Change management is omnipresent in organisations as companies have to transform constantly. This applies not only to large corporations operating in an international context, but also to small and medium-sized enterprises (SMEs). Yet executing a change project is accompanied by great challenges and most change initiatives are not entirely successful. Despite the fact that SMEs are the backbone of the German economy little empirical work has been done concerning change management in these companies. Tim Fritzenschaft explores the issue how SMEs can deal with resistance to change and which critical success factors of change management are most important in a transformation project.
The overwhelming majority of a software system’s lifespan is spent in use, not in design or implementation. So, why does conventional wisdom insist that software engineers focus primarily on the design and development of large-scale computing systems? In this collection of essays and articles, key members of Google’s Site Reliability Team explain how and why their commitment to the entire lifecycle has enabled the company to successfully build, deploy, monitor, and maintain some of the largest software systems in the world. You’ll learn the principles and practices that enable Google engineers to make systems more scalable, reliable, and efficient—lessons directly applicable to your organization. This book is divided into four sections: Introduction—Learn what site reliability engineering is and why it differs from conventional IT industry practices Principles—Examine the patterns, behaviors, and areas of concern that influence the work of a site reliability engineer (SRE) Practices—Understand the theory and practice of an SRE’s day-to-day work: building and operating large distributed computing systems Management—Explore Google's best practices for training, communication, and meetings that your organization can use
Without change, there can be no progress. To influence change, organizations attempt to harmonize internally and become accustomed to dealing with a variety of situations that may require a number of solutions. Evidence-Based Initiatives for Organizational Change and Development discusses what helps or hinders the organizational-change-and-development-related agency and provides practical insights and lessons to be learned from many reflections on evidence-based OCD practice. Featuring research on topics such as human resource development, organizational behavior, and management consultancy, this book is ideally designed for business academics, organizational change leaders, line managers, HRD professionals, OD/management consultants, and executive coaches seeking coverage on the implementation of OCD intervention strategies and the associated changes in management processes.
From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work.
The importance of effective use of resources within a business is paramount to the success of the business. This includes the effective use of employees as well as efficient strategies for the direction of those employees and resources. A manager’s ability to adapt and utilize contemporary approaches for maximizing both individuals and organizational knowledge is essential. The Handbook of Research on Contemporary Approaches in Management and Organizational Strategy is a pivotal reference source that provides vital research on the application of contemporary management strategies. While highlighting topics such as e-business, leadership styles, and organizational behavior, this publication explores strategies for the achievement of organizational goals, as well as the methods of effective resource allocation. This book is ideally designed for academicians, students, managers, specialists, and consultants seeking current research on strategies for the management of people and knowledge within an organization.
In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change.
This guidance is the essential reference text which accompanies the ITIL Practitioner qualification. Fully integrated with the ITIL Practitioner syllabus, this publication is also a practical guide that helps IT service management (ITSM) professionals turn ITIL theory into practice through case studies, worksheets, templates and scenarios.
Master's Thesis from the year 2017 in the subject Business economics - Business Management, Corporate Governance, grade: 1,3, The FOM University of Applied Sciences, Hamburg, language: English, abstract: With the purpose of gaining a unified understanding of the intention of this master thesis, the following sections provide not merely the background of the research topic, but also postulates the objective of the paper including the working hypothesis and an overview of the used methodology. “Speed of change is the driving force. Leading change competently is the only answer” In recent years, dealing with change and transformations has become a crucial task for managers and their organizations as companies executed comprehensive and deep reaching change projects. It is out of the question that companies simply have to change in order to be successful in the long term. As a result, working routines in today ́s organizations are subject to constant change and transformation arises in ever industry and branch, regardless of the size of the business and the number of employees. Today, change management can be stated as an essential task for managers and leaders as organizations have to adapt to change constantly in order to keep operating profitably. Reasons why companies undertake such complex transformations are manifold and comprise different aspects like the reorganization of business divisions, mergers & acquisitions, cost reduction and the overall rehabilitation of companies. The specific competence and knowledge to manage and supervise change projects in an adequate and fruitful manner is a crucial factor of an organization to compete in an ever increasing competitive environment. Companies have to adapt to fast changing markets and customer requirements in a short period of time in order to secure their success in the long run. Therefore, change management is a fundamental aspect for every organization, as implementing and successfully managing change is strictly a matter of survival. Paradoxically, although the successful implementation and managing of change and transformation has become such an essential subject for organizations, it is often executed without the necessary diligence respectively carefulness and therefore, without success. Most of the researches investigating the topic of the success of change projects such as KOTTER, MCKINSEY and KPMG state that approximately only thirty percent of all transformation projects are carried out successfully. However, the researches do not attest a total failure for most of the change initiatives, but transformation projects often do not fulfill the set targets regarding scope, budget and timeframe.
The issue of what defines project success (or failure) is complex and often elusive, and dependent on the perceptions of different stakeholders. In this enlightening book Emanuel Camilleri examines the key factors bearing on perceived success or failure. This book is not just about project management, it goes much deeper into the topic of project success by prescribing a project success framework. In chapters dedicated to factors such as leadership, teams, communication, information management and risk management, the author shines a light on the key behaviours in which project managers and others engage and how those behaviours predict success or failure. Practising project managers, project board members and sponsors, struggling to manage conflicting stakeholder expectations, complexity and ambiguity, will learn which factors are vital to determining successful outcomes. Finally, having highlighted the particular skills, abilities and attributes identified by the research, Dr Camilleri offers a diagnostic model for assessing an organization's preparedness for undertaking and successfully managing major projects. Project Success provides a valuable contribution to the literature on this subject, and its application delivers practical guidance that will be welcomed by project professionals at all levels.
