Change Management: Process Classification Framework and Best Practices

2013 ◽  
Author(s):  
Jasim Mohammed Hassan Yousif Al-Marzougi
Keyword(s):  
Best Practices ◽  
Change Management ◽  
Management Process ◽  
Classification Framework ◽  
Process Classification

Dancing in the storm: finessing emergency remote teaching in the COVID-19 pandemic

2021 ◽  
Vol 11 (4) ◽  
pp. 1-21
Author(s):  
Louise Whittaker ◽  
Hayley Pearson
Keyword(s):  
Change Management ◽  
Learning Outcomes ◽  
Business School ◽  
Learning Experience ◽  
Theoretical Models ◽  
Management Process ◽  
School Students ◽  
Content Type ◽  
General Managers ◽  
Academic Level

Case overview The Gordon Institute of Business Science (GIBS), a South African based business school and one of the top ranked business schools in Africa, was yet again facing a crisis during the COVID-19 pandemic. Having emerged out of an extraordinary year of strict lockdown regulations and having managed a rapid shift to emergency remote teaching. GIBS had managed to maintain its academic programmes, ensuring the completion of the curriculum within the academic year whilst maintaining the exceptionally high standards and quality learning experience it was known for. As 2020 drew to a close, the academic programmes team and the students looked forward to starting the new year in a more “normal” mode of operation. GIBS closed for Christmas holiday with the intent on returning, in early 2021, in some form of face-to-face teaching. However, on the 27th of December 2020, the President of South Africa announced a return to level-3 lockdown as the second wave of infections swept through the country. Strict measures were once again enforced, significantly impacting GIBS’ possible return to campus in January 2021. Reflecting on the lessons learnt over the past year, the Executive Director: Academic Programmes, Professor Louise Whittaker, yet again faced the challenge of deciding how best to proceed given the circumstances. The case illustrates the need for effective change management through the application of Kotter’s 8 steps to transformation, whilst demonstrating the complexity of change management during a crisis. A particular focus on the importance of communication during a change management process in a crisis is illustrated through this case. Expected learning outcomes The learning outcomes are as follows: students need to understand that in a crisis, change management will be emergent and requires flexibility and adaptability; students will determine what concrete actions may be required during a change management process in a crisis; students will need to discern that theoretical models do not necessarily fit real world contexts, particularly in a crisis situation; and students will identify aspects that might be missing or inadequately formulated in standard models of change management. Complexity academic level The case is positioned at a post-graduate level and would be ideal as a teaching case for business school students on a Master of Business Administration programme, a specialised business masters programme or selected executive education programmes for general managers or senior executives. The case can be taught in a course in the following fields, namely, change management, leadership or strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

scholarly journals Análise comparativa dos principais processos de negócio de empresas do subsetor de edificações da construção civil

2018 ◽  
Vol 25 (2) ◽  
pp. 269-283
Author(s):  
Rosemara Santos Deniz Amarilla ◽  
Alfredo Iarozinski Neto
Keyword(s):  
Business Process ◽  
Process Modeling ◽  
Business Process Modeling ◽  
Classification Framework ◽  
Business Process Modeling Notation ◽  
Process Classification

Resumo O presente trabalho teve como objetivo principal apresentar o estudo dos processos de negócio de empresas de pequeno porte do subsetor de edificações. A partir do estudo dos processos desenvolveu-se um modelo básico de processos de negócio. Para tanto, utilizou-se o método de estudo de casos múltiplos como técnica principal para identificar os processos comuns entre as empresas estudadas. Participaram deste trabalho cinco empresas do subsetor de edificações da cidade de Curitiba, Paraná, Brasil. Para coletar os dados realizaram-se entrevistas semiestruturadas, análises de documentos e observações diretas in loco. Com base nas informações obtidas desenvolveu-se a modelagem dos processos de negócio utilizando a notação BPMN (Business Process Modeling Notation). Assim, o estudo possibilitou elaborar um modelo básico que apresenta as melhores práticas pautado no modelo PCF (Process Classification Framework), porquanto adequado e compatível com a realidade das organizações que atuam no subsetor de edificações. O framework obtém uma visão única dos processos, apresentando as principais atividades de cada processo de negócio com o intuito de transmitir um único linguajar dentro da empresa.

