Organizational Change Management

A colleague of mine says that people don't mind change and they don't necessarily fear it - but that they do fear what is required to make a change. So, in effect, when organizational change is proposed and employees begin to have "fear conversations" ("I wonder what job moves are going to come about as a result of this. . .?" "Where is all this heading. . .?" " What kind of shake-ups will there be at the top?") what they're actually expressing is a fear of how the change is to be instituted. Organizational psychologists are highly attuned to change constructs, to the organizational purposes that they serve, and the opportunities and advantages that they provide for organizations. For all the positive aspects that change provides, we nevertheless find dichotomized thinking about the change process, when we work with the employees of a corporation undergoing change. From one prospective, we find that the organization's members endorse the end result of change and the advantages that this can bring. They can see, for example, that changes can offer greater efficiencies and improved and easier ways of doing things; increased corporate profits and a chance at higher salaries; a heightened competitive edge and greater market status advantage for the company. While acknowledging these benefits, what they talk to us about, however, are the actions and details that will occur between the time change is initiated and when the change has been effected - that is, the path that is to be traveled to make the change is of the greatest concern.

Because change is so all-pervasive in modern organizations, two of the most critical elements of leadership are initiation and management of change. Most managers have had limited training in the specifics of leading organizational change and have little idea of the ways that their employees perceive and experience change. And, yet, much of the day-to-day work of the manager involves addressing marketplace opportunities - most of which require change to the organizational structure and its employee functioning. The greatest determinant of the future success of an organization is the CEO and leadership team's ability to address change by formulating and articulating a clear vision and carefully-crafted strategic reactions.

\"change Management\"

Change in complex organizations requires management of the interplay of emotions and cognitive processes. Managers, on the whole, lack the knowledge and background to deal with imminent and forced organizational changes. The modern, dynamic business environment requires large numbers of changes to be made during any given year, from an ever-widening range of change choices. Without training in this area, managers often resist change or avoid organizational transformation effort. When faced with the need to change, resistive actions on the part of the organization's leaders can precipitate a process that results in rapid deterioration of the organization. Sound knowledge of organizational change processes, on the other hand, allows leaders to view change as an opportunity that can be guided and managed for greater gains.

From these two different approaches to organizational change - change resistance or change management - two differing belief systems emerge. The belief of the "change resistant" manager is that change will bring instability, upheaval, unpredictability, threat and disorientation; the "change embracer," on the other hand, sees change as an opportunity -- a chance for rejuvenation and innovation as well as progress and growth. In effect, the difference in the two approaches is a that of viewing change from a perspective of fear and anxiety, or from one of excitement and confidence.

From our experiences in organizations, there is no doubt that confident managers deal with change management most effectively. To arrive at a point where they are poised and assured of handling organizational changes, managers will have devoted themselves to constant and continuous learning. Dedicated learners gain the ability to gather large amounts of current knowledge that allows flexibility to react with dexterity and skill to crisis situations. Learning managers also come to know the culture of their organizations, and, consequently, are adept at persuading and reassuring employees to follow their lead in instituting change propositions.

From our many experiences of working as consultants in organizations, the professionals in my company have gleaned the following precepts of managing change:

1-- STRUCTURE AND POSIT THE CHANGE PROPOSITION WELL

Managers need to be able to clearly and completely describe and justify the changes that they propose. In order to prepare their employees for change, they need to have researched the topic well in order to be able to clearly delineate: 1) the reason for the change; 2) the proposed actions to be taken; and 3) the expected results. Good data to support the need for change are critical. The data need to be provided, along with sources for employees to find background and technical information for the proposed changes on their own. Providing information sources for employees encourages an informed workforce and also promotes the growth of an organizational population of learners.

2 -- ANTICIPATE RESISTANCE AND REACTION

The manager should know the employees and the organizational culture well enough to be able to anticipate those who will be resistant to change. Preparations for emotional reactions to change can be accomplished by developing strategies for use in specific situations. Change scenarios can offer sound operational approaches for most circumstances. If there are departments or other "pockets" of personnel who are likely to resist the changes, the manager and his staff will want to work with these members either in groups, or one-on-one, as appropriate.

3 -- TALK OPENLY ABOUT THE CHANGE REACTIONS

The manager, or an expert hired to assist with the intricacies of individual behavior in change situations, will need to confront employee fears and reactions to the change. There is a need to talk openly about plans for change and the actions relating to the change as well as to work with individual employees to assist them in addressing their concerns. As a part of this process, employees will need to determine "what's in it for me" -- this might simply be that the company, and they along with it, will prosper under the new directions. Once there have been discussions to promote greater understanding, employees can begin to think seriously about their roles in the change process.

4 -- INSPIRE TRUST AND TEAMWORK

The focus of the work with employees during the planning and initiation stages of change will be on engendering employee trust and inspiring teamwork. When goals are explained well and management credibility and integrity exists, it will be possible to transform employee reactions of anxiety to an endorsement of changes. Trust and team building is a topic requiring lengthy discussion, as there are prescriptive processes that will need to be followed. To accomplish this phase of change, leaders will need to research the topic well; or, alternatively, employ experts who can guide the organization's members through formal teambuilding and organizational development processes.

5 -- ALLOW OWNERSHIP OF THE CHANGE PROCESS

The desired outcome for teambuilding is to have employees feel that they own the change process as well as the path that is to be traveled to secure the change. Great value is derived from the employee dedication and rejuvenation that comes from feeling ownership of the change process. When an employee is feeling in charge of the process and of his own fate, there is certainty that the desired change will be accomplished. This level of confidence also fosters inspiration, new ideas, and innovative ways of doing things that result in a high rate of overall achievement.

6 -- LEADERS MUST LEAD

Throughout the change process, from the planning. . . to the introduction of change . . . to the implementation, the leader must lead. That is, employees must be convinced, in both words and actions, that the leader is fully behind the change processes. Members of the organization must be able both to know and to sense that the direction of change is well understood and highly endorsed by the leader, and that the leader harbors no doubts about the proposed course of action leading to greater organizational benefit and commercial gain for the organization. Good information about the organization's position and the need for change, a clear plan for action, and absolute faith in the success of the actions to be undertaken will be interpreted positively by employees. A leader that proposes change must be certain of the commitment and skill in leading the change efforts. It is for these challenging change efforts that confident leaders are most needed.

