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The Complete Guide to Process, Tools, Software and Training in Organizational Change Management
Gerard Blokdijk
Notice of Liability The information in this book is distributed on an As Is basis without warranty. While every precaution has been taken in the preparation of he book, neither the author nor the publisher shall have any liability to any person or entity with respect to any loss or damage caused or alleged to be caused directly or indirectly by the instructions contained in this book or by the products described in it.
Trademarks Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations appear as requested by the owner of the trademark. All other product names and services identified throughout this book are used in editorial fashion only and for the benefit of such companies with no intention of infringement of the trademark. No such use, or the use of any trade name, is intended to convey endorsement or other affiliation with this book.
There has never been a Change Management manual like this. 100 Success Secrets is not about the ins and outs of Change Management. Instead, it answers the top 100 questions that we are asked and those we come across in forums, our consultancy and education programs. It tells you exactly how to deal with those questions, with tips that have never before been offered in print. This book is also not about Change Managements best practice and standards details. Instead it introduces everything you want to know to be successful with Change Management.
Table of Contents
Changes to Management as Art .................................................... 12 Appreciate change management through the use of cartoons ... 13 Using a Change Management Certificate Template .................... 14 An Example of a Change Management Model ............................ 16 Techniques for Creating Your Own Change Management Plan 18 Strengthening the Change Management as implemented .......... 19 Why the Change Management Process is very Important .......... 20 he Benefits of Having Change Management Software in Your Business ........................................................................................... 22 What Makes a Change Management Team? ................................ 24 Timeframe Trial on the use of Change Management Software .. 25 Change Management: Why Your Company Needs It ................. 27 Kotters Change Model of Management ....................................... 29 The Academy for Change Management ....................................... 31 The Certificate for Change Management ...................................... 32 The Risks a Change Management Consultant Faces From His Own Clients..................................................................................... 34 A Broader Look at the Definition of Change Management ........ 36 The Change Management of ITIL.................................................. 38 The Model for Change Management ............................................ 39 The Roots of Change Management Theory .................................. 41 The Need for a Change Management Tool................................... 43
When Belief Statements Become Effective Change Management Tools ................................................................................................ 45 The Effective Way to Conduct Change Management Training . 46 The role of Computer Change Management in Human Behavior Change Management. .................................................................... 48 Conclusions for Change Management ......................................... 50 Change Management Conclusions are Important for the Success of a Change Management Program .............................................. 51 Defining Change Management for Newbies ............................... 52 Stages in Change Management Implementation......................... 54 The Proper Management of Change............................................. 56 The Factors that Come Into Play in Stakeholder Management Change ............................................................................................ 58 The Models for Management Change .......................................... 60 What is Change Management? ..................................................... 61 OCM: Organizational Change Management .............................. 62 What is Organizational Change Management and What Can it Do for Your Business?.................................................................... 64 Organizational Change, Leadership and Management .............. 66 The Training for Organizational Development and Change Management ................................................................................... 68 The Right Way to Implement Process Change Management ..... 69 The Template of Certificate in Change Management ................. 71 An Explanation of What Change Management is ....................... 72
The Change Management Workplace........................................... 74 Environmental Case Study Change Management Elements ...... 76 Can I Produce a Template for a Certificate in Change Management Myself? ..................................................................... 78 Eight Steps to Successful Change Management and Organization .......................................................................................................... 80 Change Management Conclusion The Three Ps to a Successful Transition......................................................................................... 82 The Grief Cycle The Change Management Grief Resistance Tool .................................................................................................. 84 Impact of Change Management to Small or Large Firms ........... 86 Handle Change Management through Presentations ................. 87 The Change Management Process in Software Quality Assurance .......................................................................................................... 88 Change Management Standard A Step-by-Step Guide to Successful Change Process Implementations ............................... 90 Change Management Strategies to Ensure Business Success ..... 92 Tips on How to Apply Change in Management .......................... 94 The Skills in Change Management................................................ 95 Easily Search Change Management Articles ................................ 96 The Importance of Receiving a Change Management Award Certificate ........................................................................................ 98 Change Management Books That Can Help You in Your Business ......................................................................................... 100
