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How to deal effectively with organisational social issues
Published in Peter W. Robertson, Supply Chain Analytics, 2020
(all 1,500 words – approximately three pages single-spaced) Describe the factors at play when organisational members adopt an attitude that is resistant to change. Describe a change management process that is designed to overcome such resistance to change.Describe the nine-step process that can be followed to influence managers to actually act on important issues or problems.Describe typical organisational dysfunctional behaviours and their likely causes. What impact do dysfunctional behaviours have upon organisations? How can such negative behaviours best be responded to?
Interviews with Experts
Published in Randy K. Kesterson, The Intersection of Change Management and Lean Six Sigma, 2017
Darryl Bonadio: Because without “winning the hearts and minds” of the people, you will not be able to sustain the changes, and things will deteriorate rapidly after oversight activities cease. All organizational changes are really about getting people to accept and own the new activities with a positive attitude that doing things this way will result in benefits. Those benefits span individual and corporate values and, as such, need to be communicated in multiple levels of meaning to the employees. Change management helps you identify how the changes will impact people, the behaviors needed to sustain the changes, and how to assure the right reinforcements are implemented to assure change.
Change Control
Published in James Agalloco, Phil DeSantis, Anthony Grilli, Anthony Pavell, Handbook of Validation in Pharmaceutical Processes, 2021
Each site must apply risk management principles to determine which systems and activities may be dealt with under a change management approach. This is not to say that the SMEs responsible for these systems do not have written procedures or do not keep records. They should and they do. In fact, some firms include the option for Quality audit of these procedures and records (as opposed to formal oversight, review and approval) in their governing SOPs or company Quality Standards.
Lean implementation in healthcare: offsetting Physicians’ resistance to change
Published in Production Planning & Control, 2023
Pierre-Luc Fournier, Marie-Hélène Jobin, Liette Lapointe, Lionel Bahl
The underlying resistance of physicians towards Lean change is unlikely to go away, at least for the foreseeable future. As explained earlier, the clash between the Lean and medical professional institutional logics results in an inherent apprehension towards Lean. To face this issue, organisations have used traditional change management practices such as communication and training to try to engage stakeholders in change efforts. While these practices have been linked to healthcare professionals supporting change (Nilsen et al. 2019), our results show that, in the case of physicians and Lean, these approaches are not sufficient. This echoes the findings of Akmal et al. (2020). When triggered by threats to medical professionalism, resistance towards Lean is too strong to be overcome by simple change management strategies. However, our results also show that it is possible to offset active resistance by triggering championing behaviours that support change through leadership and familiarity with Lean.
Explaining Digital Technology: Digital Artifact Delineation and Coalescence
Published in Journal of Computer Information Systems, 2023
We hypothesize that the incorporation of representation theory to organize the components of multilayered digital architectures will allow us to explain more modern digital technologies. Despite the complexity of digital technology, the concept of coalescence enables us to conceal the inner layers and concentrate on the interaction zone. This concept enables the definition of interaction zones for different types of users in an information system; for instance, the interaction zone for a business manager will differ from those of a CEO, developer, and business user. We postulate that the concept of coalescence is applicable to software and user interface (UI) design. Lastly, the IT landscape is becoming increasingly complex and interconnected as dozens of information systems collaborate. Change management is one area of an organization that must monitor how a modification to one system may affect other systems. We hypothesize that the capacity of DTF coalescence to zoom out and zero in on the interaction zones between systems can be utilized by change management teams to document the interconnected systems for improved management.
Status of engineering change management in the engineer-to-order production environment: insights from a multiple case study
Published in International Journal of Production Research, 2020
Natalia Iakymenko, Anita Romsdal, Erlend Alfnes, Marco Semini, Jan Ola Strandhagen
Implementation of Engineering Change Management (ECM) has been found to reduce the negative impacts of ECs (Jarratt, Clarkson, and Eckert 2005). In this study, ECM refers to the organisation, control and execution of ECs and covers the entire product lifecycle, from the selection of a concept to the wind-down of production and support (Hamraz, Caldwell, and Clarkson 2013). The goals of ECM are to reduce the number of ECs, to select ECs effectively when they occur, to implement ECs efficiently and to continuously learn from the implementation process (Fricke et al. 2000). To achieve these goals, a variety of ECM practices and tools have been developed. Several surveys and case studies have investigated the extent of use of ECM practices and tools in industry (Huang, Yee, and Mak 2003; Huang and Mak 1999; Eckert et al. 2009; Storbjerg, Brunoe, and Nielsen 2016; Tavčar, Demšar, and Duhovnik 2018). Eckert et al. (2009) mentioned that future ECM is likely to differ along such contextual conditions as production volume, product customisation level, degree of uncertainty and inherent product complexity. However, available studies do not explicitly distinguish between the contextual conditions of different production environments that might influence the use of these strategies, practices and tools. Hence, the question of whether ECM practices and tools are equally applicable in all production environments is still unanswered. This paper seeks to address this question by investigating ECM research in the context of the Engineer-To-Order (ETO) production environment. The paper extends previous research conducted by the authors in this area (Iakymenko et al. 2018).