In summary: A leader must be willing to embrace change processes with clarity and enthusiasm; must have identified the need for change through avid learning processes; must be able to transmit a commitment to the change as well as to one's employees throughout the process; must be willing to work with individuals, groups and teams to establish the right path to accomplish the change; must be willing to share the ownership of the change processes and to compromise and deviate, where needed, from the original plans in order to ensure that others assume important roles in the process. And, above all, the leader must exhibit the courage and conviction that engenders respect and confidence from others in the organization; that allays most doubts; and that inspires employees to greater levels of performance and accomplishment.

Organizational Change Management

Dr. Billie Blair heads the organizational development firm, Leading and Learning, Inc., a firm of 30 business, education and health care professionals who have expertise in management practices and change associations in organizations and corporations.

Dr. Blair has a doctorate in organizational psychology and has worked with executives and CEOs for the past 25 years to institute strategic planning processes, manage organizational change, assess employees for growth potential, and lead processes of change within their businesses and institutions, including serving as a professor of management/leadership and as a college dean in California's largest public university system.

In offering the services of Leading and Learning, Inc. to leaders who appreciate the need for continuous learning in their organizations, Dr. Blair states that her firm "works with executives in organizations to finalize strategic goals and to help these leaders efficiently and effectively deal with change."

(For more information on this topic, see: Blair, 2006, Organizational Development and Teambuilding @ [http://www.leadinglearninginc.com])

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Children Anger Management Tips

Kids with unmanaged anger can grow up to face big problems. That is why it is so important to help your child learn to process negative emotions in appropriate ways from an early age. You can help them by trying helpful children anger management tips. Even toddlers can learn a little bit about self-control, although tantrums to a certain extent are bound to occur. Here are some children anger management tips that may help your family enjoy a more peaceful home environment.

Young Children Anger Management Tips

Management

If you have toddlers or even preschoolers, you know that they are still learning to control their tempers, especially in public. Many parents are looking for young children anger management tips, and will eagerly accept suggestions from their parents, educators, and community leaders. It is important to remain calm during tantrums and outbursts, but also to be firm and consistent in issuing discipline so your child will take you seriously. Young children anger management tips include timeouts and distracting little ones from disgruntled emotions when they threaten to burst into angry behavior.

Teen Children Anger Management Tips

When dealing with teen children anger management tips, you may have to substitute diplomacy and tact for discipline in this age group. Learn how to be a good listener, quietly asking your son or daughter about their day at school, friends, social activities, and concerns or problems. When you see that they are visibly upset about something, calmly explore that area by asking more focused questions or inviting discussion. In addition, you may want to talk about acceptable ways of expressing displeasure or irritation, such as avoiding certain situations, politely asking for substitutions, or suggesting alternative ways of doing something. Let your kids know in clear terms which behaviors will not be tolerated, such as the use of profanity, throwing things, slamming doors, or refusing to cooperate with housework or homework. You can post the rules on the refrigerator and even invite your teen to help write the guidelines, along with suggesting appropriate consequences for infractions.

Teen children anger management tips might include rewards for self-control and appropriate anger processing. Rewards could be extra time on the computer, telephone, or television or reduced household chores for that week. Kids need to see a balance between love coupled with forgiveness and discipline linked to consequences. Let your teens know you are on their side, but that as they mature, they must become responsible for managing emotions, including anger, in adult-like ways that are socially acceptable.

Raising kids is harder than ever these days. Questionable or negative role models, me-centered self-gratification, and dwindling social restrictions encourage children to express unrestrained emotions that can wreak havoc on families and society. If you feel that your children are starting to display signs of uncontrolled rage, visit websites like anger-management-information.com to learn more about anger management training generally, and for specific examples of children anger management tips. Then talk to your child's teacher or a social services worker for more information about getting your child the help that is needed for anger management.

Children Anger Management Tips

Steve Hill offers some effective anger management tips for children. Learn how to live without anger in your or your family’s life. Read more informative anger management articles and information at:

anger management teen/child resource

anger management info [http://anger-management-information.com/blog]

Steve also has a website at: stuttering therapy.

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Maslow Theory of Motivation - The Basis of Successful Change Management

The Maslow Theory of Motivation also known as "Maslow's Hierarchy of Needs" model was developed between 1943-1954, and first widely published in "Motivation and Personality" in 1954. Starting from the premise that each human being is motivated by needs that are inborn, presumably as a result of tens of thousands of years of evolution, here is the hierarchy in ascending order:

(1) Physiological needs

\"change Management\"

These are the very basic needs such as air, water, food, sleep, sex, etc. When these are not satisfied we may feel sickness, irritation, pain, discomfort, etc. These feelings motivate us to alleviate them as soon as possible to establish homeostasis. Once they are alleviated, we may think about other things.

(2) Safety needs

These have to do with establishing stability and consistency in a chaotic world. These needs are mostly psychological in nature. We need the security of a home and family. However, if a family is dysfunction, i.e., an abused child - cannot move to the next level as she is continuously fearful for her safety. Love and a sense of belonging are postponed until she feel safe.

(3) Love and needs of belonging

Humans have [in varying degrees of intensity] a strong desire to affiliate by joining groups such as societies, clubs, professional associations, churches and religious groups etc. There is a universal need to feel love and acceptance by others.

(4) Self-Esteem needs

There are essentially two types of esteem needs: self-esteem resulting from competence or mastery of a task; and the esteem and good opinion of other people.

(5) The need for self-actualisation

Maslow theory of motivation proposes that people who have all their "lower order" needs met progress towards the fulfilment their potential. Typically this can include the pursuit of knowledge, peace, esthetic experiences, self-fulfillment, oneness with God, nirvana, enlightenment etc. So ultimately this is all to do with the desire for self transcendence.

A paradigm shift that forms the basis for good leadership and successful change management

The Maslow theory of motivation brought a new face to the study of human behaviour. Maslow was inspired by greatness in the minds of others, and his own special contribution to the field of motivational psychology led to the creation of the concept of Humanistic Psychology. Most psychologists prior to Maslow had focused on the mentally ill and the abnormal. In complete contrast the Maslow theory of motivation investigated and attempted to define positive mental health.

In so doing, he instigated a paradigm shift via Humanistic Psychology - predicated on the belief that humans are not simply blindly reacting to situations, but trying to accomplish something greater. This new approach represented in the Maslow theory of motivation became the source of many new and different therapies, all grounded in the belief that people possess the inner resources for growth and healing and that the point of therapy is to help remove obstacles to individuals' achieving them.

It also forms the basis of much current understanding of what constitutes good leadership and forms a major foundation of prevailing models and theories of successful change management. The most fundamental value of this theory is to emphasise and remind those of us involved in leading and managing change of the complexity and multi-facted nature of human needs and motivational drives. Closely aligned to that observation is the difficult realisation that people have transcendent needs and aspirations as well as the more prosaic needs of survival and "pay and rations".