Global Electronics, Inc.: ABC Implementation and the Change Management Process

2003 ◽  
Vol 18 (1) ◽  
pp. 49-69 ◽  
Author(s):  
Peter C. Brewer ◽  
Paul E. Juras ◽  
E. Richard Brownlee
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Success Factors ◽  
Knowledge Management System ◽  
Management Process ◽  
Stage Model ◽  
Activity Based Costing ◽  
Managerial Accounting ◽  
Formal Presentation

Descriptions of activity-based-costing (ABC) systems have become a standard part of managerial accounting texts. While ABC implementation issues are the focus of a number of articles, these issues are often not addressed in a typical textbook. This case is designed to familiarize you with the behavioral and technical variables that can aid or impede successful ABC implementation. Anderson's (1995) factor-stage model provides a template to organize the discussion of ABC success factors. In this case, you will be cast in the role of a business consultant. You are asked to synthesize the case study's key “change management” insights into a report that could be shared with co-workers in an intranetbased knowledge management system. In addition, you may be expected to prepare a formal presentation of the report for your peers.

Mastering Change Management for Successful Supply Chain Transformation

2017 ◽  
pp. 841-873
Author(s):  
Ehap Sabri ◽  
Likhit Verma
Keyword(s):  
Supply Chain ◽  
Best Practices ◽  
Change Management ◽  
Customer Demand ◽  
Business Transformation ◽  
Chain Processes ◽  
Survival And Growth ◽  
Chain Transformation ◽  
Chain Business

Supply chain transformation is necessary for the survival and growth of an organization; the more effective the transformation, the more likely the company is to thrive. In response to the dramatic changes in the business landscape over the last few years, many companies are launching business transformation programs to drive sweeping changes in their supply chain processes. These transformations are required to match the ever-growing customer demand and drive competition in the market. The supply chain transformation can be evident in exploring new sourcing networks, establishing collaborative forecasting processes, optimizing networks and inventories, reducing supply chain complexities, improving margins, etc. In today's world, it is no longer an option whether or not to opt for supply chain business transformations. Instead, it is a strategic mandate in order to stay relevant in the industry. This chapter provides the analysis of the most common transformation failures and suggests a practical framework leveraging some of the best practices in change management.

scholarly journals The International Information Consultant: A Primer on Avoiding Potholes, Perils, and Pitfalls

2014 ◽  
Vol 42 (2) ◽  
pp. 220-240
Author(s):  
Catherine Lemmer
Keyword(s):  
South Africa ◽  
Best Practices ◽  
Human Resources ◽  
Change Management ◽  
Strategic Management ◽  
The Law ◽  
Problem Solvers ◽  
Law Library

Consultants are retained to assist libraries in identifying, designing, and implementing solutions to a wide variety of strategic, management, operational, and human resources issues. The goal of the library-consultant relationship is to improve the operations of the organization. Although often unrecognized as such, law librarians are natural consultants. Librarians are problem solvers, and as such develop and use many of the same skills as consultants in their everyday roles in the law library.For those versatile librarians skilled in change management and interested in pursuing these challenging professional opportunities, this article discusses best practices for library consultants and provides advice on how to avoid pitfalls in the context of an international case study. Part I of the article provides an introduction to professional consulting. Part II discusses the author's case study, a six-month fellowship with the Legal Resources Centre of South Africa. Part III then concludes the article with an articulation of the skills and talents exhibited by successful consultants to enable interested readers to better understand if consulting is an opportunity matched to their professional interests and skills.

Sign in / Sign up

Export Citation Format

Share Document