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Change management presentation

Transcript: Created by: Aleksandra Dec Agnieszka Rzepka Learning how to cook Problem 1. Problem We want to learn how to cook traditional polish dishes. Every Christmas our families prepared food on Christmas Eve but this time we want to do it ourselves. 2. Solution Solution The solution we come up with is cooking as much as we can. Forces Forces Driving forces 1. Increasing our ability to cook 2. Better taste of our dishes 3. It's healthier 3. Getting good reviews from our friends and family 4. Saving money by cooking at home instead of eating out. Driving forces 1. Not having enough money 2. Not having enough time 3. Being afraid of cooking something bad. 4. Being afraid of people's opinions. Restraining forces Restraining forces Smart goal Smart goal Specific We want to learn how to cook Christmas dinner for our families. It is really important that three times a week after classes we will try to to cook some dish. We want to be able to prepare well twelve polish traditional dishes for Christmas Eve. Specific: What we need to do is track number of different dishes we learnt to prepare and the time which took us to make them. Measurable Measurable It is getting into the habit for daughters to ask mom or grandma for tips when it comes to cooking. We will do the same. Moreover we will make sure to cook different types of dishes to improve our cooking skills. Achievable Achievable Learning how to cook will improve our everyday life because we'll be able to cook something delicious quickly and it will be cheaper than eating out. Besides we will be healthier. Relevant Relevant In order to achieve my goal by the end of December we have to start my cooking now. In three months we should be able to cook delicious dinner. Time-bound Time-bound By the end of December we should be able to cook every one of twelve Christmas dishes. Conclusion Conclusion

Change Management Presentation

Transcript: By: Katherine Doak and Jesse Trujillo Taking Action A tool that marketing professionals and practitioners use to help foster their brand or businesses’ voice and personality It’s about connecting with the customer or audience first and then your product or brand. The audience has to be engaged in something relatable Storytelling works in business and PR because it's a way to persuade the target audience or potential stakeholders by sharing true facts about the company that could be intriguing to them through several platforms. This allows us to connect with our audiences and make our company more relatable. We can use it on social media through educational videos or advertisements. Storytelling should not be used solely as a selling tool. Storytelling is the most successful marketing tool for a business because it’s an opportunity to exhibit your brands vision through a journey that your customer can relate to. Leadership Style Social Media Platforms - Facebook, Instagram, Twitter, Vine Creating video content for the web - YouTube Traditional advertising often tells stories through images Infographics tell a story and usually exhibit a timeline A relevant spokesperson for your brand Why is it important to business leaders? Pros: Opportunity to reach potential customers and shareholders Allows your audience to relate to your brand in a way that is relevant to them Great stories build trust and loyalty with your customers Cons Sometimes the content is misunderstood or taken the wrong way The audience may not find the story relevant or interesting If not done properly it can come across as insincere or not genuine The Protagonist As the Canadian retail landscape quickly evolves, Sears has failed to evolve with it. As a result, the company is in a 'make it or break it' financial situation. Our Change Idea for Sears A change in the company leadership by replacing in the current CEO. Widespread cost-cutting to remain sustainable during the company overhaul Re-branding using current industry and marketing trends In reaction to our re-branding and leadership change for Sears we would like to attract a younger consumer demographic that views Sears as a relevant department store retailer. We would like to have our current customers relate to our new vision and increase their shopping at Sears. With this increase in sales, we hope that this will attract new shareholders and investors. It is important that we effectively communicate and involve all of the internal audiences as well, as their participation is crucial to our change idea for Sears. We would like senior staff, management staff and sales staff to believe in our vision. Brand stories are cross-functional commitments that should guide your entire organization. Your sales team, engineers, product managers, executives, and entry-level professionals should all have a hand in articulating your brand’s messaging. We can achieve much more for the company if all staff are communicating the same mission and message. His vision and his ability to communicate this vision to the people of Britain during the country’s darkest days. His ability to inspire and encourage people to be hopeful in a time of despair, most often through the power of speech Trust, without trust in their leader people would not be willing to carry out his vision. His decisive and bold leadership style, he knew what he wanted to achieve and brought about ways in which to fulfill his goals. A Happy Ending Leadership, Storytelling & Communications Structure With the change in leadership, we believe our new CEO would be the protagonist in our story He/she would be someone who understands and is able to connect with a younger demographic He/ she would need to inspire and motivate people to change within the company He/ she would need to believe in a vision of change and be able to translate that to both our internal and external audience Are others using it? Our cost-cutting efforts would give us the financial stability needed to implicate our change idea. Through our re-branding efforts we would be able to attract a new, younger demographic of shoppers without alienating our current customers. Our new CEO would be capable of communicating and executing this change internally and externally Ultimately Sears would be repositioned in the market and thus saved from bankruptcy, giving the story a positive ending. Why does it work for PR? Democratic Leader is participative Effective Offers guidance to those they are leading Is encouraging but still has the final say Engages and motivates others What made Churchill such an effective leader? Pros and Cons What is an element of a good story? How can we use it? How can it be more effective? Communications Structure Tools for Storytelling Ensure all members in the workplace take responsibility for communicating change effectively. Clarify the message for employees. Engage all leaders in the communications department with the potential change. Simplify the