Maslow Theory of Motivation - The Basis of Successful Change Management

See here for the full change management implications of the: " Maslow Theory of Motivation "

I invite you to take advantage of this FREE download: Starting the Change Process "

Find out the 3 main reasons for the 70% failure rate of all step change initiatives and how to avoid it. This FREE 29 page document offers a brief introduction to some of the key themes and key points that you need to consider in starting the change process.

Stephen Warrilow, based in Bristol, works with companies across the UK providing specialist support to directors delivery significant change initiatives. Stephen has 25 years cross sector experience with 100+ companies in mid range corporate, larger SME and corporate environments.

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The Importance of Assigning Tasks and Resources in Project Management

There are two major ways to estimate the lengths (i.e., durations) of tasks. The simplest way is to estimate the elapsed time of a task.

If someone says it will take him a week to do a particular task, he is probably offering an elapsed-time estimate. They generally mean that it will take him one work week to get a task done, not that it will take them 40 hours. When estimating elapsed time, people generally account for not working on the project tasks full-time, and for working on other, higher-priority tasks first.

\"project Management\"

In most projects, however, lengths should be estimated based on the amount of work, not the amount of time. That way, adding resources will shorten a task, and using resources only part-time will lengthen a task. Tasks that fluctuate like this depending on the resources assigned are called resource-constrained tasks.

There are several ways to estimate the resource time for a task. One is to let the project manager calculate the estimates based on an employee's performance on similar tasks. Another is to let the employees performing the tasks calculate their estimates, generally based on how they performed on similar tasks. A third way to estimate is to use standard metrics for generic tasks.

Although many project managers like to follow the standards established by these generic metrics, their plans are generally more accurate when they and their employees do their own estimating. It usually takes three to five projects to become proficient, but the eventual accuracy is worth the delay. Sometimes tasks will not be resource-constrained and can be estimated based on the elapsed times. Examples would be training classes or project meetings. Even though two or more people may attend a class or meeting, the length of the task does not shorten. These types of tasks are called time-constrained.

If estimates are being provided from standard metrics or project managers, them resources (i.e., employees) should be assigned after task lengths are determined. If estimates are coming from the employees performing the tasks, obviously these steps will be reversed. Regardless of the order of these two steps, one or more employees should be picked for each task that is resource-constrained.

Employees assigned to multiple tasks are often scheduled for too much work while there are simultaneous tasks to complete and not enough work when there are no task assignments. To maintain a consistent workload, resources need to be "leveled." There are only two main ways to level resource allocations: by adjusting the task schedule or adjusting the resource assignments. Project management packages generally adjust the schedule to increase the amount of time it takes to finish the project.

Remember these basic principles for assigning task lengths and resources to improve your management proficiency.

The Importance of Assigning Tasks and Resources in Project Management

John Reynolds has been a practicing project manager for nearly 20 years and is the editor of an informational website rating project management software products [http://www.project-management-web.com/]. For more information on project management and project management software, visit Project Management Software Web [http://www.project-management-web.com/].

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Change Management - Role of the Leader

Who is the leader?

The leader is the one who can alter forces that can impact the change project. Depending on the magnitude of the change, this leader might be the CEO/Executive Director, VP, department manager, etc. If the organization culture must change to accommodate a new way of working, the leader MUST be the top dog, the CEO/President/Executive Director. Company culture is created from the top of the organization. Changes to the culture must be driven by the top of the organization. If it is an interdepartmental change, it must be the person in the organization who has influence/authority over all participants. A project manager can be delegated the responsibility for executing the tasks of the change. However, the leader (sponsor/champion) remains accountable for the success of the change effort.

\"change Management\"

The majority of project managers fit into two categories. The first is a consultant-type (external or internal) who leaves after implementation. The second is a person in one of the departments affected by the change. This person returns to his/her original department after implementation and operates a part of what was implemented. Neither f these people can sustain the change across all effected parts of the organization, if the parts attempt to drift back to the old way. They are not accountable for the change results next year. The project manager can lead the work of change implementation. However, every major change needs to have an overall leader who will be accountable for maintaining the benefits on an ongoing basis. This person has to remain visible during and after the change effort. This person is the Process Owner.

The first key to a successful change effort is, obviously, for the leader to understand what the change is. The second key is to understand the impact of the change to the work and the impact to the people. As leadership is about people, the impacts to consider can include behavior changes, impacts of status changes, impacts of re-distribution of power and authority, altered relationships and responsibilities, people performing new tasks outside of their comfort zone, etc.

This leader must be the first one to make the appropriate changes in his/her own behavior, actions and attitudes. After all, leaders are role models. For example, if the change requires more open communication, then the leader must demonstrate more open communication. This is single most difficult part of any change effort. The head of the organization usually considers his/her old successful ways as the right way to lead. They are very willing to have the rest to of the organization change. But don't recognize that they drive the behavior of the organization. If they want it to change, they must SHOW the organization how to change. TELLING them how to change is not effective. Employees know that you vote with your feet. If you do not walk the talk, don't expect them to either. Being a role model is a major part of the success of change efforts.

The next key after the leader understands the "new way" is to present the vision of how the world will work during and after the implementation. This vision needs to be framed in a way that lets the people know WIIFM (What's in it for me). Once they understand the benefit to themselves as well as the company, they will release their energy to move toward the vision. This alters the mindset of the followers. All people in an organization operate under the influence of external (to them) forces: culture -company and personal, policies and procedures, etc.

But people also operate under influences that are internal to themselves (comfort zone): their mindset on power, authority, status, security, territoriality, personal competence, level of confidence, risk taking, etc. Forcing behavior changes may get you compliance. But it will not generate enthusiasm and commitment. (Side note: most change efforts target policies, procedures and technology and not how you think about the work.) A lasting change needs to alter the way people think in order to enable different behavior. This is the path of the effective leader.

People move at different paces. The people who embrace the change more quickly should need less support. The people change more slowly will need more support to get over the hump.

The fourth big key is stakeholder involvement. I know that many of you think that people resist change. I believe that this is incorrect. I believe that people do not mind change. They don't want to BE changed. People change themselves and their surroundings all of the time. They change houses, cars, jobs, hair color, spouses, etc. The difference is that in these decisions, they participated and often made the decision. Take advantage of this willingness to change. Involve them initially in understanding the What and Why of the change and subsequently in the planning and rollout. Initially, it requires patience to work through the resistance and counter proposals. Recognize that this type of interaction is the norm in an open communication environment. Utilize the energy of the early adapters to move the effort forward. Leaders enlist these people as evangelists. They will help you move others along. Make sure that you include informal leaders in a major way.

