Managing Organizational Change


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   6 Month Access - $249
  12 Month Access - $299

Managing Change: Understanding Change

Overview/Description
‘To exist is to change, to change is to mature, to mature is to go on creating oneself endlessly.’ This is a quote by Henri Bergson, a nineteenth century French philosopher. Since the nineteenth century, the pace of change in all aspects of our lives has become faster and faster and responding to change well is a necessity in today’s competitive business environment. Leaders and managers, regardless of industry or organization, require a clear understanding of how important organizational change is in order to propel their organizations forward. This course outlines what is meant by change, as well as the importance and benefits of implementing change within an organization. It also details the three different types of organizational change: strategic adjustments, strategic reorientation, and transformational change. Finally, this course covers different practical approaches for managing organizational change, taking into account factors such as the time allotted for the change, the expected degree of change, and the potential resistance to change within the organization. Materials designed to support blended learning activities aligned with this course are available from the Resources Page.

Target Audience
Any manager or leader who has an interest in or will manage or lead organizational change

Expected Duration (hours)
1.0

Lesson Objectives

  • match the stages of organizational change with the types of activities that take place during each
  • recognize the importance of embracing and managing organizational change
  • match types of organizational change to examples
  • identify key considerations for combining approaches to change management
  • recognize the conditions under which each change management strategy would work best

Managing Change: Building Positive Support for Change

Overview/Description

It’s often said that people don’t like change. But when it comes to organizational change, employees are genuinely interested in making things better – an improvement in processes, systems, functions, or services most likely translates into direct improvements for the employee too. But employees cannot support change and recognize its benefits without first understanding how it impacts their tasks, processes, or roles. Employees – and people in general – empowered with knowledge, understanding, and a clear vision of the future state will not only welcome change, but embrace it. In this course, you’ll learn about the importance of building a motivating atmosphere that supports organizational change, and the importance of creating short-term wins and vision. The course highlights techniques for listening to your employees during change initiatives such as encouraging open communication, listening to employees’ feelings, checking for understanding, and taking employee input into consideration. The course also covers actions you can take to support individuals through change initiatives, including coaching for change, making sure employees are empowered with the critical knowledge and skills necessary, considering individual characteristics of your employees, and being flexible. Materials designed to support blended learning activities aligned with this course are available from the Resources Page.

Target Audience
Any manager or leader who has an interest in or will manage or lead organizational change

Expected Duration (hours)
1.0

Lesson Objectives

  • recognize examples of short-term wins
  • identify guidelines for creating vision to support organizational change
  • deal with employees’ concerns in a given change-related scenario
  • match the steps of the technique for listening with examples
  • recognize what you can do to support individuals during change

 

 

Managing Change: Dealing with Resistance to Change

Overview/Description

Change is inevitable in an organization, but the process of adapting can be painful. Organizational change can cause anxiety and upheaval, and when it does, it’s no surprise that employees show resistance. Resistance behaviors can vary from individual to individual and they are often unproductive. While managers may be tempted to deal with behaviors directly, rather than tackling symptoms of resistance to change, managers must deal with the source of those symptoms. They must first understand the mixture of emotions and thoughts that come with change, identify the underlying causes of employee resistance, and then use techniques to address those root causes. When the root causes are addressed, behaviors that show resistance to change will fade. This course outlines these aspects of overcoming resistance to change. It surveys the active and passive symptoms of resistance to change, goes deeper to explore the emotional and thought-based causes of these symptoms, and provides strategies for dealing with root causes through direct conversations with employees. Materials designed to support blended learning activities aligned with this course are available from the Resources Page.

Target Audience
Any manager or leader who has an interest in or will manage or lead organizational change

Expected Duration (hours)
1.0

Lesson Objectives

  • classify resistance behaviors
  • recognize the underlying sources of resistance demonstrated in behaviors
  • use open communication, employee involvement, and change agents to handle resistance in a given scenario

Managing Change: Sustaining Organizational Change

Overview/Description

Decisions to transform an organization are vital to the health of the business, and organizational change efforts are often made to improve service, streamline operations, and of course improve the bottom line. After such a transformation in your organization, how do you engage, excite, and support the biggest driver for success in your organization – your people? How do you manage your people after organizational change so that, as a team, they support and maintain the benefits of change initiatives? This course covers methods for building and cultivating a culture that effectively sustains organizational change. Specifically, this course introduces techniques for creating a collaborative team environment, as well as strategies for getting employee feedback after change. Finally, techniques for managing and sustaining performance after change initiatives are covered, including the important steps of rewarding ongoing learning and improvement, and providing feedback based on strong performance standards. Materials designed to support blended learning activities aligned with this course are available from the Resources Page.

Target Audience
Any manager or leader who has an interest in or will manage or lead organizational change

Expected Duration (hours)
1.0

Lesson Objectives

  • foster collaboration on a team, in a given organizational change scenario
  • match modes for collecting employee feedback with appropriate circumstances for using them
  • recognize how to sustain performance effectiveness through standards and feedback

Communicating Properly during Layoffs

Overview/Description

Corporate mergers, financial downturns, and outsourcing make for difficult transitions for any company. This impact explores the importance of clear, thorough, and honest communication during such times of change.

Target Audience
HR Professionals with dedicated roles within the HR and learning and development functions, including administrative, executive and management roles, along with those in training for such positions.

Expected Duration (hours)
0.1

 

 

Involving Employees in Corporate Change

Overview/Description

Given the potentially disruptive impact of change to business organizations, it’s imperative that companies strive to find strategies to involve their employees in the transition process. This Business Impact highlights a number of effective approaches.

Target Audience
Individuals responsible for leading teams either occasionally, for example as project managers, or more permanently as team leaders or line managers.

Expected Duration (hours)
0.1

Communicating Organizational Change

Overview/Description
Change can make people uncomfortable, and fear of the unknown creates anxiety. This Business Impact explores the three key components of effectively communicating organizational change: the when, the what, and the how.

Target Audience
Managers, supervisors, and leaders in all industries/organizations who communicate organizational change to employees

Expected Duration (hours)
0.1

Developing People

Overview/Description
All companies need to develop their employees. This Challenge examines how organizational restructuring can provide development opportunities.
Target Audience
Mid- to upper-level managers and executives; all high potentials and fast trackers, including individual contributors.
Expected Duration (hours)
0.2

Beyond Change: Working with Agility

Overview/Description

Organizational change and other roadblocks can be an unpleasant fact of life, but being nimble and graceful in everyday practice can make those roadblocks less daunting. This Impact Series product explores the importance of developing organizational agility and the effect it can have when organizational change does happen.
Target Audience
Professionals in non-managerial roles who wish to improve their ability to effectively navigate and network across an organization.
Expected Duration (hours)
0.1




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