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Top 10 Change management skills for managers

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Change management has become the motto for many film business. But it need not be as uncomfortable as it is known

We can choose to set managerial our stalls out to embrace change and see it as new challenges that stimulate and test us -. Or we can face the other way and pass.

For us as management, skills that we need to manage change are in constant demand. When you work in a focused way with careful preparation and planning, the film can be minimized

Change can be positive and stimulating experience in your business or organization – .. If you let it be

There Best change management efforts to establish a simple, almost imperceptible steps – as little course correction a 747 Jumbo allows the ocean to get to the destination

Great management changes create excellent results, because they .. ..

1. Communication Well

They invest their time in regular and open dialogue with their people (the informal as well as formal) and embrace them to find a win-win solution to change.

2. Have a clear vision

Really understand where the company is going to conclude cooperation visioning work with people and are able to share it enthusiastically and effectively .

3. comply

Any activity within the change process is provided in accordance with fair, reliable and honest program – no exceptions for anyone – even themselves.



4. Have Great Rapport

Easy change strategies delivered because these leaders have already sown the seeds by building close relationships with their people.

5. Are Trusted

people to know their leader cares and is doing the best he or she can benefit as many as possible. Their behavior is so that their people trust them as far as possible because their experience here to show them that they can.

6. Plan well

Good management changes have considered all possibilities (often under advisement from his people through dialogue); has decided the best value issues and have checked what and what does not, no surprises.

7. Have a disciplined approach

They stand up well to the proposed method and timetables for changes to be made, to build confidence in themselves, whilst ensuring that their team sees they mean business.

8. Stick to their guns

best change managers do not change from accepted the results, what emotional stresses they face, and they are still able to show flexibility where common sense dictates so. The outcomes are fixed.

9. Treat People Well

They respect people for themselves and treat them with respect and dignity in this often tense times, go the extra mile to provide advice and support up to a point where the individual must fully understand that change is going to happen.

10. Are the results Focused

make decisions based on true value creation and use very objectively as urgent goal. They lose sight of the purpose of the changes they underwrite it enthusiastically, even if it has been placed organizationally them.

Good managers change are able to respect themselves with the people, because the professional approach and how they work with their people as they progress to change the function.

Often, the best change managers able to put habits change as simply a way of life and people embrace it as such, with a zest for challenge.

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Change leadership qualities – The Renewable Leader

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Harvard professor, and change leadership and management thought leader, John Kotter defines adaptive organization as one of high receptivity to change and innovation, where risk-taking is encouraged, and where people are pro-active and supportive of each other both professional and personal. Perhaps most importantly he highlights the importance of trust -. Between employees and other employees of, and between non-management and management employees

Corporate culture analysts Lisa Jackson and Gerry Schmidt defining leader adaptive organization leader who applies, and benefits from, strategic advantage as a result of having build and motivate teams and individuals who are receptive to change, which have the ability to adapt quickly and resourcefully to opportunities and threats. . They call this type of leading a “Renewable Leader”

Given that we now operate in an environment where marginal change is growing – and continues to do so, and is closely related to the introduction of a flat world, horizontal management, successful change leadership no longer enjoy the luxury of making decisions that affect many without reference to and inclusion of many of its decisions.

Engagement and empowerment are now appropriate buzzwords. However change leaders choose to interpret these words, and if they choose to deal with them, inevitably present reality is challenging. Otherwise, the market environment increasing change in many areas, and in other workforces hand with growing expectations of being “kept in the loop” and the quality of working life.

In this “horizontal world”, where information is available for all and pop culture fueled by technology and the proliferation of social media channels and tools requirements and allows for the exchange almost immediately comment on gossip, opinion and facts, people want and expect to participate and they will, and not resist changes imposed on them.

In this context, the leadership qualities required are all about facilitative leadership style based team structure and creates an environment where people make better quality and faster choices and decisions that are aligned with organizational vision.

This does not come naturally to many organizational leaders centuries, ripe and persist in the comforting routine of “command and control”.

So how does a leader become a “renewable leader,” what are the leadership qualities that make this possible? What does “participation” and “empowerment” mean in practice?

(1) Pull command and control

This means moving away from fixed reactive mode so many senior executives – especially prevalent here in the UK where I live – and leave the faith and practice that only managers and organizational leaders have any monopoly on “what if” scenario planning and leave even more dangerous idea that only they can see the changes and make contingent measures to deal with it.

(2) Understanding and accepting change is normal

The simple, obvious yet frightening reality is that change is natural and change is normal.

Renewable leaders understand this, and rather than think and work in terms of opposition and how to deal with it, they focus on building institutions with the capacity, capabilities and culture are changing friendly and change responsive.

Renewable leaders see strong competitive advantage in working on this.