Change Management Presentation

Transcript: Implementing CHANGE A presentation for middle management Change Management Presentation Leah McDonnell November 29, 2018 ORGL 8760 ChAnge What is Change? "Change management is an approach covering the management models individual, teams or organization have in order to reach a future desired state and the actions taken to arrive at the state" (Koter, 1999). Technology Needs for change Why Change? Performance Exploration of new ideas/strategies Environment Finances Opportunity Swain & Drucker, 2014 Approaches to Change 8 Stages of Organizational Change 1. Establishing a sense of urgency 2. Build the guiding team 3. Developing a change vision 4. Communicate the vision for buy-in 5. Empowering broad-based action 6. Generating short-term wins 7. Don't let up 8. Incorporating changes into the culture Kotter (1999) Finding a Leader Choosing a Change Leader Ability to manage people Effective Communicator Motivated Innovative Visionary Confident Gilley, Dixon & Gilley (2008) Leaders LEaders : organizational change Mindset : Values Thoughts Communication Culture : Relationships Normality Traditions Behavior : Ability Personality Temperament Systems : Approaches Technology Systems Goksoy (2016) implementing Change Management Role In order to implement change, the leader must have the right leadership style in order to develop a plan. Leadership for implementing change shall be challenging with an emphasize on aspirations and accountability (Johnston , Lefort & Tesvic, 2017). Great leaders are relentless. Leadership Being a Great Implementer Great implementers personalize the delivery of change to each employee. Implementing is a process and a great leader expresses that idea to his or her employee. Resistance Be aware and alert for push back. As a manager, push back is common. Employees push back to the uncertainty of a change occurring. (Aladwani, 1999) Implementing Change In order to properly implement a change. Employee's must have an open line of communication with managment. This allows them to learn what is expected and how they are able to improve. Johnston , Lefort & Tesvic (2017) As a manager, one must identify the reason for the change. The change is generally requested from higher management. Selecting a strategy to implement the change relies on the manager's skill set in communication. The first time employee's here of the change is the most important. Interpersonal skills are most important! Kottler & Schlesinger (2008) Managers need to identify change Managements Limit to Change Management is viewed as a limitation due to the connection with employees. Upper Management: - Direct the change movement - Not easily able to persuade the change Middle Management: -Understand views of employees better - Glue between top management and employees - Sometimes their authority limits them Stensaker, Falkenberg & Gronhaug (2008) Middle management must help fill the gaps between upper management and the employees. As a middle manager, you must communicate the change as something positive. It is also important to communicate with upper management when help is needed. If there is a need for more employees to execute the change,upper management shall support that need. Tan & Mahoney (2005) Constraints Organizational Learning Approaches Organizational Learning Dibella's (1995) Learning Approaches Normative Approach: -Learning is not a coincidence Progressive Approach: -Based on achievement; takes time Ability Based Approach: -Do not need prerequisites - Can improve overtime Dibella (1995) Learning by Continuous Improvements: - Bureaucratic structure - Continuous improvement Learning by Gaining Abilities: - Gain abilities through people - Not a bureaucratic structure Learning by Experience: -Continuously learn from experiences - Invest constantly Learning by Measuring Limitations: -Research different studies - Study limit growth due to coordination Ulrich, Von Glinow & Jick's (1993) Ulrich, Von glinow & Jick's (1993) learning Approaches Jafari and Kalanaki (2012) state, "Change in people occurs at three aspects of cognition, emotions, and behaviors... learning creates a great opportunity if it is managed well in the company and a organizational learning process can be used as a change management tool to sustain competitive advantage." Organizations Learning to Change Individuals may seem as though they are resisting change. It is important for a manager to determine the resistance factor to change. Examples could include: - rumors -fear of job loss -fear of the unknown Hall & Hord ( 2015) Resistance To Change Team effort All management must be "on the page" in regards to the change process. The most important thing in forms of change.....the communication with employee. Implementing Change is a team effort Lead and Be THE CHANGE Presented by: Mark Mueller- Eberstein TED Video In conclusion, when implementing a change or managing a change within an organization you must be very clear on what is happening, why and when. Be

