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CHANGE MANAGEMENT 13 Change Management in SSU

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Added on  2021-06-17

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CHANGE MANAGEMENT 13 CHANGE MANAGEMENT 1 Change management Name: Institution: 2 Executive Summary 3 Introduction 4 Report 5 External environment 5 Change processes 7 Training development and delivery 8 Change of resistance to change in SSU). The report covers the process used to implement change, the models, and reasons why the change process failed and also the recommendations put forward to help the management in striving a successful change process. Introduction To continue to triumph in a progressively complex, volatile and ambiguous tertiary sector, and to release strategic purpose

CHANGE MANAGEMENT 13 Change Management in SSU

   Added on 2021-06-17

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Running head: CHANGE MANAGEMENT1Change management Name:Institution:
CHANGE MANAGEMENT 13 Change Management in SSU_1
CHANGE MANAGEMENT2Table of ContentsTable of ContentsTable of Contents........................................................................................................................................2Executive Summary.....................................................................................................................................3Introduction.................................................................................................................................................4Report..........................................................................................................................................................5External environment..............................................................................................................................5Change processes.....................................................................................................................................7Training development and delivery.....................................................................................................8Change of resistance to change in SSU.................................................................................................10Report to the VC, faculty of arts and engineering..................................................................................12Conclusion.................................................................................................................................................13Recommendations.....................................................................................................................................14References.................................................................................................................................................15
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CHANGE MANAGEMENT3Executive SummaryDue to the changing business environment and dynamism in the global market, most organisations are striving to streamline their activities with an aim of coping with the competitivenature of the market. Managing change is an important element within an organization. When Professor Max Block took over the leadership and management as Vice-Chancellor of Super StarUniversity in Australia, he was determined to transform the institution to meet the international standards. Therefore, the report seeks to analyze the strategic change management plan initiated by the new VC aimed at implementing his vision for the institution. However, the change process initiated by Professor Blocks failed due to employee resistance and poor management. The report covers the process used to implement change, the models, and reasons why the change process failed and also the recommendations put forward to help the management in striving a successful change process.
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CHANGE MANAGEMENT4IntroductionTo continue to triumph in a progressively complex, volatile and ambiguous tertiary sector, and to release strategic purpose and vision, it is important that SSU increasingly reviews and refreshes its policies, strategies, structures, technologies, processes, and culture (Hill, Jones and Schilling, 2014, pp. 173). As such, a change should not be thought of as a point in time event, but rather a constantly ongoing course with a continuous, and frequently time complex, patterns of transitions leading up to, and following on from change (Dawson and Andriopoulos, 2014, pp. 82). All individuals experience change in their daily lives. Underpinning all the change process at SSU is the aim to make sure the institute is well positioned to accomplish its future objective, and that it realises its obligations as per the university rules and guidelines. In its broadest sense, change denotes to the process through which something becomes diverse. For instance, change that one may experience at SSU include fluctuating budgets and funding, an advance of the business process, participating in the organisation review, improving policy, adopting new research methodology and implementing new technology (Cummings and Worley,2014, pp. 147). The extent of any change can be impacted by the breadth of reach within the organisation, the period of change action, change disruption and the driving forces behind the change. Within the broader framework of change, the term organisation change has a very specific focus at SSU and refers to considerable workplace change (Benn, Edwards and Williams, 2014, pp. 103). The SSU change process outline the fundamental principles,
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