Pictures of Change Management .................................................101 The Importance of the Change Management Process in Software Testing ............................................................................................102 The Parts to a Great Change Management Project Plan ............104 Important Tips on Handling Change Management Projects ....106 The Speaker for Change Management ........................................108 Basic Theories of Change Management ......................................109 Nutritional Time Frames and Trial Periods in Change Management ..................................................................................111 The Role of Human Resource Management in Change .............112 Collins Model Linking Leadership with Change Management ........................................................................................................113 Field Titles Change in Content Management .............................114 Definition of Change Management Presented Using the ADKAR Model .............................................................................................116 Choosing the Model of Change Management in your Organization ..................................................................................118 Documenting Change Management............................................120 Enhancing Productivity by Change Management Keeping Motivation Alive in the Workplace .............................................121 Huse Change Model Management: The Basic Principles ..........122 The Importance of Change Management in Organizations ......123 What is the ITIL Change Management Scheme? ........................124 The Journal for Organizational Change Management ...............125
Large or Small Firms Experienced Change Management ......... 127 Change Management of Large Businesses versus Small Businesses ...................................................................................... 129 The Book of Making Sense about Change Management ........... 130 Technology Change Management: Keeping IT Up To Date .... 131 GE: Organizational Change Management .................................. 133 The Basics of Management: People, Performance, Change ...... 135 The Meaning of Management Change........................................ 136 Microsoft Organizational Change Management ........................ 137 Models of Change Management Devising Standards for Business Success ........................................................................... 138 Keyword: CHANGE Objectives of Change Management Training ......................................................................................... 140 Organizational Change Management Program Providing Solutions for Transition ................................................................ 141 Tips on Carrying Out Organizational Development Change Management.................................................................................. 143 PowerPoint Presentation of Change Management Getting a Glimpse of Change Management Concepts ............................... 145 Project Management Software Issues Change Requests from Customers...................................................................................... 147 What Does the Job of Project Analyst Process Improvement Change Management Entail? ....................................................... 148
Software Change Management Keeping up with the New Demands of the Target Market ....................................................150 PowerPoint Presentations of Software for Change Management ........................................................................................................152 Dynamism Strategic Approach for Change Management......154 How to Conduct a Study of Change Management Inventories Questionnaires...............................................................................156 What Organizational Activities Fall Under Supply Chain Management? ................................................................................158 Theories of Change Management Brilliant Minds Perspective of the Change Process ...................................................................160 What Are the Theories of Change Management? ......................162 Learn about the Three Types of Change Management ..............164 What is a Planned Change in Educational Management? .........165 How Do I Identify What is Planned Change in Educational Management? ................................................................................167 The Human Factor Writing Conclusion Examples for Change Management ..................................................................................169
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The change management certificate template aids the business organization in finding out what, who, when, why and how change management takes place. Actions are communicated, as well as results, whether good or bad. With the change management certificate template, a faster response to the need is addressed.
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not properly processing the after-effects of the change on the employees morale (like the fear of having another change coming). There really is no perfect approach for change. Integrating other change management models with Lewins is better than just using one model alone. You may also want to study Kotters Eight Step Change Model, Beers Model, McKineys 7-s Model, and Shaws Model.
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increases your expenses and operation timeframes. For you to effectively control projects, you can use the Change Management Process to successfully execute your plans. This will give you a tool to help you deal with change easily.
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These days, successful organizations deal with different changes every day. Applying these changes is not that easy. They will be valuable to your company if their impact can be appropriately assessed, applied and controlled. Change Management gives you a practical, integrated and automated method to implement change. This can actually reduce the risks in your business and also promote an organized and strategic plan for change.
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nesses that look forward to automating or establishing their change management procedures and processes.
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Apply these changes in your company. Organizing change and utilizing the techniques to monitor the outcome is needed to know if the change is appropriate.
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6. Easy Goals: By creating short-term goals and rewarding employees for achieving it, the company will achieve the bigger vision in a step-by-step approach. 7. More Goals: After achieving their short-term goals, new ones should immediately follow in order for the firm to be able to achieve the bigger goal. 8. Embrace Culture: The final step in this change model of management is to permanently institutionalize the new approaches by embedding them in the companys culture and leadership succession.
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Be aware of the tools that support the implementation of Change Management, and determine how to make improvements. The certificate for change Management is only awarded to those people who are determined, and posses the qualities of a competitive Change Manager.
