphasizes on the principle of See-Feel-Change:
- Increase urgency
- Build the guiding team
- Get the vision right
- Communicate for buy-in
- Empower action
- Create short-term wins
- Don’t let up
- Make change stick
Socio-Technical Systems (STS) Approach
STS theory is an approach to the central problem of integrating and optimizing two separate yet connected areas of an organization. Fred Emery suggests a Nine-Step Model:
Step 1. Scanning the Environment (Business Intelligence)
Step 2. Identify Unit Operations (Functional Analysis)
Step 3. Identify Variances
Step 4. Analyze the Social System
Step 5. People’s Perceptions of Their Roles
Step 6. Maintenance System
Step 7. Supply and User Systems:
Step 8. Work Environment and Development Plans
Step 9. Proposal
Icberg Model of Change Management
Kruger believes that managers usually focus on issue management.
But there are two more important dimensions in change management and implementation management that are below the surface. These are the management of perceptions, and politics management.
Opponents are generally negative towards change and provide the heaviest resistance in change efforts. Controlling or changing these people is achievable through effective management of role-perceptions. Promoters are generally positive towards change.
Hidden Opponents are generally negative towards change and will provide resistance, but will act “positive” towards change. Identifying these people and changing their standpoint through effective management of role-perceptions.
The McKinsey 7-S Model
The McKinsey 7-S model serves as a guide for organizational change by taking a holistic approach and understanding the organization in terms of rational and emotional constituents. Is composed of
Sein 5. Assessing Organizational Readiness for Change
There is a logical contention that organizations are more likely to have successful change management programs if they regularly assess their current status in terms of change readiness. The ability to adapt and adjust to change is imperative to survival and success; brawn and brains alone are not enough. (Compare to Darwin theory)
- STAGES OF CHANGE PROCESS
- Identify and the imminent change(s)
- Assess the organization’s current status and ability to make the change(s)
- Prepare for the change(s)
- Implement the change(s)
- WAYS
When an organization decides to undertake a change readiness assessment, they can do this in a number of ways: observations, employee surveys, or self-assessment checklists. Overall, the goal is to realistically gauge the current status of the organization for making the change.
When the organization is satisfied with the results , they will be in a position to say that they consider themselves to be ready for change. At this point they can take steps to prepare for and then implement the proposed change. Before implementing any change program it is vital to have an informed understanding of how ready the whole organization is for the proposed change.
- CHANGE READINESS REQUIREMENTS
The organization must be satisfied that it is in a position to provide the required:
- Knowledge: the organization must be satisfied that staff will be sufficiently knowledgeable to function before, during, and after the transition.
- Skills: Change often involves the introduction of new ways of working and new technology. Organizations must assess the current skill levels of the employees.
- Resources: Change cannot happen if the required resources (e.g. people, physical materials, electronic applications, etc.) are not available.
- Support: Change does not happen overnight and will typically encounter resistance. All employees and managers must agree to the change.
- ASSESSING CHANGE READINESS BY COHEN
Change readiness assessments can be used throughout the entire change process in order to determine the organization’s strengths and weaknesses. Strengths can be very usefull, while weaknesses may identify risks that can be recorded, resolved or minimized.
4.1 Determine the organization’s current status
- It is important to gather information that reflects the current status from a variety of sources at different levels within an organization.
- 4.2 Identify and manage barriers
- Try to minimize the negative impact that may be associated with them.
- 4.3 Communicate
- Good communication is vital within a successful organization.
- 4.3 Be ready for resistance
- CHANGE READINESS ASSESSMENT TOOLS
Different organizations may approach change differently. However, the more an organization understands its own culture and ways of working, their will be able to identify areas of flexibility.
- 5.1 Cautionary Notes
- Assessing readiness for change is not an easy process, as is gathering information on readiness for change.
- 5.2 Questions
- Survey questions must be clear and not ambiguous.
- 5.3 Over surveying
- As a result, employees may not take you seriously and may not want to answer your questions.
- 5.4 Data misuse
- Misuse of data can lead to data being misinterpreted or to prevent this type of evaluation.
- 5.5 Survey evaluation
- Without experience to evaluate such preparation would lead us to incorrect conclusions.