Business :(

Change leader

a change agent who takes leadership responsibility for changing the existing pattern of behaviour of another peroson or scoail system

Every manager's job is to act in the workplace as a

change agent

Change leader/change agent

Takes leadership responsibility to try to change the behaviour of another person or social system

Top down change

the change initiatives come from the senior management, changes have goal of improving organizational performance

Bottom up change

change initiatives come from all levels in organization, not just top management

Reactive change

responds to events as or after they occur (spontaneous changes)

Planned change

takes steps that align the organization with anticipated future challenges

Performance gap

a discrepancy between a desired and an actual state of affairs, indicate potential problems to be resolved or opportunities to be explored

Transformational change

results in a major and comprehensive redirection of the organization, frame breaking

Human nature

the many complications and planned change in organization starts with human nature

Unfreezing

the phase during which a situation is prepared for change, feelings develop that change is needed

Changing

the phase where a planned change actually takes place, change is implemented

Refreezing

the phase at which change is stabilized, managers focused on creating conditions for change's long term continuity

Force - coercion strategy

pursues change through formal authority and/or the use of rewards or punishments

Direct forcing strategy

change agent takes direct and unilateral action to command that change take place

Shared power strategy

pursues change by participation (collaboration) in assessing change needs, assumptions, values, and goals from which change will naturally emerge

Organizational change often brings with it

Resistance

Political maneuvering

change agent works indirectly to gain special advantage over other persons and thereby making them change (bargaining, obtaining control over important resources, forming alliances or granting favours)

Incremental change

bends and adjusts existing ways to improve performance, modest, frame bending version of planned organizational change

Rational persuasion strategy

pursues change through special knowledge, empirical data and rational argument (persuasion)

External forces for change include

Global economy and local economic conditions
Government laws and regulations
Technological developments and market trends
Social forces

Planned change process:

Unfreezing
Changing
Refreezing

Internal organizational targets for change

Tasks: nature of work as represented by mission, objectives, strategy, and job designs for individuals and groups
People: attitudes and competencies of employees and the human resource systems that support them
Culture: value system for organization as a whole, and norms guiding individual and group behaviour
Technology: operations and info technology used to support job designs, arrange workflows, and integrate people and machines in systems
Structure: configuration of organization, including its design features and lines of authority and communication

Why people resist change

Fear of unknown: not understanding what is happening or what comes next
Disrupted habits: feeling upset to see end of old ways of doing things
Loss of confidence: feeling incapable of performing well under new ways of doing things
Loss of control: feeling that things are being done 'to' you rather than 'by' or 'with' you
Poor timing: feeling overwhelmed by situation or that things are moving too fast
Work overload: not having physical/emotional energy to commit to the change
Loss of face: feeling inadequate/humiliated because old ways weren't good ways
Lack of purpose: not seeing reason for change/not understanding its benefits

Dealing with resistance to change

Check benefits: make sure people involved see a clear advantage in making the change, ppl should know 'what's in it for me/organization as a whole'
Check compatibility: keep change as close as possible to existing values and ways of doing things, minimizing scope of change helps keep it more acceptable and less threatening
Check simplicity: make the change as easy as possible to understand and use, ppl should have access to training and assistance to make transition to new ways are easy as possible
Check 'tryability': allow people to try change little by little making adjustments as they go, don't rush the change but adjust the timing to best fit work schedules and cycles of high/low workloads

strategic plans

Set broad, comprehensive, and long-term action directions for the organization

functional plans

Describe how different operations within the organization will help advance the overall strategy

Tactical plans and the different types of plans

Define what needs to be done in specific functions to implement strategic plans

The different types of plans include:
- production
- financial
- facilities
- marketing
- Human resource

policy

Broad guidelines for making decisions and take actions in specific circumstances

objectives

Specific results that you intend to achieve

five steps in the planning process

1. Define your objectives
2. Determine where you stand in relation to objectives
3. Develop premises regarding future conditions
4. Analyze alternatives and make a plan
5. Implement the plan and evaluate results

benefits of planning

Planning improves:
1. Focus and Flexibility
2. Action Orientation
3. Coordination and Control
4. Time management

a mission statement

A summary of the aims and values of a company/organization

time management tips

DO say "no "to request that distract you
DON' T you get bogged down in details
DO screen telephone calls, emails, and meetings
DON'T let visitors or messaging waste your time
DO prioritize important tasks
DON'T become calendar bound by letting others control your schedule
DO follow priorities

Short-range plans

Plans that cover 1 year or less

participatory planning

Includes people who will be affected by the plans and/or those who will implement them.

tools done techniques of managerial planning

1. Forecasting
2. Contingency planning
3. Scenarios
4. Benchmarking
5. Use of staff planners

intermediate gas range plans

Plans that cover 1 to 2 years

Long - range plans

Plans that cover three or more years

budget

A plan that commits resources to projects or activities

types of budgets

Financial - Project cash
Operating - plot anticipated sales or revenues against expenses
Fixed - allocates a stated amount of resources for a specific purpose
Flexible - allows resources to vary in proportion with levels of activity

zero based budget

Allocates resources as if each budget were brand new

SMART goals

Specific: clearly target key results and outcomes to be accomplished
Measurable: are worded so results can be clearly measured
Attainable: are challenging
Referred to: are referred to regularly to keep people focussed on the task at hand
Timely: are linked to specific time tables and due dates

types of managers

Top Mangers \= CEO, CFO
Senior Managers \= VP of division/functional area
Middle-level Managers \= general, Divison, regional, plant
Front Line: Supervisor, Department head, Team Leader

forecasting

Process of predicting what will happen in the future

two types of forecasting

Qualitative Forecasting
Quantitative Forecasting

qualitative forecasting

Uses expert opinions to predict the future

quantitative forecasting

Uses mathematical models and statistical analyses of historical data and surveys to predict future events

contingency planning

Identifies alternative courses of action taken when things go wrong

hierarchy of goals

Helps with goal alignment

the hierarchy triangle.

