Change Management

0
0
1486 days ago, 667 views
PowerPoint PPT Presentation
Change Administration. Address 3 Why Associations Change. Why change?. Change is an unsafe action

Presentation Transcript

Slide 1

Change Management Lecture 3 Why Organizations Change

Slide 2

Why change? Change is a dangerous action – numerous authoritative changes fall flat or don't understand their proposed results. This brings up the issue of why the longing to change is so predominant? Weight to change originates from: External, ecological weights Internal, hierarchical weights

Slide 3

Images of weight for change How does a: Director Navigator Caretaker Coach Interpreter Nurturer comprehend why associations need to change?

Slide 4

External, ecological weights

Slide 5

External, natural weights

Slide 6

Internal hierarchical weights

Slide 7

Internal authoritative weights

Slide 8

Why associations may not change: Five gratings Distorted recognitions Hubris, subjective predispositions, constructivism and so forth. Dulled inspiration Costs of progress, cannibalization costs, cross appropriation solaces Failed inventive reaction Speed or many-sided quality or vision is missing Political halts Departmental legislative issues makes blockages Action detaches Leadership inaction Embedded schedules are sticky Cultural qualities oppose change

Slide 9

Questions To what degree would you be able to distinguish ecological weights impelling your association toward change? What exactly degree do you have impact about whether and how to change? Which of the motivations to keep away from change have you encountered or seen? How simple is it to bring issues up in your association about the method of reasoning for taking part in particular changes? Is there an overwhelming basis? Why? What individual criteria may you receive for starting a particular change "for the correct reasons"?

Slide 10

Case: Chipping without end at Intel What were the distinctive changes at Intel over the initial 3 years of Bartlett's residency? Which ecological weights were experienced by Intel? Which inner weights? Are there different weights you can distinguish? What general determinations do you make concerning why Barrett rolled out the improvements he did? Which issues were prevailing? Why? What weights may Barrett confront later on? What exhortation would you give for how to adapt to these change weights?

SPONSORS