Samenvatting
Summary Business process management 5
- Instelling
- Fontys Hogeschool (Fontys)
This is a 16 page summary of all the lectures of BPM5, semester 4, second year of IBMS.
[Meer zien]Voorbeeld 3 van de 17 pagina's
Voorbeeld 3 van de 17 pagina's
In winkelwagengesponsord bericht van onze partner
1 beoordeling
Door: simoncuppen59 • 1 jaar geleden
Voorbeeld van de inhoud
Business process management 5Lecture 1: Introduction to Change Theory
Change management (CM) refers to any approach to transitioning individuals, teams, and
organizations using methods intended to re-direct the use of resources, business process, budget
allocations, or other modes of operation that significantly reshape a company or organization.
Organizational change management (OCM) considers the full organization and what needs to
change. Organizational change management principles and practices include CM as a tool for change
focused solely on the individual.
1960s;
Many change management models and processes are based in grief studies. (correlation between
grieving from health-related issues and grieving among employees in an organization due to loss of
jobs and departments)
Everett Rogers: Placing people at the core of change thinking was a fundamental contribution to
developing the concept of change management. (Innovators, Early Adopters, Early Majority, Late
Majority and Laggards.)
1980s;
McKinsey & Company consultant Julien Phillips published a change management model in 1982 in
the journal Human Resource Management, though it took a decade for his change management
peers to catch up with him. Change management industry branded their reengineering services as
change management in the 1980s.
1990s;
In his 1993 book, managing at the Speed of Change, Daryl Conner coined the term 'burning platform'
based on the 1988 North Sea Piper Alpha oil rig fire. focusing on the human performance and
adoption techniques that would help ensure technology innovations were absorbed and adopted as
best as possible.
2000s;
Linda Ackerman Anderson states in Beyond Change Management that in the late 980s and early
1990s, top leaders, growing dissatisfied with the failures of creating and implementing changes in a
top-down fashion, created the role of the change leader to take responsibility for the human side of
the change.[9] The first State of the Change Management Industry report was published in the
Consultants News in February 1995
2010s;
Australian government in establishing national competency standards and academic programmes
from diploma to master’s level.
Failure of large-scale top-down plan-driven change programmes, [12] innovative change practitioners
have been reporting success with applying Lean and Agile principles to the field of change
management.
The Association of Change Management Professionals (ACMP) announced a new certification to
enhance the profession: Certified Change Management Professional, planned for 2016
1
,A selection of Gurus:
Kurt Lewin – 3 stage Process
Kubler-Ross – Grief
John Kotter – 8 Step Process
McKinsey 7s Framework
Dean Anderson & Linda Ackerman Anderson – Moving Beyond Change
Daryl Conner - Managing at the speed of change
Kurt Lewin:
An early model of change developed by Lewin described change as a three-stage process. [16] The
first stage he called "unfreezing". It involved overcoming inertia and dismantling the existing "mind
set".
In the second stage the change occurs. This is typically a period of confusion and transition.
The third and final stage he called "freezing”.
2
, Grief: Kubler-Ross:
Dr. John P. Kotter, Harvard business school:
Invented the 8-Step Process for Leading Change
Establish a Sense of Urgency
Create the Guiding Coalition
Develop a Vision and Strategy
Communicate the Change Vision
Empower Employees for Broad-Based Action
Generate Short-Term Wins
Consolidate Gains and Produce More Change
Anchor New Approaches in the Culture
Kotter:
McKinsey 7s framework:
McKinsey 7s model is a tool that analyses firm’s organizational design by looking at 7 key internal
elements: strategy, structure, systems, shared values, style, staff and skills, in order to identify if they
are effectively aligned and allow organization to achieve its objectives.
3
Voordelen van het kopen van samenvattingen bij Stuvia op een rij:
Verzekerd van kwaliteit door reviews
Stuvia-klanten hebben meer dan 700.000 samenvattingen beoordeeld. Zo weet je zeker dat je de beste documenten koopt!
Snel en makkelijk kopen
Je betaalt supersnel en eenmalig met iDeal, creditcard of Stuvia-tegoed voor de samenvatting. Zonder lidmaatschap.
Focus op de essentie
Samenvattingen worden geschreven voor en door anderen. Daarom zijn de samenvattingen altijd betrouwbaar en actueel. Zo kom je snel tot de kern!
Veelgestelde vragen
Wat krijg ik als ik dit document koop?
Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.
Tevredenheidsgarantie: hoe werkt dat?
Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.
Van wie koop ik deze samenvatting?
Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper zooliveramiddelkoop. Stuvia faciliteert de betaling aan de verkoper.
Zit ik meteen vast aan een abonnement?
Nee, je koopt alleen deze samenvatting voor €7,49. Je zit daarna nergens aan vast.
Is Stuvia te vertrouwen?
4,6 sterren op Google & Trustpilot (+1000 reviews)
Afgelopen 30 dagen zijn er 52355 samenvattingen verkocht
Opgericht in 2010, al 14 jaar dé plek om samenvattingen te kopen