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The Risks a Change Management Consultant Faces From His Own Clients
You usually associate clients as being necessary for your change management consultancy business to prosper after all, no consultancy can survive if there are no clients. But, did you know that a change management consultant can suffer harm from the clients themselves? Here is how a client (and his representatives or subordinates) can sabotage the efforts of a change management consultant to initiate and establish an effective change management program in the clients organization: First, all seems to be proceeding normally the change management consultant is hired, he identifies the causes of problems that crop up when the changes are being initiated, and proposes a program that will resolve this situation so that the changes can be properly carried out (and hopefully the change management consultant can then move on to his next client.) However, the client (or his subordinates) surprisingly will not react positively to the progress that the change management consultant is making. On the contrary, they may seem offended, and perhaps be even downright hostile, after the consultant has proposed his solution. What happened between hiring the change management consultant, and when the consultant came up with an effective solution?
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What the change management consultant may not have expected is that the client and his managers, and other subordinates may have realized that either: they could have thought up the solution proposed by themselves; and/or they feel that the consultant places them in a bad light as members of management by coming up with a solution to the problems. Whichever holds true, the poor change management consultant is placed in an uncomfortable situation. To resolve this, the consultant may opt to leave after proposing his solution, so the client and his people can implement it themselves, which thus puts these members of management in a good light again, since they seem like the heroes in the situation, to the unwary.
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Principles is concerned with function in a way, since it tries to foresee whether the functions will be affected in any way. You can say a basic principle of a change management project is that it should not hamper the function(s) in any manner, or else we can say the principle of the project has been violated somehow.
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veloped so that everybody is informed and aware of what is going on. Change management model is a tool to carry out change within an organization. Guided by the model, there is no reason for change management to be ineffective.
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And finally, that there will always be fear of change, and proper change management involves facing those fears in appropriate ways. When all five principles are applied well by the person or organization that undertakes change management, then the odds that change management will be successful go up significantly. This doesnt mean failure will never occur, but rather that the odds of failure will go down by a great degree.
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4. To actively manage those people who resist change. 5. Tools guide and assist, simplifying the change management process, and save time and money.
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positive mindset, but expect glitches to be inherent in your program that need further effort to iron out later on.
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outlet. Meaning, it is not enough to simply pay them good wages sometimes. One IT-dependent organization that recognizes this is the Landbank of the Philippines. Its Technology Department staff do not just have technical expertise that makes them qualified to be IT technical personnel. They are now required to undergo teambuilding activities as well (both in and out of the workplace), so that all IT staff learn how to work with one another as people. One wellreceived team-building activity is organizing each department into bowling teams that participate in friendly matches against each other.
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Change Management Conclusions are Important for the Success of a Change Management Program
There are many conclusions in the field of change management nowadays that can be applied in general ways to practically all organizations. One very important conclusion is that change management is deemed effective if it produces changes in the behavior of its target audience. For example, if the program is supposed to change the attitude of employees toward their work so that they like coming to work, success is proven if productivity goes up. But if employee absenteeism goes up instead, then something went wrong in the change management program either the design was wrong in the first place, or the way it was implemented was faulty. Another conclusion we can make about change management is that true results are only reaped over a reasonable amount of time. For instance, if the program planners expect results to show up within a month from implementation, that may be too soon for results. But if the planners wait a year, and then look for results, that may be more reasonable. A last and very fundamental conclusion that can apply to any organization is that no one likes to be coerced into adopting changes. Thus, hard-sell methods for initiating a change management program in an organization may not work very well. The organization members (particularly employees) may believe they are being pressured to adopt changes that they truly do not believe in, and would like to resist instead.
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For change management to be successful, particularly during establishment of defined change control procedures, the decision makers must communicate their plans to all members of the organization, and even external audiences, so that everyone is prepared for what is to come.
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should be able to implement corrective actions and give credit to successes. Implementing change management requires skills, and success is only achieved if participation from members of the business organization takes place. The model described above is also known as the Lewin Theory, developed by Kurt Lewin.
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to the future desired state can only be realized if all employees are motivated to move in the companys direction.
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rivals. If the product becomes in-demand among customers, there is another change wrought in the case of the investors and shareholders who find their initial investment profitable after all.
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ment. This way, everyone is involved and has a sense of ownership in the organization. Change is always constant. Going from the present to the future will always be challenging. But, with proper organizational change management, the realization of all business goals is easier.
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What is Organizational Change Management and What Can it Do for Your Business?
