Some important tools are training and development, rewards and benefits, ending uncertainties, communication, flexibility and active participation of the employees. All these tools are vital for the effective implementation of change in the firm and ensure a sustainable development and growth. A continuous learning and changing environment can be managed in the firm band managing change resistance in an appropriate manner. References Burke, W.W., Lake, D.G. & Paine, J.W.
Ideally this stage is about preparing all the stakeholders in a situation that there is the need for change. This includes moving to a point of consideration that change is in fact essential, and getting prepared to take the step away from the current comfort zone. It is very important to have a two-way communication between all employees at this stage and if people are able to appreciate and backing it, success will follow. Communication and time are part and parcel for the change to occur. The employees in the organisation need to understand the changes and feel associated during the changeover period.
It is of equal importance to align the vision of the organization with the new change. Leppitt mentions that there are critical steps which should be undertaken to suffice sustenance between organizational change and its new vision. According to Leppitt these steps are, “understanding the context of the issue and its rectification” (Leppitt, 2006, pg. 223). The problems are identified and a clear mechanism is erected to direct the organization towards new objectives.
The upper echelon power increases when there is uncertainty. This is why more individuals are impressed with the CEOs because we look for them to define it with clarity. It takes education, skills, intuition to assist us to pay attention of what is going on in the world that affects us. The second strategic force is culture. The echelon must understand the culture if one is there they must guide or shape it.
But many authors say that, to bring change in the organisation, lots of planning is required, lots of strategies are to be formulated, and they are to be checked against the present and past scenarios, so that they create value to the organisation and the customers when implemented. Authors of this book majorly concentrated on the change management model which is built on Kurt Lewin’s model. This model
PRINCE2 tries to systematise the method of project management with the establishment of typical official papers such as a risk log, project quality plans etc., these standard provide chances for the improvement of accomplishes for group planning, staff training and performance tracking. The conceivable constraint of this dictatorial method is that it may strangle the originality and novelty of the manager. The path to achievement with PRINCE2 is to be memorised it is adaptable and can be tailor-made for all kind of project irrespective of industry and marketplace. Applying PRINCE2 is more than suppling staff with training - it is about launching project management finest practice into the working skill, and accomplishing administrative benefits throughout better project governance. REFERENCE 1.
ABSTRACT Project . 1.0 INTRODUCTION Project Management is the application of knowledge, skills, tools, techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project management process of initiating, planning, executing, monitoring and controlling and closing (King, 2014). Nowadays, in order to become a successful project manager and to ensure the project’s success, they should possess attributes such as critical thinking skill, analysing skill as well as problem solving skill. Meredith & Mantel (2012) define certain attributes of effective project managers as well as three specific leadership styles: Intellectual, Managerial, and Emotional.
The dominant issue in the case of this study turned out to relate to succeeding success factors namely visible, aligned and committed leadership, clarity of direction and target, extensive cooperation with absolute decision power, objective and efficient communication, enabling resources and structure for a change, motivating people to change their behavior and cultural understanding. These factors also proved to be the ultimate critical factors from the employee's point of view. By holding people related queries into account as well as managing cultural differences are issues that appear to require an extra effort, especially in an ERP implementation project. Organizational cultures are unique and differ from each other. In ERP implementation, people have to start to collaborate with different organizational culture.
It is vital that the employee and line manager address any issue of underperformance as soon as it becomes evident or when either become concerned. The priority of this strategy is on enhancing employee’s performance when it gives rise for concern and ensuring all required supports are in place to help employee’s to progress. Meeting deadlines is essential in regard to the Full Performance Cycle which can be a challenge in a hectic
The organizational relationship science is picking up the momentum and becoming important theoretical perspective to view and explain the things with related assumptions and boundary conditions and also to change accordingly by showing quick responsiveness towards rapid shifts in complex and dynamic environments facing by organizations for ultimate objective of survival and achieving optimum performance. The accomplishment of tasks is still the yardstick of effectiveness in modern management but it is important for managers, workers and organizational scientists that