The last big key is leadership visibility in support of the project. When the leader uses his/her valuable time on the change effort, the employees recognize that it must be important. When the leader is a role model for new types of behavior, people pick up on it. When the leader communicates openly, including giving straight answers to tough questions, people begin to believe. When leaders react calmly to surprises, people have less anxiety when things do not go smoothly. When the leader follows the Deming prescription to Stay The Course, people recognize that it is not going away and they must deal with it.

The big leader will usually delegate project responsibility. But he/she must remain visible, must request status, must meet with employees and feed the findings to the project manager for action, then report back to the people on the action taken.

Lack of leader visibility and involvement is the single largest factor in the failure of change efforts. Having the top leaders engaged in the project will go a long way toward ensuring its success in transforming the organization.

Leaders have a lot of things to do, a wide range of responsibilities. The leadership activities I've described above are in addition to what already fills up their day. It is understandable that once they delegate the change activity, they move on to other things. The majority of high-level leaders have trouble sustaining this visible role. This is a wrong thought process.

If it is important enough to make a change to a large part of their organization, it HAS to be a high enough priority for the leader to stay involved. Many successful leaders find it helpful to have a mentor or a coach to offer guidance when adding this new role.

Change Management - Role of the Leader

See the article Change Management - Anatomy of Change for the best approach to a change project.

Bob Maitland is a consultant, coach and author who helps small and medium sized businesses to improve the bottom line. He assists leaders to gain higher levels of commitment from their people; aligns all parts of the company to work together to achieve the goals; and ensures the work is done efficiently and effectively freeing up resources. When you add your industry knowledge, you are on your way to becoming an Elite Company.

http://www.eliteleadershipsolutions.com
When you absolutely have to get better!

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Strategies For Managing Change - Develop Effective Change Management Models

Managing change has become the norm for small business owners in today's business environment. Most businesses will go through significant change during their business life-span. As a small business owner or manager, how you respond or handle change can be the difference between success and failure. When faced with change, you need to effectively manage it.

Due to an ongoing evolution in management responsibilities, there has been considerable change management strategies development. Some of the change management models that have historical significance are Kotter's Eight Step Change Model (which is focused on aligning the vision and mission statements to the change activities, team building strategies, empowering employees to problem solve and make decisions) and the McKinsey 7-S Model (which is focused on aligning strategy, structure, skills, systems, shared values, staff and style with the direction of change).

\"change Management\"

Over time these models have evolved to include newer change management techniques, such Lean Manufacturing and Six Sigma which are productivity and quality programs. These programs enable highly effective, interactive and inclusive change management tactics. In addition to models and programs, consider working with business mentors, coaches, or consultants to help you work through some specific change issues (for example, a merger or acquisitions.

Key Success Factors for Change:

• What's the catalyst for the change? You need to identify and create awareness of the reason for change; without that level of communication it is very difficult to engage your employees in the process and therefore it will be difficult to move forward.
  Some examples: You've acquired a new business. You're facing new, and strong, competitive activity in the marketplace. Your largest customer has gone bankrupt. Your new product is failing in the market place. Your biggest distributor is unhappy with the service you provide.
• What's the plan for change? Just like a business plan to manage your business and growth, you need an action plan to manage the change and the resistance you are certainly going to encounter. Your plan will also need to identify key risks and how you will handle those risks.
• You need to ensure that your vision statement is still valid. If yes, does it align with the direction of your change management plan? If no, update your vision statement to reflect the new direction and future for the business. Communicate the vision statement to all stakeholders; you need to ensure that everyone knows the direction the business is going.

Managing change successfully means that you need to recognize who can help lead change in your organization. You need constancy and reliability in your leaders (when everything else is changing around you). You also need to involve your employees and other stakeholders in the process as early as possible; engaging them in the change will help you move forward. Keep your focus on the action plan and handle problems using decision making and problem solving techniques. The reason for change must be valid; change can cause stress and upheaval for the people involved in the process.

When you need to manage change, you need to focus on doing it right rather than doing it fast. The culture of your organization will need to adapt, along with the functions, processes and people. Work on building awareness, understanding, acceptance and commitment to and for the change.

Strategies For Managing Change - Develop Effective Change Management Models

Kris Bovay is the owner of Voice Marketing Inc, the business and marketing services company. Kris has 25 years of experience in leading large, medium and small businesses and helping business owners effectively manage change.

For more management strategies and other small business resources and services, please visit More For Small Business.
Copyright 2008-2009 Voice Marketing Inc.

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The Importance of Cost Accounting

Managers rely on cost accounting to provide an idea of the actual expenses of processes, departments, operations or product which is the foundation of their budget, allowing them to analyze fluctuation and the way funds are used socially for profit. It is used in management accounting, where managers justify the ability to cut expenses for a company in order to increase that company´s profit. As a tool for internal use, versus a tool for external users like financial accounting, cost accounting does not need to follow the GAAP standards (Generally Accepted Accounting Principles) because its use is more pragmatic.

It creates a financial value out of the production of a product, measuring currency that is nominal into units that are measured by convention. By taking recorded historic costs a bit further,it allocates a company´s fixed costs over a specific time period to what items are actually produced during that period of time, creating a total cost of product production. Products that were not sold during that period of time produced a "full cost" of those products, recording them in a complex inventory system that uses accounting methods of its own that are in compliance with the GAAP standards. Managers are then able to focus on each period's results as it relates to the "standard cost" of any product.

\"what Is Management\"

Any distortions in expenses that were caused by calculating what the overhead of a product is versus what a unit cost is for companies that specialize in only one specific product are very minor in industries that mass produce that product with a low fixed one. Understanding why it varies compared to what was actually planned helps a manager to save a company money by taking actions that are appropriate to correct that variation in the future. Variance analysis is a very important part of cost accounting because it breaks down each variances into many different components of standard and actual one. Some of these components are material expenses variation, volume variation and labor expenses variation.

It is a very important part of the management accounting process. In order for managers to determine the best methods to increase a company's profitability, as well as saving a company money in the future, cost accounting is a necessary system in the management of a company's budget, providing important data to analyze fluctuation in company production expense.

