OLAF PASSENHEIM CHANGE MANAGEMENT Prof. Dr. Olaf Passenheim Change Management Change Management © 2010 Prof. Dr. Olaf Passenheim & Ventus Publishing ApS ISBN 978-87-7681-705-3 To Till Jakob and Jan Malte Contents 1. 1.1 1.2 1.3 2. 2.1 2.2 2.3 2.4 2.5 3. 3.1 3.2 3.2.1 3.2.2 3.2.3 3.2.4 4. 4.1 Change Management Introduction Reasons for Change Origins of Change Management Concepts of Change Management Lewin´s Change Theory Chin & Benne´s “Effecting Changes in Human System” Bullock
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Does things change in poor areas? When I was young ‚my mother often told me it’s very bitter for them to go to school‚ they had to get up very early in the morning‚then prepared for their brakefast by themselves and did some housework . they couldn’t leave until they finished all of that. They even couldn’t have lunch because proverty. But now ‚things about education has changed. Student can get a better care. Now government pay more attention to education‚especially in poor areas. Our country has
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11. I think that by substituting the words “with religious freedom” for “under god” is a good thing to do. Like Gwen Wilde said in her essay “several millions Americans do not believe in God”. By changing the words “under God” to “with religious freedom” all citizens and new citizens can feel comfortable saying the Pledge of Allegiance. By taking out “under God” from the Pledge of Allegiance and inserting “with religious freedom” in its place it would be an improvement to the Pledge of Allegiance
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Introduction Change management is an approach to transitioning individuals‚ teams‚ and organizations to a desired future state. In this assignment I will be covering Rollin and Christine Glaser’s (1992) five elements to improve team effectiveness‚ IT management competencies‚ reasons for mergers and acquisitions in reference to South African businesses and roles leaders should play during the change process. In the aim to provide one with a better understanding of and insight of change management.
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CHANGE MANAGEMENT MID TERM NOTES CHAPTER 1- Patterns of change and their implications for change management Theories Relating to Patterns of Change: 1. Gradualist Paradigm o Posits that an organization changes and develops through a continuous process of incremental adjustment (ideal) • Accumulate over time to ensure that the organization is always aligns with its external environment 2. Punctuated Equilibrium o Most organizations experience change as a discontinuous process often referred
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Direction: Healthy and Safe Physical Environments Title: Improving Physical Environments to Increase Health for High-Risk Residents Alignment with CTG: Reducing obesity and diabetes in adults “Housing is important to healthy and sustainable communities because a community is strongest and most successful when workers and families‚ especially children‚ have safe and affordable homes. Housing and neighborhood conditions can promote or adversely impact health outcomes. Health is especially influenced
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Nature of Change “Organisations are never static‚ something about them is always changing.” 1. Change is endemic and continuous 2. It doesn’t occur in a vacuum it always effects someone or something 3. Change can be evolutionary or revolutionary 4. It is a critical aspect of effective management 5. The pace of change is increasing Stability is no longer a central management goal The Nature Of Organisational Change 1. There is no ‘one best way’ to change 2. Change is context-specific
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Change Management: Defining change management It is important to note what change management is and what change management is not‚ as defined by the majority of research participants. Change management is not a stand-alone process for designing a business solution. Change management is the processes‚ tools and techniques for managing the people-side of change. Change management is not a process improvement method. Change management is a method for reducing and managing resistance to change
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Between Learning Outcomes and Learning Objectives? Learning Objectives: • tend to describe specific‚ discrete units of knowledge and skill • were useful during the 1970’s and 1980’s when attempts were made to describe workplace activities as specific tasks to be completed • can be accomplished within a short time frame - still may be relevant for a class period • tend to be statements of intent; do not necessarily suggest that the behaviour has been demonstrated Learning Outcomes: • describe
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