CaseStudy.co.in» Change Management

How to Respond Quickly to Changing Market Demands

admin — Fri, 13 Aug 2010 07:45:38 +0000

To thrive in today’s competitive market midsize organizations need to be agile, responding quickly to changing market conditions and exceeding customers’ demands. This implies flexibility in their underlying ICTCT infrastructure and business processes. But in the current economic climate, organizations of all sizes are under pressure to freeze expenditure and wring ever more return from existing assets. These two conditions need not be mutually exclusive: there are solutions that can release greater value from existing ICTCT investments while enabling an increase in efficiency across the organization.
improving process flexibility and transparency, not only can employees and systems adapt more easily to changing requirements, but existing infrastructure and applications can run more smoothly together for longer, thus raising ROI.
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Entrepreneurial attitudes towards change

maddy — Tue, 29 Jun 2010 07:10:07 +0000

Many authors (refer: Swayne and Tucker, 1973; Kahneman and Lovallo, 1994; Baron, 1998; Stewart et al., 1998; Simon et al., 1999; Simon and Houghton, 2003; Baum and Lock, 2004; Mathews, 2008) have examined the traits and skills of the entrepreneur. Others have been more interested in their behaviors (refer: Bhave, 1994; Byers et al., 1997; Sarasvathy, 2001; Shook et al., 2003; Baron, 2007; Davidsson, 2008), trying to describe the entrepreneurial processes on the initial stages of venture development. However, studies that try to define how an entrepreneur reacts when facing changes have not been found in the literature. The focus of this research is thus, to explore the attitude of the entrepreneur towards changes throughout the development of the start-up project.

The theoretical background is divided into three main parts: the entrepreneurial attitude, the attitude towards change, and the relation between perceptions of organizational climate and attitudes. The first section reviews the literature about the traits and behaviors that define an entrepreneur. The second section concentrates on research papers concerning the attitude towards change for middle managers in well-established firms. Finally, the third section, through a review of the relevant literature, emphasizes the importance of the impact of the working environment perception on people’s attitude towards work.
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Kaizen: Easiest, Fastest Way to Improve Office Processes

maddy — Tue, 29 Jun 2010 06:10:25 +0000

Many of the early benefits of Lean and Six Sigma at Medtronic, a major medical technology company, were in manufacturing. In the last year, however, Medtronic also has had notable results improving transactional and administrative processes.
Medtronic’s world headquarters in Minneapolis, Minnesota, USA, the accounts payable department, a part of the company’s Global Business Solutions organization, completed Medtronic’s first U.S. Kaizen event on a transactional process. The event produced outstanding results and provided many lessons at the company.
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Cheat Your Way to Success!

maddy — Tue, 29 Jun 2010 05:34:29 +0000

When launching a new initiative, such as Lean, employee buy-in is critical. Many employees will not put much stock in a new strategy until they see that:
1) It works!
2) It makes their jobs easier, not harder!
It is management’s responsibility to prove that a change in strategy will work. How can this be accomplished? Easy, Cheat!
These simple techniques of cheating are found to be very effective in the Lean transformations.
To know what are these cheating techniques, Read more

Football Lessons for Managers

maddy — Sat, 26 Jun 2010 05:08:07 +0000

Business managers might think that the football World Cup will be best spent ordering distracted employees to close down the video links and concentrate on their work.But there s much to learn from the tournament about organizing teams and motivating individuals.

The experiences football managers collect through their careers are as intense as any a leader in the commercial world could expect to find and the lessons they learn along the way can easily be applied off the pitch.
Why else would companies continue to reward managers for their own individual performance, rather than that of their team?
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IMPORTANCE OF LEADERSHIP IN DEALING WITH CHANGE

vicky113 — Sat, 29 May 2010 18:19:37 +0000

Leadership remains one of the most relevant aspects of the organizational context. However, defining leadership has been challenging and definitions can vary depending on the situation. According to one of the Professors at Lincoln University, “leadership is about capacity: the capacity of leaders to listen and observe, to use their expertise as a starting point to encourage dialogue between all levels of decision-making, to establish processes and transparency in decision-making, to articulate their own value and visions clearly but not impose them. Leadership is about setting and not just reacting to agendas, identifying problems, and initiating change that makes for substantial improvement rather than managing change.”. Read the article to know how leadership plays vital role in the process of change.

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Effects of change

vicky113 — Sat, 29 May 2010 18:09:40 +0000

Change management is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. Change management (or change control) is the process during which the changes of a system are implemented in a controlled manner by following a pre-defined framework/model with, to some extent, reasonable modifications.
In project management, change management refers to a project management process where changes to a project are formally introduced and approved.
The field of change management grew from the recognition that organizations are composed of people. And the behaviors of people make up the outputs of an organization. Read the article to know how the change has the effect in overall aspect.

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Financial turnaround of the Indian Railways

Mehul — Thu, 25 Mar 2010 17:41:46 +0000

The factors that led to the turnaround of the Indian Railways from a low performing organisation to a high performing one have been analysed in the case study. Enterprise turnaround is often ascribed to managerial leadership; it was found that environmental factors contributed in a substantial way to the success of Indian Railways. The implication of the study is that an organisation’s turnaround success needs to be put in a wider context.Literature on public sector turnaround provides the theoretical underpinnings…refer the case

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Product development through continuous improvement @ Corus

Aniket — Fri, 12 Feb 2010 06:00:20 +0000

Corus is part of the Tata Steel Group, the world’s sixth largest steel producer. Within Europe, Corus is the second largest steel producer with average annual revenues of around £12 billion. The company produces more than 20 million tonnes of steel each year, mainly in the UK and the Netherlands. It has a global network of sales offices and service centres, employing around 42,000 people worldwide. Corus is a leading supplier of steel to some of the most demanding markets around the world.
Read to know how CI culture has helped the company get new clients.

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Change Management in British Telecom (BT) Since Privatization

admin — Tue, 09 Feb 2010 05:42:48 +0000

This report will seek to cover the impact on, around and within a company such as British Telecom, following a major change, preferably in the media sector industry. This change management may involve the trial run of a new product or service, a takeover, a merger, redundancies or a large-scale growth or decline. Read to know more…