To have a competitive and successful company, you have to organize and prepare your staff for changes in procedures and work environment. This is a serious process of planning, training, and motivating employees to learn the new challenges connected with systems and technology changes. Organizational Change Management (OCM) should meet the needs of your staff, and the people who decide the success of this application. Of course, OCM should also have the ability to agree with your business objectives. Industries today recognize constant change in their organization. But, some companies dont know how to solve and implement change. Heads of organizations can determine the advantages of change. They can identify the importance and long-term advantages. Most of them see it as a way to win over their competitors. But, others need training in OCM in order to help and aid their employees, and understand the value of change. Some organizations use comprehensive solutions in OCM. This includes visioning, which can recognize the main elements you want in the future of your business. Change management techniques can also help you cut the costs of setting up your staff to initiate changes in your company. And lastly, Organizational Impact Analysis can recognize what you need and want to change. This can also evaluate the impact as changes take place. OCM can help you maintain and establish change in your system. It can minimize any business trouble, and can speed up the process of change and get a quick investment return. Creating and
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developing Organizational Change Management techniques that go well with your business needs. This can also give you an appropriate strategy and tools to organize change, and discover new innovative ways to do business.
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Leadership is not one of the general functions of a manager. Management refers to the activities done by a group of people who plans, organize, lead and coordinate resources. These functions recur throughout the organization and are integrated. The success of change in an organization depends on the kind of leadership and management the person in charge does.
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the stick (meaning, motivating employees to work more effectively and efficiently by helping create an environment open to hearing their grievances would be a much better solution to boost employee productivity, than simply penalizing anyone whose productivity goes down).
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Three aspects are vital in both the individual and organizational change management: adaptation, controlling and implementation.
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prerogative to know how to deal with any issue within the organization where they work.
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Proving substantially that reforestation helps minimize the impact of greenhouse gases emissions from cities would be very helpful; and thus such efforts could play a strong role in slowing and perhaps even reversing climate change. Climate change needs to be reversed; otherwise, the human race will not survive its aftermath.
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Never forget to include the date when the training was completed, as well as the signatures of the people who are bestowing this certificate on the recipient. Later, a dry seal can be embossed on the certificate to make it look really official.
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Encourage determination by relaying up to date information on the ongoing progress of the project. Reinforce the value of successful change by recruiting, developing and promoting new leaders.
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(b)
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Processes: As mentioned, old habits are hard to break and so are old processes. But then again, with the introduction of advance tools and equipment, its easy to carry out new processes. Though there are some previous processes that should be kept, change is still inevitable, as finding simpler and/or better means of doing work is still a top priority.
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Acceptance coming to terms with change versus losses, facing the reality and moving on to a new commitment.
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how it will be implemented are included on this phase. Change implementation - Execution and release of change. Review and close change - The final stage of the change implementation, wherein a review is made by the business owner or project manager for final approval.
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(b) Personalized training materials such as PowerPoint presentations and visual aids to enhance learning capabilities. (c) Role based mentoring. Training: (a) Introduction of new process to colleagues and stakeholders. (b) New process mentoring. Actual Roll Out This is a change management standard, but it does not apply to all organizations. The change implementation process depends on how many changes were introduced, and how many people and processes were impacted. When these are identified, then it is time to develop strategies on where the implementation process starts. Proper guidance from leaders is therefore necessary during these times.
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Strategic partnerships Acquiring partnerships with other companies that share the same vision and goals. International development Developing new standards that will drive international recognitions and ties. These are just some of the ways in which business development process can take place. If change management was implemented properly, then nothing will go wrong. Building a strong foundation, and keeping the goals in place will definitely ensure business success.
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So, if youre looking for some change management articles, thank the heavens that online articles are readily accessible anytime, anywhere.
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All organizations have to fight against obsolescence, they have to prevent themselves from becoming outdated in their field. Even nonprofit organizations have to stay up to date on ways to change positively, so that they remain relevant to their field.
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And of course, the final question should always be: Is this program ready to be released to our end users?
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This list is not comprehensive. However, understanding the tips here will go a long way toward creating a great change management project plan.
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projects. The key here is to always be mindful of the employees strengths, feelings and weaknesses. A good leader who practices management by leadership will eventually lead the company to success.
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in the workplace. These theories give companies a great advantage to develop their methods and further improve their services. Innovating new ways is very essential in keeping your clients and your employees both happy.
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information in the fields. Therefore, fields entered and stored in the system are protected and secured.
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lated. But then again, changes require commitment and participation of all persons concerned to deliver a swift transition.
