Management of organizational change

GOAL

The growth performance of the Company through the formation of top managers a common understanding and development of tools for the initiation and maintenance of organizational changes, and, as a consequence, improving the quality and efficiency of management decisions.

The RESULT

 

• Participants gained an understanding of the components of the business architecture of the organization and laws of functioning of the company as a system;
• The leaders learned to distinguish objects management during organizational changes;
• The participants have mastered the steps, concepts and approaches of innovation management;
• Practiced using tools to describe the current status of the Company, forecast organizational perspectives and assess the feasibility of implementation;
• The leaders worked the skills to use planning tools goals stratera, process optimization, emphasis in the management system, designing ArcCatalog structure and task components of the corporate culture.
• The participants had mastered, in practice the algorithm design changes.

THE CONTENT AND STRUCTURE

MODULE 1: "THE STRUCTURE AND FUNCTIONING OF THE COMPANY AS A SYSTEM. OBJECTS OF ORGANIZATIONAL CHANGE":

• Vision and cascading goals;
• Business and production processes: the concept of business modeling and mapping;
• Management system: cyclic functions to ensure efficiency and dynamic functions to increase efficiency;
• Organisational structure: operating, project, variety of matrix structures;
• The personnel and policy: the competence approach, motivation system and management involvement;
• The corporate culture of the Company, as management tool.

MODULE 2: "STAGES OF ORGANIZATIONAL CHANGE OF THE COMPANY":

• Tactics organizational changes: a revolutionary model of Levin and evolutionary model of Kaizen;
• Description of the current state of the Company in accordance with the objects changes;
• The forecast for the next organizational perspectives and assessment of the appropriateness of the development life cycle of the company's Ichak Adizes model of organizational pathologies Ilya Prigogine;
• Description of the target condition of the Company: stratkat Norton-Kaplan, the optimization of processes in the algorithm DMAIC "harmonization" of the management system, the job ArcCatalog structure under the current business objectives, KPI's and KFI, setting the corporate culture of the Company.

MODULE 3: "METHODOLOGY OF DESIGNING OF THE PLAN OF ORGANIZATIONAL CHANGE":

• Decomposition of project changes on the subprojects. Ratingaverage in importance and resource intensity;
• The product planning in relation to the periods;
• SWOT analysis: the analysis of resources, matrix of risk management;
• Set points and control of execution;
• The distribution of zones of responsibility: the appointment of managers and other project participants.

MODULE 4: "THE APPROACHES TO CONSTRUCTION OF MODEL SELF-DEVELOPING COMPANY":

• An overview of the tools implement changes;
• Tools "freezing" of organizational changes;
• The concept of self-developing company.

METHODS

Training with the elements of moderation is an active form of learning material on the professional life of the participants. In the course of training using such training tools as "brainstorming", installation, group discussion, guided discussion, simulation and role-playing games, practice in pairs and threes, case studies, development of individual-group compromise, etc.

The ORGANIZATION

Duration: 2 training days (16 academic hours).

Number of participants: 25 people

Format of training: corporate

Possible option to complete the program elements of a structured meeting and brainstorming of management team members to plan organizational changes of the Company. The outcome of the training will be a detailed project organizational changes. In this case, it is recommended duration 3 training days.