The Importance of Cost Accounting

Executive level pay is based upon company performance. If the performance of a company is not reported in a proper manner, executives make money that far exceeds what the business is capable of and creates a false picture of a company's performance. This false reporting causes the stock market to balloon by rewarding stock to companies who do not deserve it, and these methods have a bad effect on our economy. Business accounting that honor the GAAP (Generally Accepted Accounting Practices) creates a transparent persona, an air of trust and respect, from the users of their financial statements. Read more [http://www.bigarticlepool.com/articles/The_Importance_of_Cost_Accounting_2b40a090-6a45-102c-8c43-000e0cc62f92.php].

Uma Ilango is a programmer from profession. Has lots of interest in non-technical writing too. She has written articles in several topics. Her hobbies include reading, surfing, writing and playing chess. She writes regularly at Bigarticlepool.com [http://www.bigarticlepool.com]

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Anger Management Activities That Can Help You Cope

Anger management activities can help you to find a solution to the anger you have. Actually, you can apply these anger management techniques to just about everyone at the office. The fact is that everyone finds themselves struggling with anger at varying degrees with the people that are around them. It is all too common for people to face problems with each other based on simple things that get taken out of hand. Yet, that does not minimize the need or the frustration that they face.

As a mediator, it can do a great deal of help to the whole if the group breaks down into sections and directly relates to their anger management problems. This should start with anger management activities that are centered on the individuals that need it the most. Activities should be directly controlled by the mediator to insure that nothing gets out of hand.

\"anger Management\"

An example of an anger management activity that can be beneficial is that of the group session:

· Six to eight people are in the group. The moderator (or someone in the group) will ask the questions:

- Is anyone angry at anyone in the group?

- Is anyone angry with anyone in other areas of their lives?

- Is anyone carrying a grudge that they need to get out?

· The person that has a problem will say, "I have a problem and would like to share my feelings about it." The person who the problem is directed at should agree to allow them to present their feelings without interrupting them.

· The individual with the problem presents his or her feelings. The person they are directed at (or the group) then talks about how they see the situation and they work to resolve the problem.

· The goal is to come to a conclusion about the anger and to resolve it. Not to quiet it, forget about it or to continue with the angry feelings.

· Grudges should be talked about and the person holding it should tell the person just what they can do for you to let go of that grudge. Again, working with it until it is resolved is the best way to go.

This anger management activity is just one thing that can be done. Often, anger management counseling should be done to help the individual to go through the problems as well. When the group is working on the anger management activities, it not only gets rid of the anger and frustration that is there but additionally it helps to keep the group together making them stronger.

Anger management activities are ideally present in all workforces. There are going to be problems when people work together. While problems often arise, there is no reason why they can not be addressed in a group and through anger management counseling. The whole is better for it.

Anger Management Activities That Can Help You Cope

Sandy Sizemore writes on many consumer related topics including mental health. You can find anger management activities and anger management exercises and more by visiting our mental health website.

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Tracking Success With A Goal Tracking Chart

Creating a goal tracking chart is as simple as drawing a basic grid or table. Create as many vertical columns as you have goals to include, and include a horizontal row for every sub-goal or milestone you wish to divide your goals into, plus one row on top for your "Finish By" date and one row below for your goal heading or title. [Hint: Creating a goal tracking chart poster-sized on inexpensive and brightly colored poster board ensures visibility and accountability!]
Complete and use your chart according to the instructions below:
1. Place the name of one goal, or a major section of a larger project goal, in the row of boxes at the bottom of the chart.
2. In the row of boxes at the top of each chart, in the appropriate column above each goal or goal section, place the deadline for that goal, if applicable.
3. Break down each goal or goal section into individual steps that make sense for each one (pound loss intervals for a weight loss goal, steps for completing and sending off a college application, action steps that make up a project phase, etc). Fill in the boxes in each column between the goal title and the finish date with stages involved in meeting that goal, starting with the first step in the lower-most square, just above the goal heading or title, and working your way up to the deadline. Use as many or as few boxes as you need.
4. Cross out, color in or place a sticker, etc., in each goal-step box as you complete that step. By placing several related goals on one chart, you can track whether or not one goal is getting the lion's share of your attention, and you can eliminate worry over forgetting about less vital, but still important, goals in the flurry of day-to-day life.
Large projects can easily be managed using the goal tracking chart by grouping all of the goals specific to each phase of the project together on separate charts. This way, you can ensure that all project goals are met in a timely manner, and the project as a whole is completed smoothly and efficiently, with no forgotten stepping-stones or bottlenecks.

\"project Management\"

Tracking Success With A Goal Tracking Chart

(c) Soni Pitts

ABOUT THE AUTHOR

Soni Pitts is the Chief Visionary Butt-Kicker of SoniPitts.Com. She specializes in helping others reclaim "soul proprietorship" in their lives and to begin living the life their Creator always intended for them.

She is the author of the free e-book "50 Ways To Reach Your Goals" and over 100 self-help and inspirational articles, as well as other products and resources designed to facilitate this process of personal growth and spiritual development.

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Implementation of Change Management

Change indeed is fundamental in life. The reality of the complexity and vagrancy in the environment (external or internal) is that organisations and individuals are constantly being pressurised to change in one form or the other. Change could be rapid or slow, perceptible and imperceptible, minor or substantive.

Vecchio (2006) in a tone of finality submitted that all organisations (whether profit or nonprofit, military or mutinational corporations) have no choice but to change so as to keep up with the pressure from the environment (internal and external). It is a compelling case of "change or die" (Vecchio, 2006:365).

\"change Management\"

Pressures to change can be obvious or implicit. Managers are expected to anticipate and direct change process so that organizations can benefit from it. Infact Pantea (n.d) of the University of Aard,Romania suggested that underlying the Lewin's Change Process model is that the change process eventually involves a learning experience as well as the expediency to abandon the "current attitudes, behaviours, or organizational practices".

The forces of change can sometimes be intimidating and might include forecast of changing economic conditions, changing consumer preference, technological and scientific factors, globalisation and competition, and last but not the least, changes in legal landscape.

Response to the forces of change may require strategic change or operational change. Strategic change is organizational wide and has to do with organizational transformation. While strategic change has a long term focus, operational change has immediate effect on working arrangement within a part of the organization. Operational change focuses on elements like new systems, procedures, structures or technology. Organizational change can be static (Lewin's model) or dynamic (Continuous Change Process Model).

Change management requires strategic thinking and planning, good implementation and stakeholders consultation. The change desired must be realistic, attainable and realistic.

Lewin's view of the change process provides us with a tool or model of ascertaining the need for change, its implementation and monitoring. (Lewin, 1951). Armstrong (2006) identifies a plethora of change models including those of Bechard (1969), Thurley (1979), Quinn (1980), and Bandura (1986).