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environment. The change mechanism in the organization is likely to be messy. The different models of change management aim to help leaders in assessing the type of change needed to ultimately achieve success.
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materials for the specific organization that is committed to the choice for a change.
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Review periodically the plan, and test the response as well as the recovery procedures.
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exercise of managing assets effectively. Technology change management assures that the organizations technology will always remain secure and their productivity at its most efficient by doing more with less.
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nary in the 1980s, may companies have now made management through leadership a rallying point in their organizational change.
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Deming PDSA Cycle Model. It stands for Plan, Do, Study and Act. Its designed to create a culture that in constantly innovating and preparing for change. As a result, people will be more comfortable with the change process.
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(c) (d)
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the harder it will be for people to integrate it into their daily responsibilities.
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opinions from customers. Then, after that, youll be more than ready to take on the challenge of change management.
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What Does the Job of Project Analyst Process Improvement Change Management Entail?
A project analyst for process improvement change management does just that analyze a project based on how processes can be improved so that change management can be carried out properly. Usually, the term is used for IT-related positions. If the project analyst is to handle the IT systems for the organization, this employee will have to supply change management support for hardware and software, as well as other related IT assets of the organization, such as network systems. The Request-for-Change (RFC) lifecycle system also fall under his jurisdiction, encompassing initial assessment of RFCs that have been appropriately logged; helping those affected by the changes with regards to navigation of RFCs; guaranteeing proper identification of change request status through continuous record updates; and initiating post-implementation reviews. The project analyst should be in constant contact with key stakeholders regarding the project status, while also organizing change implementation schedules. For instance, the release activities of the different IT environments must be coordinated by making the project analyst cooperate with Release Management and Configurations Management. Other stakeholders will eventually be involved in the work of the project analyst. The project analyst plays a support role in the functions of a change advisory board made up of business and technical experts who help the project analyst understand complicated RFCs and
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provide solutions, if necessary. In turn, the project analyst will have the support of junior analysts who will be trained in sub-functions so that the project analyst will be free to work on weightier matters concerning process improvement change management.
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Software Change Management Keeping up with the New Demands of the Target Market
Software applications keep on evolving. With many different ones being launched on a regular basis for various functions and purposes, competition is getting stiffer as new demands are created for the target market. With this in mind, developers need software change management to determine what change needs to be encouraged, as well as what innovations need to be granted and which ones should be disapproved. On every change process, the software developers and project management must be clear as to why, what, when and how to carry it out. Therefore, changes made in the software must meet the standards of the customers, and should be aligned with companys business structure. Such changes are caused by the following: (a) Planned software development: There are certain instances where software requirements and specifications change to keep up with the rest of the pack. Upgrades on different system platforms done by external sources can result in factors that will hinder the program from working as designed. This is the reason planned development efforts must be implemented, while also taking into consideration the cost to apply changes to the system. (b) Unexpected problems: Problems discovered during software development initiatives are normal, but spending time to resolve them is an added effort. Its a good idea to realize though that its better to anticipate such problems will occur and eventually lead to a working software application. (c) Enhancements: Ideas to further improve the system are good. It would even be great if these significant ideas will come
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tions. The software for Change Management must also address the different challenges of effective Change Management. It must monitor and track the activities of change associated with the assets of the organization.
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encouraging them to think of better ideas and make some recommendations whenever applicable. Having open communication will also break barriers, and certain conflicts will then be minimized. There are some key elements that should be considered, and in the long-run, will establish goals for growth, development and continued success.
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Questions in change management inventories questionnaires may be defined as how questions, what questions, and why questions. These questions will show the mindset of the people handling the change management process for the organization.
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The last category, financial flow, refers to the use of payment schedules, terms of credit, consignment, and even title ownership stipulations to manage financial information.
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(e) Manipulation and Co-option - Patronizing gestures that lead to employee development by having them participate in change management discussions. (f) Explicit and Implicit Coercion - Forcing employees to accept and adapt to changes by making them realize that their jobs are at stake should resistance persist.
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partner with other suppliers, customers and even competitors. You have to bear in mind that theories in change management are essential to further improve your service to your company, clients and staff.
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trators are involved in them. More than that, teachers, students and the whole educational organization should be informed, made to understand, and get directly involved in the planning and implementation of the change in educational management.
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become so used to education as it has been practiced in the past that they find it difficult to adopt innovations as part of planned change in educational management.
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