Change management Essay

alteration centering is an approach to transitioning individuals, groups, and plaques to a desired future state. In this assignment I testament be covering Rollin and Christine Glasers (1992) five elements to improve aggroup effectiveness, IT steering competencies, reasons for mergers and acquisitions in acknowledgement to entropy Afri faecal matter barteres and eccentrics leading should touch during the transmit mould. In the aim to provide one with a unwrap rationality of and insight of transform c be.Question 1Rollin and Christine Glaser (1992) the five elements that kick in to the level of a groups effectiveness over time.These atomic number 18 Team mission, planning and goal set Team roles Team operational actiones Team interpersonal relationships and Inter team relations.Team mission planning and goal settingThe most effective teams restrain a bullnecked sense of their purpose, organize their run for up near that purpose, and plan and set goals i n kris with that purpose. Teams and individuals inside teams must have a tidy up understanding of their objectives. Clarity of objectives together with a putting surface understanding and agreement of these objectives argon fundamental. Locke and Latham have identified that the very function of goal setting was a prime motivator for a team the more than(prenominal)(prenominal) your team sets clear goals the more bidly it is to succeed. When implementing clear goal setting in a team it leave behind increase the effectiveness ratio. Clear goals argon even more substantial when teams ar involved in modification, partially because unless(prenominal) they drive in where they are goingthey are unlikely to get in that respect, and partly because a strong sense of purpose outhouse mitigate some of the more harmful effects of change.Team rolesThe team should compreh obliterate their own and former(a)(a) team members roles, and how these link to achieving the team objective. Th is becomes even more important with teams base remotely and some that are part-time workings. The best focal point for a team to compass its goals is for the team to be structured logically around those goals. Individual team members subscribe to to have clear roles and accountabilities. They consider to have a clear understanding not only of what their individual role is, tho also what the roles and accountabilities of other team members are. Clear roles have ii useful functions. It contri hardlyes to a clear sense of purpose and it provides a substantiating framework for task accomplishment.Team operating processesA team inescapably to have certain enabling processes in place for people to carry out their work together. These processes groundwork be seen as ground rules for a team to adhere to. Certain topics need to be placed that will allow the task to be achieved in a way that is as efficient and as effective as possible. Processes deals with the issues and decisio ns and how the team will oppose to them in an efficient and effective way without disrupting the work process within the team.During the change process when team change typically puts pressures and priorities it enkindle confiscate people away from the team, the team operating processes can act like a lubricant, enabling a smooth healthy team to continually function.Areas that a team need actively label by discussing and agreeing accept Frequency, timing and agenda of meetings Problem-solving and decision- fashioning methodologies Ground rules Procedures for dealing with conflict when it occurs Reward mechanisms for individuals alter to team goals Type and style of review process.Team interpersonal relationshipsTo go on team members to communicate with one another, share information, communicate openly, respect differences, which will increase relationships and understandings within the team. This all protagonists to build trust and a remedy working atmosphere. To achieve clear understanding of goals and roles, the team necessarily to work together to agree and clarify them. Operating processes must also be discussed and agreed. To achieve this level of communication, the interpersonal relationships within the team need to be in a relatively healthy state. Allowing for open communication that is cocky and task focused, as well as creating opportunities for giving and receiving feedback aimed at creating out yield. postgraduate levels of trust within a team are the foundation for make do with conflict.Inter-team relationsRegular communication flows between teams are innate as they help to keep up with changing situations and ensure the right thing is existence delivered. Teams cannot work in isolation with expecting in achieving their brassal objectives. The record of organizations today are complex, sophisticated and with increasing loose and permeable boundaries. Teams need to connect more. It is also because the surround is changing faster and is more complex, so keeping in touch with information outside of your own team is a basic survival strategy.Question 2IT MANAGEMENT COMPETENCIES affair deploymentA systematical procedure of implementing an activity, processes, programs, or systems to all concerning areas of an organization to achieve a particular outcome. Communicate the economic value offered by e integrate IT organisations. This needs to be coupled with the use of IT teams, with good knowledge of IT, to improve IT solutions.Examination of the possible pedigree value of new, emerging IT Utilization of multidisciplinary teams finishedout the organization impelling working relationships among line practisers and IT staff Technology transfer, where appropriate, of masteryful IT applications Platforms and services adequacy of IT-related knowledge of line managers throughout the organization Visualizing the value of IT investments throughout the organization Appropriateness of IT policiesAppropriateness of I T sourcing decisionsEffectiveness of IT measurement systems External ne devilrksThe ne iirk outside a teams internal network environment which cant be controlled by the team or the organization. These needs are to create close partnerships with external companies to create more organisational awareness.Existence of electronic links with the organizations customers Existence of electronic links with the organizations suppliers Collaborative alliances with external partners (vendors, systems integrators, Competitors) to develop IT-based wares and processes. Line engineering science leadingLine technology leadinghip is a process of social put to work in which one person can enlist the aid and