🔺
Mission and purpose
Top management objective
Senior management objective
Middle-management objective
Front line management objective

scenario planning

A long-term vision of contingency planning that identifies alternative future scenarios

benchmarking

Uses external and internal comparisons to plan for future improvements

goalsetting

A difference in how well management does by pointing people in the right direction and inspiring them to work hard

goal alignment

Goals that are set anywhere in the organization and help advance its overall mission or purpose

benefits of participation and involvement

Promote creativity and planning
Increases available information
Fosters understanding, acceptance, and commitment to final plan

Operational plan

Identifies short-term activities to implement strategic plans

Procedure/rule

Precisely describes actions that are to be taken in specific situations

strategic plans

Set broad, comprehensive, and long-term action directions for the organization

functional plans

Describe how different operations within the organization will help advance the overall strategy

Tactical plans and the different types of plans

Define what needs to be done in specific functions to implement strategic plans

The different types of plans include:
- production
- financial
- facilities
- marketing
- Human resource

policy

Broad guidelines for making decisions and take actions in specific circumstances

objectives

Specific results that you intend to achieve

five steps in the planning process

1. Define your objectives
2. Determine where you stand in relation to objectives
3. Develop premises regarding future conditions
4. Analyze alternatives and make a plan
5. Implement the plan and evaluate results

benefits of planning

Planning improves:
1. Focus and Flexibility
2. Action Orientation
3. Coordination and Control
4. Time management

a mission statement

A summary of the aims and values of a company/organization

time management tips

DO say "no "to request that distract you
DON' T you get bogged down in details
DO screen telephone calls, emails, and meetings
DON'T let visitors or messaging waste your time
DO prioritize important tasks
DON'T become calendar bound by letting others control your schedule
DO follow priorities

Short-range plans

Plans that cover 1 year or less

participatory planning

Includes people who will be affected by the plans and/or those who will implement them.

tools done techniques of managerial planning

1. Forecasting
2. Contingency planning
3. Scenarios
4. Benchmarking
5. Use of staff planners

intermediate gas range plans

Plans that cover 1 to 2 years

Long - range plans

Plans that cover three or more years

budget

A plan that commits resources to projects or activities

types of budgets

Financial - Project cash
Operating - plot anticipated sales or revenues against expenses
Fixed - allocates a stated amount of resources for a specific purpose
Flexible - allows resources to vary in proportion with levels of activity

zero based budget

Allocates resources as if each budget were brand new

SMART goals

Specific: clearly target key results and outcomes to be accomplished
Measurable: are worded so results can be clearly measured
Attainable: are challenging
Referred to: are referred to regularly to keep people focussed on the task at hand
Timely: are linked to specific time tables and due dates

types of managers

Top Mangers \= CEO, CFO
Senior Managers \= VP of division/functional area
Middle-level Managers \= general, Divison, regional, plant
Front Line: Supervisor, Department head, Team Leader

forecasting

Process of predicting what will happen in the future

two types of forecasting

Qualitative Forecasting
Quantitative Forecasting

qualitative forecasting

Uses expert opinions to predict the future

quantitative forecasting

Uses mathematical models and statistical analyses of historical data and surveys to predict future events

contingency planning

Identifies alternative courses of action taken when things go wrong

hierarchy of goals

Helps with goal alignment

the hierarchy triangle.

🔺
Mission and purpose
Top management objective
Senior management objective
Middle-management objective
Front line management objective

scenario planning

A long-term vision of contingency planning that identifies alternative future scenarios

benchmarking

Uses external and internal comparisons to plan for future improvements

goalsetting

A difference in how well management does by pointing people in the right direction and inspiring them to work hard

goal alignment

Goals that are set anywhere in the organization and help advance its overall mission or purpose

benefits of participation and involvement

Promote creativity and planning
Increases available information
Fosters understanding, acceptance, and commitment to final plan

Operational plan

Identifies short-term activities to implement strategic plans

Procedure/rule

Precisely describes actions that are to be taken in specific situations

strategic plans

Set broad, comprehensive, and long-term action directions for the organization

functional plans

Describe how different operations within the organization will help advance the overall strategy

Tactical plans and the different types of plans

Define what needs to be done in specific functions to implement strategic plans

The different types of plans include:
- production
- financial
- facilities
- marketing
- Human resource

policy

Broad guidelines for making decisions and take actions in specific circumstances

objectives

Specific results that you intend to achieve

five steps in the planning process

1. Define your objectives
2. Determine where you stand in relation to objectives
3. Develop premises regarding future conditions
4. Analyze alternatives and make a plan
5. Implement the plan and evaluate results

benefits of planning

Planning improves:
1. Focus and Flexibility
2. Action Orientation
3. Coordination and Control
4. Time management

a mission statement

A summary of the aims and values of a company/organization

time management tips

DO say "no "to request that distract you
DON' T you get bogged down in details
DO screen telephone calls, emails, and meetings
DON'T let visitors or messaging waste your time
DO prioritize important tasks
DON'T become calendar bound by letting others control your schedule
DO follow priorities