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Change Management Introduction for New Supervisors

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A brief overview of change management and the Supervisor role

Publicado en: Empresariales
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Change Management Introduction for New Supervisors

  1. 1. Change Management Overview for new Supervisors Readiness Change Work Return to New NormalUpdated July, 2016 RobinWeldon Cope
  2. 2. Summary This is a quick look at change management for supervisors without previous experience of formal change management processes. 1. Convince of Urgency 2. Build Helpful Teams 3. GetVision Right 4. Communicate Individually 5. Authority = Responsibility 6. Create wins early 7. Persistent Change 8. Sticky LearningCreate Climate Engage Implement & Sustain John P. Kotter, 8 Steps for Change
  3. 3. Common ChangeTypes Type Definition Organizational Change Largely people focused, manages enterprise change such as reorgs, culture shifts, sweeping process change or M&A. Communicating change reduces resistance persistence and can result in faster change. Program Change Management Controls changes to ongoing project(s) ensuring overall program goal attainment. There may be specific projects under a program. Project Change Management Controls change integration specifically into different project phases. Usually includes reporting and control of scope and schedules, cost, quality and risk assessments. Departmental/Team Change Management Manages desired improvements or changes such as changing priorities, new product introduction, changes to budgets and resources. Individual Change Management Enhance or correct specific employee behaviors using communication, feedback. Supervisors commonly use performance or peer reviews as one tool. These change types work together and can result in lasting, positive change for an organization and its employees. Supervisors are SO important to a positive outcome!
  4. 4. Readiness • Assess Scope and Objectives • Assess Readiness & Expectations • Plan Communications • Establish Sponsorships &Teams • Train About Change Management • Plan ChangeTraining Development and Delivery • Identify Pre and Post-Change Measurements Yes.We need to change, especially that other department. Yay! Someone is going to fix things. I reached 120% of my goal why would I want to change? Yes.Things need to change around here. I could do so much more. I want the organization to change. I do not need to change.
  5. 5. ChangeWork • Change & Corrective Activities • Solicit Feedback throughout change work • Communicate to staff from Immediate Supervisors • Tracking and Reporting • Review and track completely • Be honest and thorough • Accuracy is key • Incorporate a few on-the-fly Executive needs but retain control • Resistance Management • Resistance is normal • Know what to do with persistent resistance • Communicate through Immediate Supervisors andTop Executives CommonTerms Change Control Board (CCB) : Committee formed from various business areas with authority/responsibility to control change process. Project Management Office (PMO): A specific group of people or a vendor who provides oversight and control of a project.
  6. 6. Return to New Normal • Recognition of Progress and Acceptance • After Project Review – How was the project run? • Process Changes – Update procedures, documents, etc. • Post Change Review – Results Employee Change Design Involvement Peer & Supervisor Communication & Persistence WIFM and Training Employees support change they help create Don’t forget!
  7. 7. Organizational Change Individual Change Org + Individual = Best Change Change Introduced GroupWIFM New Hierarchy Role Reviews & TrainingProjected Change to Groups Management Commitment & Control Individual Communication Identity Impact Role Commitment Emotional Reaction Behavioral Reaction Whether or not the organization follows a clear change management process, Individuals react when change happens. Impact can be positive or negative. An organization and its supervisors can plan to influence the emotional and behavioral outcome.
  8. 8. Resistance Persistence • Planning is a Priority – Prepare for Resistance • Combining individual, program, project, and organizational change plans can close the shift the adoption curve bringing about change faster • Change takes time, money, and effort • Innovators and Early Adopters are different, not better – shape plans that give all employees opportunities for success. (Change Adoption Portion - Everett Rogers, StanfordUniversity (1995).) Innovator Early Adopter Early Majority Late Majority Laggard Early Adopter Early Majority Late Majority Laggard Change and Resistance Persistence Adoption Resistance
  9. 9. Conclusion In conclusion, change management can be effective with proper planning, clear objectives, and clear expectations. Just like anything a business does successfully, understanding goals, creating the right team, applying proper controls, and communicating at the right time in the write way can make the difference. Supervisors are pivotal players to change management. Be prepared to give your time to the process if you want to be successful. Be courageous and voice your ideas and concerns when you have them. Communicate! For more information about this presentation, contact: RobinWeldon Cope 808.457.2779 robin@weldoncope.com https://www.linkedin.com/in/robinwc Readiness Change Work Return to New Normal
  10. 10. References Cable, D. M. &Welbourne,T. M. (1994). Organizational change and the identity cycle: Understanding the effect of change on individual attitudes and behaviors through a combined social identity theory/identity theory perspective Kotter, John P., (2012). Leading Change Rogers, Everett, (1995). Diffusion of Innovations

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