Renewable leaders start by becoming friendly change themselves, they develop this among the management team, and they develop it over the whole of their networks.

(3) Show and build trust

Renewable leaders understand the importance of trust and how trust is built when they take the time to explain decisions, when they take time to connect decisions organizational vision and strategy, and when they take the time to ensure that everyone understands them.

People need and want to see the connection between what they are asked to do and the bigger picture.

Lisa Jackson and Gerry Schmidt says that a very tangible sign of high-trust organization is one in which “decision rights” operating smoothly; and this only happens when everyone is very clear about who has the power to make choices and management, and employees respect this limit.

It has taken time to build this level of trust. We are talking about confidence in the team know that their boss will not blame or influence their decisions; where they trust each other and that the decision does so with collaboration from the team; and where the decision is the one that serves the objectives of the whole organization.

These are the qualities of renewable leader.

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How to Manage change – 8 guided From John Kotter

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There are many theories on how to manage change. Many come from change management expert John Kotter, a professor at Harvard Business School. Kotter change introduced eight step process in his 1995 book, “Leading Change.”

Step One: Create urgency

Kotter suggests that change to be successful, 75% of the company needs to “buy into” the change. So for a change to happen there needs to be a shared sense of urgency around the need for change.

And this will result in honest and open dialogue with your people about what is happening in the market and competition. If many people start to talk about the changes you make, the urgency can build and feed on itself

Step two :. Forming a powerful coalition

To successfully convince people that change is necessary takes strong leadership and highly visible support from key people within the company

This is not just about analysis – this .. is subject to and you need to be seen to lead it

To lead change, you need to bring together a coalition or team, influential people whose power comes from various sources, including the job title, position, knowledge and political significance.

You can find effective leaders of change at all levels within the company – they do not necessarily traditional company hierarchy. It is important to get emotional commitment from these key people as you build a team to support change initiatives

Step Three :. Create a vision for Change

You need to create a clear coherent vision that people can easily understand and remember and be able to help everyone understand why you are asking them to do something.

When people have knowledge of what you are trying to achieve, and why you stand a better chance of dealing with those

Step four: Communicate vision

How effectively and consistently sharing and vision will have a major impact on the success of change initiatives.

There will be resistance and competing messages from many other sources and influence within the company, so you need to communicate frequently and powerfully, and embed it in everything you do.

It is also extremely important to “walk the talk.” What you do is much more credible than what you say. You need to demonstrate what kind of behavior and attitudes you want from your people

Step Five :. Remove obstacles

There will be resistance to change. You need to identify it early and take steps to deal with it to find and solve the root

put in place the structural changes, and constantly checking for obstacles on it -. Especially with your organization, job descriptions and performance and compensation system – it is important that these are in line with the vision

Step Six :. Create Short-term Wins

Success breeds success – early works are very encouraging and very important for morale and overcoming resistance.

can help to achieve this by placing a manageable and believe the short-term goals.

This is very much in line with Ken ideas Blanchard is “The One Minute Manager” to “catch them doing something right” [and praise them for it]

Step seven :. Build the Change

Kotter believes that many projects changes fail because victory is declared too early – he teaches that real and lasting change runs deep

This is really all about build momentum and make continuous improvements embedded part of your culture .. In practice this means keeping things fresh with new ideas and a regular review of what went right with each working to identify areas for improvement

Step Eight :. Anchor Changes in culture

Finally, to make any alterations, it should become part of the culture of the company that this is the biggest determinant of how people will behave.

It is also important to your business leaders continue to support the change. This includes the existing staff and new leaders showed. If you lose the support of these people, you might end up back where you started.

In my opinion, many aspects of Kotter’s 8 principles of how to manage the changes that resonate with, and are entirely consistent with, holistic and wide view perspective program based approach to change management.

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Change

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Change management as a general term refers to the process in which changes in the system are implemented in an orderly manner, after a pre-defined framework or model, with some practical changes. The change can be made in systems, policies, organizational outlook and ultimately in people’s behavior and activities.

The importance of change management and the importance of their jobs change is evident now more than ever. With the changing global economy, competition is tougher than ever with nation states and trade blocks developed and emerging open international markets. So if someone wants to live in this world, innovation is the key to continued existence. Organisational innovation requires a change from all levels, and everyone needs to be aware of it in order for it to be well implemented

Below are some factors that affect the successful change management :.

o Change management involves a considerable amount of planning and receptive implementation- most of all, discussion and participation of the people affected by the changes. If you simply try to force change, problems usually occur.

o The required changes must be realistic, feasible and well defined, especially when dealing with labor.

o Sometimes agencies try to sell change or set of changes in isolation, as a way to get people to buy them and accept things that are not tangible. ‘Selling’ a change in this way is not a sustainable way.

o Change the ongoing organizational behavior needs to be understood and managed in a way that people can actually cope with it. Change can be uncomfortable, so change agent understandably must have accounting effects.