Change Management Presentation

Transcript: Effects of failed change include, but are not limited to, employee attrition, loss of market share, loss of revenue, low employee morale, and low levels of commitment (Jones, Aguirre and Calderone, 2004). Per the authors, leadership teams that fail to plan for the human side of change will not be successful! Here are the three phases to change management in any organization. Change Management Presentation Heidi Richards Change Management ORGL 8760 CRN 30679 April 16, 2017 Change Management is a Balancing Act! Management must prepare their employees for change (Murphy, 2016). Management must ensure that to stay balanced while implementing change, they set strategic goals to innovate and motivate their employees (Chowhan, Pries & Mann (2017). Phase I - Preparing for Change Collect and analyze feedback Diagnose gaps and manage resistance (Hall & Hord, 2015) Implement corrective and celebrate successes References Chowhan, J., Pries, F., & Mann, S. (2017). Persistent innovation and the role of human resource management practices, work organization, and strategy. Journal of Management and Organization, 23(3), 456-471 Goksoy, A. (Ed.) (2016). Organizational Change Management Strategies in Modern Business. Hershey, PA: IGI Global. Griffith-Cooper, B., & King, K. (2007). The Partnership between project management and organizational change: Integrating change management with change leadership. Performance Improvement, 46(1), 14-20. Hall, G. E. & Hord, S. M. (2015). Implementing change: Patterns, principles, and potholes (4th ed.). Upper Saddle River, NJ: Prentice- Hall. Jones, J., Aguirre, D. & Calderone, M. (2004, April 15). 10 principals of change management. Strategy & Business. Retrieved from Murphy, M.(2016, May 27). 3 stages of successful change management. Forbes. Retrieved from Zaini, R. M., Elmes, M. B., Pavlov, O. V., & Saeed, K. (2017). Organizational dissent dynamics. Management Communication Quarterly : McQ, 31(2), 258-277. Phase II - Managing Change Develop a change management plan and change management training if necessary Take action and implement plans Create policies and procedures that mirror a successful plan (Zaini, Elmes, Pavlov and Saeed (2017). Phase III - Reinforcing Change Define your change management strategy (Goksoy, 2016) Prepare your change management team Develop a communication plan (Griffith-Cooper & King, 2007) Develop your model


Transcript: In the next ____ years, our company will be recognized for _______________________ _________________________________, in addition, our costumers will have or receive ____________________________________ ______, finally, our product will impact because ______________________________________ __________. Your name(s) here Your position(s) here (Chief Executive Officer, Designer, Engineer, among others). Our Goal: SEO Mission Example: To create a powerful tool that help people to understand the basic principles of global warming. Company positions SOCIAL Continuous Improvement City, State Insert a support image here CMS Your name(s) here OUR MISSION Your company name Objectives OUR OBJECTIVES PLATFORMS Your position(s) here (Chief Executive Officer, Designer, Engineer, among others). . Social Example: To create a powerful tool that help people to understand the basic principles of global warming. Email Address We are a ___________________ ______ that wants to __________ ________________________, by providing an unique service with the highest quality standards like _____ ___________________, finally, we aim to exceed customers expectations like _______________ _____________________________ always in a better way. Your name(s) here OUR STRATEGIC MANAGEMENT PROPOSAL Your position(s) here (Chief Executive Officer, Designer, Engineer, among others). Strategic management components of Example: To create a powerful tool that help people to understand the basic principles of global warming. . Goal

Change Management Presentation

Transcript: TIMELINE Overview of deliverables and deadlines Goal Fill Vacant Positions By mid October 2023 Automated Escalations Phase 1 by Janaury 2024 Onboard More Partners and expand Coverage By April 2024 (staff permitting) Identify opportunities to reduce duplication of effort and optimize teams at the IT Service Desk and implement solutions. Phone Bot Complete phase 1 by December 2023 Workload Demand Review and Forecasting By mid March 2024 CURRENT STATUS IT Service Desk Where we are at as of Q3 2023 DONE WORKING Reviewed Q2 Staffing Data and Identified Projected Needs ITSS 2 Hiring Committee Automation initiatives IN PROGRESS 2023-2024 Change Management Plan INTRODUCTION TO DO As the demand for centralized tier 1 IT support increases and more service partners want to be onboarded, we must be able to improve proccesses and hire and train staff to fulfill demand. Current Challenges: 1) Staff Turnover 2) Budget Constraints 3) Demand for services increasing faster than supply NEXT STEPS 1) List approved changes 2) Develop responsibility matrix 3) Develop change roadmap for each intiative 4) Finalize budget for each intiative and staffing 5) Finalize communication plan Potential Solutions to Address Challenges Specifics: Phone bot Automated escalation for repetitive requests and incidents tier 1 cannot fulfill or assist with Action steps: Draft business proposal Form specailized team Delegate and manage tasks on team Communication plan Metrics to Track: % of tasks offset by automation Accuracy Customer satisfaction Potential for growth and expansion Challenges: Time investment is front loaded Fear of change Skepticism toward machine learning Concerns for quality

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