Lewin's process model of planned change has the following underlying assumption:

1. Change process involves new learning as well as a paradigm shift from current attitudes, behaviours and organizational practices.

2. Occurrence of change is predicated on the existence of motivation to change. This is critical in change process.

3. People are central to organizational changes. Whatever the type of change desired at the end of the day it is the individuals that is the target of change.
4. Deisirability of the goals of change however intensive does not preclude the existence of resistance to change.

5. If change must be effective, new behaviours, attitudes and organizational practices must be reinforced.

Lewin's planned model of change comprises of three steps described as unfreezing, change and re freezing. At the unfreezing stage, there is need to create awareness to change. The equilibrium that supports the existing practices, behaviours and attitudes must be altered.

Data collection may be necessary at this stage for further analysis so that the need for change may be apparent to all. At the changing stage the goal is to transform people, structure, task and technology as indicated in Vecchio (2006: 373). The refreezing stage requires that assessment of result be carried out with a view to making necessary modifications.

New responses could be developed based on the new information received. Reecho (2006:374) has identified forces of resistance to change to include: employee desires for security, contentment with the status quo, narrow force of change, group inertia, threatened expertise, threatened power, and changes in resource allocation.

CHANGE MANAGEMENT AT ADESHINA ADELEKE AND COMPANY

Adeshina Adeleke and company comprises of a group of professionals specialising in property services it is a single line firm with headquarters in Lagos Nigeria. Adeshina Adeleke and company has branches in Abuja and Porthacourt, Nigeria and has developed competencies in Agency, Valuation and Facility Management.

It has a diversified and yet a cohesive workforce. Its workforce diversity is in terms of gender and ethnic groupings. The company has flat and yet optimally centralised structure. At the apex of the structure is the Principal Consultant who is the Chief Executive Officer.

Subordinated to it are the units/ branch heads. It has a strong and strategy ally culture. In terms of strategic grouping, the firm falls within the SME group and operate within the services segment of the property industry.

Adeshina Adeleke and company is affected by forces of change both in a systematic and unsystematic sense. The present economic downturn has a great effect on the Nigerian economy resulting in lack of liquidity in the property market. The effect of illiquidity is high property inventory for sale and to let within Adeshina Adeleke's property bulletin.

Sales and letting are down and consistently for a quarter.Sales teams could not meet their targets. The result of the performance variance analysis triggered a need for strategic and operational change on the part of the firm. As a firm, we were caught off guard as the scenario we found ourselves in was never anticipated.

Management felt a need to increase sales and profitability and also to reposition the firm through necessary transformation. Although at the time, we were neither guided nor constrained by any model in managing the desired change, it would be useful to adopt Lewin's planned change process to analyse Adeshina Adeleke and company's change management process.
To kickstart the freezing stage the leadership of the firm created an awareness of the need to change, first among the management staff and later among the sales teams. Performance results for three months were discussed and analysed at management meeting.

Management as a whole was made to understand the emerging pattern and be sensitised on the need for a turn around. Subsequently a management staff was mandated to meet the sales teams and middle level managers to educate them on the firm's predicament and the need to develop a sense of urgency for change.

Once a consensus was built on the urgency of the need for change, a management and staff committee was constituted to look in depth at the firm's predicament with a view to proffering solutions. The committee's recommendation include the following:

• Wider consultations with the rank and file so as to sell the change to the majority of staff especially the influential ones who are capable of building a coalition to resist the change. It is important that such groups be made to collaborate in the change process.

• Sales team members be sent on training to acquire further skills in marketing especially on selling during economic down turn.

• Abuja branch manager be replaced with Porthacourt branch manager who has been making waves in Porthacourt.

• A third of the sales team members be made to work on commission basis to reduce the overhead especially during transition period.

• That networking and cold calls should take a paramount place ahead of media campaign

• That our media campaign should be sustained.

• That an interventionist or a change agent should be allowed to lead the change.

Report of the committee was adopted and an HR practitioner was appointed to lead the change. Suffice it to say that we are still in the changing stage of the project. Sales staff are in and out of training both out and in-plant. Consultation is on going concerning those to be converted into commission based staffs.

A committee is looking into our business process and value chain activities with a view to eliminating non productive activities. Contributions of strategic business units are also being looked into so that decisions could be taken on their relevances.

Performances of members of our strategic group are being studied with curiosity. Our IT department is looking into the possibility of massive deployment of Ecommerce solutions for increased performance.

CONCLUSION

The firm is yet to get into the refreezing stage, rather it is still in transition. Time will tell whether those measures are worth the hassles and whether new knowledge will result.

I am of the opinion that the change project gives opportunity to mine data from all aspects and elements of the firm further analysis and decision making. It does appear the change project is slanted toward financials than the human element that ultimately make the change happen.

BIBLIOGRAPHY

1. Armstrong, M., (2006) A Handbook Of Human Resource Management Practice, 10th Ed, Kogan Page. London.

2. Bandura, A, (1986) Social Boundaries of Thought And Action, Prentice- Hall, Eaglewood Cliff, NJ. In Armstrong, M., (2006) A Handbook Of Human Resource Management Practice, 10th Ed, Kogan Page. London.

3. Beckhard, R,. (1969) Organization Development: Strategy and Models, Addison-Wesley, Reading, MA.

4. Lewin, K (1951) Field Theory in Social Science, Harper & Row, New York. In Armstrong, M., (2006) A Handbook Of Human Resource Management Practice, 10th Ed, Kogan Page. London

5. Pantea, M.I.I.V.V (n.d) "Managing Change In Organizations. Aard University, Arad, Romania.

6. Quinn, J.B, (1980) "Managing Strategic Change", Sloane Management Review, 11(4/5), pp 3-30. In Armstrong, M., (2006) A Handbook Of Human Resource Management Practice, 10th Ed, Kogan Page. London

7. Thurley, K (1979) Supervision: A reappraisal, Heinemann, London. In Armstrong, M., (2006) A Handbook Of Human Resource Management Practice, 10th Ed, Kogan Page. London.

8. Vecchio, R.P (2006). Organizational Behaviour: Core Concepts. 6th Ed, Thomson South- Western

Implementation of Change Management

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Management Accounting

What is management accounting?