stand out of others in the accomplishment of a common task within the IT concern environment. It is having the ability in organizing a group of people to achieve a common goal. Users such as line managers and senior managers need to get into actively in leading ITinitiatives.Line managers ownership of IT projects within their domains of business responsibility Ability of employees throughout the organization to serve as bulge Leaders. Process adaptivenessThe ability to change and adapt obligeably and accordingly to suit the IT climate and are able to conform to the new conditions by way of modification. It is also about(predicate) the companies track record in restructuring its processes, and the existence of an environment where employees can find and explore the functionality of IT systems.Ability of employees throughout the organization to watch about and subsequently explore the functionality of installed IT tools and Applications restructuring of business processes, where appropriate, throughout the organization Visualizing organisational activities throughout the organization. IT planningIT planning is the process of thinking about and organizing the activities postulate to achieve a desired goal within an information technology environment. It involves th e creation and maintenance of a Strategic plan. The thought process is essential to the creation and refinement of an IT plan in relation to strategical planning, or integration of it with other plans. It combines with developments with the preparation of scenarios of how to react to them.Integration of business strategic planning and IT strategic planning Clarity of vision regarding how IT contributes to business value Effectiveness of IT planning throughout the organizationEffectiveness of project commission practices. IT themeIT al-Qaida is a combined set of hardware, software, networks, facilities, etc. In secernate to develop, test, deliver, monitor, control or support IT services. It controls the restructuring, externalize and computer architecture of data and networks etc. It is also about the appropriateness and flexibility of the underlying infrastructure which allows innovative IT practices to be emerged.restructuring of IT work processes, where appropriateAppropria teness of data architectureAppropriateness of network architectureKnowledge of and adequacy of the organizations IT skill base Consistency of object (data, process, rules) definitionsEffectiveness of software development practices.Question 3 proceedsA lot of commercial mergers and acquisitions are about kindleing and expansion. Growth normally involves acquiring new customers. con liquefy or acquiring another go with enables a faster way of growth, which detours around the unnecessary, foresightful, tedious and uncertainty process of internally generated growth. It brings with it the risks and challenges of understanding the mean benefits of this activity. The appeal of immediate revenue growth must be weighed up against the negatives of asking management to run an even larger company.Massmart a southbound African firm has merged with American giants Wal-Mart in hopes to create more and new customers. It can also be about getting plan of attack to facilities, brands, trademar ks, technology or even employees. This strategy was used to implement growth and expansion in this particular industry.SynergyIts the cooperation of two or more organizations to produce a combined effect greater than when they were enjoin . If two organizations arethought to have synergy, this indicates the potential ability of the two to be more successful when merged than they were apart. This ordinarily translates into Operating synergies are those synergies that allow firms to increase their operating income from existing assets ,increase growth or both(prenominal). Growth in revenues through a newly created or strengthened product or service (hard to achieve) Cost reductions in core operating processes through economies of scale (easier to achieve) Financial synergies such as lowering the cost of chief city (cost of borrowing, flotation costs) More competent, clearer governance (as in the merger of two hospitals). However, there whitethorn be other gains. Some acquisiti ons can be prompt by the belief that the acquiring company has better management skills, and can therefore manage the acquired companys assets and employees more successfully in the long term and more profitably. Mergers and acquisitions can also be about strengthening kind of specific areas, such as boosting research capability, or strengthening the distribution network.DiversificationDiversification is about growing business outside the companys traditional industry. This type of merger or acquisition was very popular during the third wave in the mid-sixties (see box). Although General Electric (GE) has flourished by following a strategy that embraced both diversification and divestiture, many companies following this course have been far less successful. Diversification may result from a companys need to develop a portfolio through nervousness about the earning potential of its original markets, or through a desire to enter a more paid line of business. The latter is a tough target, and economic theory suggests that a diversification strategy to gain entry into more profitable areas of business will not be successful in the long run (see Gaughan, 2002 for more explanation of this). A classic recent display case of this going wrong is Marconi, which tried to diversify by buying US telecoms businesses. Unfortunately, this was just before the whole telecoms market crashed, and Marconi suffered badly from this strategy.Integration to achieve economic gains or better servicesAnother increasingly common motive for merger and acquisition activity is toachieve horizontal integration. A company may decide to merge with or acquire a contention to gain market share and increase its marketing strength. commonplace sector organizations may merge purely to achieve cost nest egg ( oft a guiltily held motivation) or to enhance partnership working in the service of customers. Vertical integration is also an attraction. A company may decide to merge with or acquire a customer or a supplier to achieve at least one of the following A dependable source of supply The ability to demand alter supply Lower costs of supply Improved competitive smear.An pattern of this in South Africa is when Glaxo-Smith Kline (GSK) one of the largest pharmaceutical company worldwide indomitable to merge with Aspen Pharmaceuticals (Largest Pharmaceutical Company in South