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| Message From: smitaa |
Total Posts: 17 |
Rank: Beginner |
| Post Date: 22/02/2007 03:54:31 |
Points: 85 |
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Dear Friends, Bill McCarthy of Penna consultants addresses six common reasons why organizational change fails and suggests an approach that focuses on people within a “before, during and after” timeframe. McCarthy's 6 reasons why organizational change fails are:
1. People planning comes last (Organizations plan the financials, the operations, the marketing and selling, but few plan the people dimension).
2. The role of managers is disregarded (while they are pivotal for winning hearts and minds)
3. Communication fails to win hearts and minds (too mechanical; leaders' passion and the vision for the future not communicated)
4. Individual agendas are ignored (failing to address the “what’s in it for me?” agenda)
5. Engagement isn’t measured (You’re then unclear about the support they need until it’s too late and productivity and profitability already suffer)
6. Lack of a project manager (Inadequate project management)
In order to deal with these frequently made mistakes, McCarthy suggests an organizational change approach with a focus on people within a “before, during and after” timeframe in three layers (levels) of activity: the organization as an entity, the managers; and the individuals.
The rest of McCarthy's article can be found in Strategic HR Review (Volume 4 Issue 1 November/December 2004). More feedback on this ? Regards Smita |
| Message From: debbie74 |
Total Posts: 16 |
Rank: Beginner |
| Post Date: 22/02/2007 06:32:00 |
Points: 80 |
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Dear Colleagues,
I just want to add my voice to the issue of Change Management, to me the following would be highly needed for any substantial impact to be made in the area of an Organization wanting a CHANGE.
Firstly, there must be Executive/Board/ Management willingness to buy into the concept of Organizational Change otherwise anything in progress would be in futility.
Secondly,the People in the Organization must buy-into the idea as well, they must see the need for a change perosnally and corporately too.
Thirdly, there must be raised a Change Project Manager who must be commited and preferrably from amongst the Management Team.
Fourthly, certainly there would be divervsity of ideas, opinions, concepts and perceptions-all these must be harmonized and managed properly
for the good of the organization.
Closely, linked to point one is the issue of finance-when Management buys into the Change Project itself any fund related tasks or assignment would be almost if not automatically endorsed as long as it is reasonable.
In addition, Change Project Manager must give regular feedbacks to Management and the People as often as possible so as to know how to align as changes progress.
These are issues that I feel could assist in making Change Management Possible in a corporate environment.
Thanks. Debbie |
| Message From: masterhr |
Total Posts: 21 |
Rank: Beginner |
| Post Date: 22/02/2007 06:33:49 |
Points: 105 |
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I agree to what has been expressed in the previous posts.
Readiness on several fronts and different areas.
Is the Organisation ready for the Change
Is the Top Management ready for the Change
Is the Middle Management ready for the Change
Is the Workforce ready for the Change
Is the Work Culture ready for the Chnage
Is the Orgaisational Skill Set / Competency ready for the change
The readiness of all these stakeholders and their skill set upgradation is a crucial factor to be considered even before we begin any implementation which would result in enterprise wide change.
Only after we have an idea of the Readiness can we even strategize Change effeectively. Execution will follow strategy.
Thanks and Regards, master hr |
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