According to the Chartered Institute of management accountants (CIMA), Management Accounting is "the process of recognition, measurement, gathering, study, research, analysis and communication of information used by management to plan, assess and control within a body and to assure appropriate use of and accountability for its Resources. Management accounting also comprises the preparation of financial reports for non management groups such as shareholder's, creditor's, regulatory agencies and tax authorities" (CIMA Official Terminology) The American Institute of Certified Public Accountants(AICPA) states that management accounting as practice extends to the following three areas:

\"what Is Management\"

- Strategic Management-advancing the role of the management accountant as a strategic partner in the organization.
- Performance Management-developing the practice of business decision-making and managing the performance of the organization.
- Risk Management-contributing to frameworks and practices for identifying, measuring, managing and reporting risks to the achievement of the objectives of the organization.

The Role of Management Accounting

Management accountants have a double reporting relationship. As a strategic partner and provider of decision based financial and operational information, management accountants are responsible for managing the business team and at the same time having to report relationships and responsibilities to the corporation's finance organization.

Breaking down of cost or outflow into functions and processes to smooth the progress of cost control at each prepared level in the business environment, also to suggest alternatives to improve the productivity of the business to accumulate the maximum profit/success of the business.

The management accountants must develop a standard for all working areas and to evaluate the actual standards within the business sector, ensuring the best operation of available resources in the business sector and to Identify areas of wastages, leakages, inefficiencies and invisible losses that the business has dealt within the last view years.

The accountant must deploy informatic tools for a well-organized management information system to keep the business up to date with the latest whereabouts in the business sector, contributing to a Total Quality Management (TQM) assisting in decision-making process at all levels of management of the specific enterprise.

What management accountants Do?

Also known as corporate accountants, management accountants work within one specific company. They perform a series of tasks to ensure their company's financial security, handling essentially all financial matters and thus helping to drive the business's overall management and strategy skills to the best they can.

A management accountant's responsibilities can be a variety of things, depending on the company you work for, the management accountant's level of experience, the time of year and the type of industry the management accountant is at, you could find yourself doing anything from budgeting, handling taxes, managing assets to help determine compensation, the benefits packages and aiding in strategic planning.

The aims of management accounting

1. Formulating strategies to reach their goals as fast as possible but thorough.
2. Planning and constructing business activities to keep the business up and running for it to make a profit.
3. Helps in making the financial decisions of the firm, by using strategies to reach their aim.
4. Optimal use of Resources (making use of all resources that one can find like the internet, books and own knowledge)
5. Supporting financial reports. preparation (you can also give your meaning about the subject that is discussed by giving your view point).
6. Safeguarding asset.

Management Accounting

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What Is Change Management?

Organisational change is something many of us will experience in our careers, often more than once, yet many managers find themselves tasked with managing business continuity whilst change is taking place, yet have received little change management training or have little experience in managing change. This may sound familiar.

Leading and managing change in an organisation is critical if the change is to be achieved within timescales, budget and with a committed and engaged workforce. Often change programmes confuse and distract people from their everyday work; productivity becomes affected with uncertainty regarding the future becoming the preoccupation of many.

\"change Management\"

Good training for managers is essential. Senior managers must be able to communicate the strategic vision clearly, be able to explain the purpose and gain the commitment of middle managers quickly. Middle managers are often the key to successful change programmes, they face more questions from their colleagues and team members and are under mixed pressures of implementation, dealing with their own uncertainties and emotions, finding solutions to unexpected problems during changes and acting as a conduit between those they manage and those they report to.

Investment in change management training to create leaders with more tools in their managerial and leadership toolbox, goes a long way to improve the quality of the experience many have when going through change in the workplace.

Good change management training should ensure that delegates develop
• A comprehensive understanding of change management strategy
• Be aware of the principles of successful change programmes
• Have knowledge of models of change management
• Strategic vision
• Tactical panning for improved implementation of change
• An exploration of Emotional Intelligence EI and be able to put it into practice
• Increased self awareness of how they cope and deal with change
• Coaching skills for use in the workplace
• Advanced communication skills of effective leadership

The provision of coaching for managers in organisations that are involved in change has long been recognised as being beneficial. All to often a main source of tension and stress for the manager lies in the fact that they feel unable or unwilling to discuss their thoughts and feelings with others whilst coping with the change they have been tasked to manage.

External coaching goes a long way to both relieving that stress and tension. The coachee having the opportunity to verbalise thoughts & feelings, explore and develop strategies, review difficult situations with a coach that is separate from the organisation, in a safe confidential and non judgemental environment.

What Is Change Management?

http://www.revealsolutions.co.uk/business-solutions.asp

Mark Deacon

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Boost Your PMP Studies - Join PMP Exam Prep Internet Forums

One of the best sources of information you currently have at your disposal is the use of an internet forum. The opinions and information available on these forums can be extremely valuable and they often provide specific examples and personal experiences to help guide you in your quest for knowledge and instruction. PMP Exam prep internet forums are no exception.

You may be wondering why it would beneficial for you to spend your precious study time reading materials on internet forums. This is because these forums can actually help you prepare for your exam. If you are having trouble understanding a specific project management concept, there is probably someone on these forums who can explain it in such a way that you can better understand it. Chances are that they ran into the same problem during the course of their own studies. This will save you time and frustration and you will understand the concept, instead of just memorizing it.

\"Management Concept\"

There are many ways that you can use these internet forums. The method you use will depend on the specific type of information you are looking for. This information may include asking specific questions, using a 'search and scan' technique for more detailed information, or soliciting advice on specific PMP Exam Prep topics. Many project managers (who are Project Management Professionals in their own right) are active participants in these types of forums. They are usually open to answering your specific questions, willing to provide you with information search tips, and also enjoy sharing their experiences from their own journeys to PMP certification.

If you have a specific question that you want to ask concerning preparation for the exam, most online forums have a detailed and easy-to-follow process for you to submit your question. The beauty of this is that you will most likely receive answers to your question from many different project managers, who will offer a variety of perspectives and experiences. This will help you choose the best answer as it pertains to your specific question and/or situation.

On the other hand, if you are a self-starter and you prefer to do your own research, internet forums can also make this very easy. Almost all of these forums include a very strong search engine so that you can quickly 'search and scan' the forum content to find the information that you are looking for. And since you will be reviewing internet forums specific to PMP Exam Prep, your search will be that much more targeted.

Most importantly, you will find participants on these forums who have already completed the entire study process for the exam, and who have successfully passed the exam. One of the main reasons these PMPs spend their time on these forums is to help aspiring PMPs become successful so that they too can use these skills to give back to their local communities. You will also find expert advice on how to properly complete the PMP application process. This can be very tedious and time-consuming and is probably the most difficult part of the entire certification. Forum members will give advice on the best way to complete the application, sometimes even providing templates and tools to make this process as easy and as painless as possible.