Africa) in order to get a better hold of its market position in Africa and by obtaining tenders and contracts by the government to supply topical anaesthetic communities within South Africa generic medication and also anti-retrovirals.Defensive measuresSome mergers are defending and are a response to other mergers that threaten the commercial position of a company.Pressure to do a deal, any dealthither is often tremendous pressure on the CEO to reinvest cash and grow reported earnings (Selden and Colvin, 2003). He or she may be being advised to make the deal quickly before a competitor does, so much so that the CEOs definition of success becomes completion of the deal rather than the longer-term programme of achieving intended benefits. This is dangerous because those merging or acquiring when in this frame of mind can intimately overestimate potential revenue increases or costs savings. In short, they can get carried away. Feldmann and Spratt (1999) warn of the seductive nature of merger and acquisition activity. Executives everywhere, but most particularly those in the worlds largest corporations and institutions, have a knack for falling prey to their own hype and promotion.Implementation is simply a detail and shareholder value is just around the corner. This is quite simply delusional thinking.Question 4There are unlike views about the role a leader should play in the change process The machine metaphor implies that the leader sits at the top of the organization, setting goals and driving them through to completion. The political system metaphor implies that the l eader needs to become the figurehead of a powerful coalition which attracts followers by communicating a compelling and attractive vision, and through negotiation and bargaining. The existence metaphor says the leaders primary role is that of coach, counsellor and consultant. The flux and transformation metaphor says the leader is a facilitator of emergent change.Different types of leadership have different types of role.Local line leadersThese are the front-line managers who design the products and services and make the core processes work. Without the commitment of these people, no significant change will extend. These people are usually very focused on their own teams and customers. They rely on network leaders to link them with other part of the organization, and on executive leaders to create the right infrastructure for good ideas to emerge and take root.Executive leadersThese are management board members. Senge does not believe that all change starts here. Rather, he st ates that these leaders are responsible for three key things designing the right creative activity environment and the right infrastructure for assessment and reward, teaching and mentoring local line leaders, and serving as role nonpluss to demonstrate their commitment to values and purpose. meshwork leadersSenge makes the point that the really significant organizational challenges occur at the interfaces between project groups, functions and teams. electronic network leaders are people who work at these interfaces. They are guides, advisors, active helpers and accessors (helping groups of people to get resource from elsewhere), working in partnership with line leaders. They often have the insight to help local line leaders to move forward and make changes happen across the organization. The interconnections are hard to achieve in reality. We have observed the following obstacles to achieving smooth interconnection between the different roles Executive leaders are busy, hard-t o-get-hold-of people who can become quite disconnected from their local line leaders. Executive leaders and local line leaders rarely meet face to face and communicate by e-mail, if at all. Network leaders, such as internal consultants or process facilitators, are often diverted from their leadership roles by requests either to perform expert tasks or to implement HR-led initiatives. Network leaders may be busy and effective, but are usually undervalued as leaders of change. They often have to contend to get recognized as important players in the organization. Senges model recognizes the need for all three types of leader, and the need for connectivity between different parts of the organization if change is desired.ConclusionIts more appropriate in anticipating objections than to spend your time putting out fires,(prevention is better than cure) and understanding how to cover resistance to change is a essential part of any change management plan. Expecting resistance to change and planning for it from the start of your change management course of action will allow you to effectively and effectively manage objections. Not dealing with change proactively is one of the larger downfalls.In the end all sources of resistance to change need to be acknowledged and employees emotions validated in order to move forward with the change.Index rascalGlossary of termsIntroductionQuestion 1- Rollin and Christine Glaser (1992) five elements to improve team effectivenessQuestion 2- Discussing five categories of IT management competencesQuestion 3- Reasons for mergers and acquisitions in reference to South AfricaQuestion 4- Roles leaders play in the change processConclusionBibliography and ReferencesGlossary of termsRestructuring This type of corporate action is usually made when there are significant problems in a company, which are causing some form of financial harm and putting the general business in jeopardy. The hope is that through restructuring, a company can el iminate financial harm and improve the businessAcquisition An act of purchase of one company by another.Merger The combining of two or more companies, generally by offering the stockholders of one company securities in the acquiring company.Change The act or instance of making or becoming different.Resistance The refusal to accept or comply with something, the try to prevent something by action or argument.Cognitive The mental process of knowing, including aspects such as awareness, perception, reasoning, and judgment.References and bibliographiesCameron ,E, Green ,M. Making Sense of Change care A Complete Guide to the Models Tools and Techniques of Organizational Change. Kogan Page Publishers, (2012)Kotter, J. (July 12, 2011). Change Management vs. Change Leadership -Whats the Difference?Filicetti, John (August 20, 2007). advise Management Dictionary.Conner, Daryl (August 15, 2012). The Real Story of the Burning Platform.Anderson, D. & Anderson, L.A. (2001). beyond Change Manage ment Advanced Strategies for Todays Transformational Leaders.