Above all, with the change management processes, the key to effective treatment and the implementation of changes, no matter how large or small, is to have a proper dialogue with the people involved. You should be able to thoroughly explain why and how the change will affect their operations and organization as a whole. After all, change is inevitable, but it need not be painful.

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Change

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Handling organizational change will be more effective if you put the following simple rules of use. Achieving personal change will be effective as well if you apply the same methods as appropriate. Change management involves consideration timing and sensitive implementation, and most of all, dialogue with and participation of individuals through changes. If you force changes in individuals usually problems occur. Changes will be matter-of-fact, cover and assessable. These measures are primarily related to dealing with personal change.

Before launching organizational changes, ask yourself about the goal you want to achieve with this change, what is the reason for achieving this goal, and how will you know that the change has been achieved? Which is influenced by this change, and how they will act in response to it? How far these changes we can achieve on our own, and which elements of change we need assistance? These actions clearly connect with the privacy policy and organizational change.

not ‘sell’ change of individuals resulting transfer “agreement” and implementation. ‘Sell’ change to individuals is not a sustainable approach to succeed. As an alternative, a change needs to run and develop the approach that individuals can deal successfully with it. Change can be upsetting, so the manager has understandably be solving power.

Make sure that the people that affect change is the same with, or at least recognize the need for change, and have the opportunity to sit on how the change will be taken care of, and to participate in the scheduling of and implementing change. Utilizing “in person” communications to guard sensitive operations organizational change management. Give confidence to the management to stay in touch “in person” with his group well if they are lending you some help to tackle organizational changes. Electronic mail as well as written reports are very inadequate to put your thoughts and understanding

If you are in the view that you need to make changes without delay, to look at the causes -. The pressure really? The results will adopt a sensible time frame actually be more devastating than to preside over the devastating changes? Sudden change avoid its discussion and participation, leading to later problems that take time to resolve.

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Change

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“It is not the strongest species that survives, nor the most intelligent, but the most responsive to change”. -Charles Darwin

The world is changing faster than ever. Technological developments, financial constraints, emerging markets, restructuring and mergers, new philosophies and government legislation are all putting pressure on organizations to change. Yet the process of change is far from easy easy, and implementing it successfully makes considerable demands on the managers involved.

In our fast moving, highly competitive global market, change is continuously required, if the institution is to be competitive. Companies can not be on the cutting edge by standing still. The key to successful organizational performance lies in the skill and commitment of people. Hints for a powerful and effective management lies in understanding the nature of people, their behavior, drives, hopes, fears and expectations and the situation and the actions necessary to bring the best ceremony. To respect and appreciate people is a basic prerequisite for effective management of human resources so organizations have to create the conditions for fostering managers need to create structures and cultures that are positive and organic and develop individuals and groups fully to face coming challenges

Change Types: ..

this scenario basically four kinds of change process is emerging and prevailing in the economy

1. The first kind of change is generally a change in the structure, composition and management company due to various mergers and amalgamations took place in companies. These mergers and amalgamations are of three types. The first is the vertical integration, ie the merger of small organization with a larger organization. The second one is horizontal integration, ie similar kinds and strengths come together to form large companies,. The third is cross mergers, ie, different types of businesses in partnership to achieve greater market share and size.

2. The second kind of change process begins in the establishment of the new product on the market. Further such changes is done for two reasons, that is, follow market skimming to earn goodwill, money and reputation in the market. The second trend is marketing just to capture more market share and increase customer base with less price policy.

3. The third factor changes incorporated in each new leadership is introduced in the organization. This result in major shiftovers from policy to another can sometimes lead to production changes and some can attract Retaliation from employees.

4. Technological advances and the latest development is the fourth major driving force to start the process of change in any organization, because it can lead to major capital expenditures and complete transformation of existing structures

Major Preparation for the change :.

For any organization to integrate the amendment must prepare in advance and follow some of the following mentioned steps to handle Change:

1. To implement any changes primarily important factor is leaders must be respected and effective management so that they are effective enough to implement process changes easily.

2. Second, motivational processes and technology take the proposed manner and in such a way that each and every employee must be highly motivated enough to implement change easily.

3. Thirdly, the establishment must remove elements of complacency in it. This can be done by

-. Create the images of organizations conditions for current and future problems

-. Provide opportunities for employees to educate managers about the frustrations and problems

– Creating a discussion of the data and statistics are collected and form

– setting very high standards and expect people to meet the

Conclusion: .. – Change is a complex phenomenon. Whenever organization imposes new things on people there will be problems. Participation, inclusion and full communications are important to establish an effective process of change in an organization.

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