You will also find advice on how to study for the PMP exam. There is a wealth of information on these forums about specific study tools such as PMP Exam Prep courses, books and guides, audio/visual aids, tips and tricks, and the all-important exam simulation practice questions. You will learn exactly what happens from the moment you walk into the exam room until you leave it from the point of view of someone who has actually been there. PMPs will also suggest the best time to take the exam, as well as letting you know the specific "Dos" and "Don'ts" of effective exam preparation.

As you can see, there are many benefits to participating in PMP Exam Prep internet forums that will help you prepare for the exam, take the exam and successfully pass the exam. But how can these forums help you after you successfully pass the exam and obtain your PMP certificate from the Project Management Institute (PMI)? Well, by participating in these forums during the exam preparation stage, you will have established and grown your project management network base, which will lead to many opportunities for both your personal and professional growth in the discipline of Project Management.

There are many internet forums available that provide all the information you need to get you on your way to becoming a PMP. Following are some recommended choices:

• allpm.com
• pmp.groupsite.com
• groups.Google.com (search for "PMP Exam")
• pmpbest.com
• projectmanagement.ittoolbox.com

I am certain it is obvious that by joining a PMP Exam Prep internet forum you will save both time and money, avoid frustration and counter-productive study habits, and be thoroughly prepared for successfully passing the PMP Exam. Then it will be your turn as a PMP and an internet forum participant to pass on your knowledge and experience to future generations of aspiring project managers.

Boost Your PMP Studies - Join PMP Exam Prep Internet Forums

Cornelius Fichtner, PMP is a noted PMP expert. He has helped over 16,000 students prepare for the PMP Exam with The Project Management PrepCast and offers one of the Best PMP Exam Simulators on the market.

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Stop Losing Weight Loss Inspiration - Part 1 of 2

This article shows you how to preserve your personal incentive for losing weight. In other words, you can discover how to stop losing weight loss inspiration by following the advice suggested here.

In order to burn fat easily, you must be sure that you are content. In other words, your psychological, mental, emotional, philosophical means of looking at weight management concepts needs a carefully included contentment component. When you are satisfied, and constantly see your body's small increments of positive weight loss still occurring, you are more likely to stick with your program or routine throughout the necessary duration.

\"Management Concept\"

You may be losing weight loss inspiration because burning fat is sometimes a tedious process. This may go contrary to beliefs, yours or others. However, fact is truth, and proof lies in the reality that nearly anyone measured over time manages to lose weight and keep it off by doing two things - physical and intellectual.

This comprises an inseparable pair for weight loss achievement, and it almost NEVER fails you. You can avoid losing weight loss inspiration by knowing the physical part is going through the motions of movement, eating good foods that contain low to no saturated fats, plus revving up your heart beat to about 119 heart beats per minute for sustained lengths (at least 20 to 30 minutes, at least 2 to 3 times per week).

The second half is NON PHYSICAL. For instance, making plans, setting your goals, plus keeping a record of nearly EVERYTHING you do in order to burn fat on a daily basis. This has the title of recordkeeping. You enter your data into your daily journal. You try not to ever miss a day, or en entry. Yet, if or when you do, you can adjust your plans and your records accordingly. This strong act of WRITING, when it comes to burning fat, acts as your most powerful ally.

You can avoid losing weight loss inspiration by physically reducing your excess body fat only. However, this starts with activating your in-built power to move. It often helps to remind yourself that having such a power is an invaluable asset. Do not underestimate the significance of that or take it for granted. There are many people who do not have the full use of two highly functional arms, and two great legs to aid them in losing body fat.

The reason why these body parts are important to your PHYSICAL weight loss success is that your job, in order to rid yourself of unwanted body fat, is to elevate your heart rate to a higher intensity than you are normally using. And, science proves over and again that the absolutely best way to accomplish that goal is by using any one of the many AEROBIC activities. Walking, swimming, cycling, skating, running, jogging, hiking, climbing - or just plain and simple step-in-place exercises, these are your remedies. Stop losing weight loss inspiration with the help of aerobic action.

Stop Losing Weight Loss Inspiration - Part 1 of 2

Author, Ken Dockins provides a concise yet informative Weight Loss Diet Products Review, which includes the Fat Loss 4 Idiots weight loss program, at: [http://www.Better-Body.Biz]

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Why Do You Need Organisational Change Management?

Deciding to choose the method of organisational change management for the change process within your business comes with many benefits. Organisational change management uses the type of structure that prevents resistance, and, therefore, prevents failure of the project itself. All too often business implement change without any type of plan or communication to the parties affected by the change. This, in turn, is the major cause of a project lacking in the significant factors needed for success.

What Causes the Project to Fail

\"change Management\"

Several things have to be in place for organisational change management to work. many projects fail when certain things do not line up. Some of the major reasons for failure include lack of communication, inexperience and complexity, technical issues, management problems, and lack of definitive objectives. When change is not communicated to all parties affected by the change, resistance becomes a huge problem. When you have employees who are not willing participants, the main thing to suffer is the business itself. Organisational change management can create a structured model to outline the change process for a successful outcome.

The complexity of the project is another major cause for failure of a project. You can have everyone on board and willing to participate, but there has to be an understanding involved for the change to take place. Organisational change management can offer the understanding to be effective. The end result will be an effective project for everyone to more forward with. Many resources are available regarding organisational change management, including tools on dvd, that can help simplify the more complex projects.

Project Sponsorship

Project sponsorship usually is defined as the person who actually saw a need for change, and then took the action needed to implement the change process. With organisational change management, many people can hold the project sponsorship role collectively. A sponsorship map can be created to show who holds what role, and what is involved to participate.

When major change is at hand, many parts of the organisation will be involved in the process. Specific departments in the workplace are going to be responsible for tasks that pertain to them individually. For example, the IT department will not be responsible for changes being made in the finance department, and vice versa. Sometimes, with organisational change management, a cascade of project sponsorship is involved. This basically means that leadership will send messages to the departments involved.

The Right Change Style

The right change style is needed to implement the organisational change management process. Different types of change include collaborative, consultative, directive, and coercive change. With collaborative change, the target population is involved in the change process. Consultative change targets the population whose views are sought regarding the change. Directive change is informing the workplace about the changes and why they are needed. Last, but not least, coercive change is basically telling the workplace that change is taking place, and the new rules must be obeyed.

Organisational change management may provide various types of change styles, but defines a specific outline that is easy to follow for the future success of the company or entity involved.

Why Do You Need Organisational Change Management?

Jason R Davidson owns and operates [http://www.changemanagementstrategies.com] For more Change Management [http://www.changemanagementstrategies.com] check out our main site.

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