Topics: Crowell family John Crowe, d. History and genealogy of the Harlan family, and particularly of the descendants of George and Michael Harlan, who settled in Chester County, Pa. Alpheus Hibben , b. Topics: Harlan family George Harlan, d. A genealogy of the Curtiss-Curtis family of Stratford, Connecticut : a supplement to the edition. Clara May Walker , Includes indexes Topic: Southworth family.
Clarke-Clark genealogy : records of the descendants of Thomas Clarke, Plymouth, William Wallace , b. Charles Candee , The Brewster genealogy, ; a record of the descendants of William Brewster of the "Mayflower. Topics: Brewster, William, or , Brewster family, Allerton family.
The genealogy of the Cleveland and Cleaveland families. An attempt to trace, in both the male and female lines, the posterity of Moses Cleveland Topics: Cleveland family, Cleveland, Moses, d.
A history and genealogy of the Conant family in England and America, thirteen generations, : containing also some genealogical notes on the Connet, Connett and Connit families. Foote family, comprising the genealogy and history of Nathaniel Foote, of Wethersfield, Conn. Originally published: Rutland, Vt. Genealogy of the Bliss family in America, from about the year Thompson Prettyman , Includes index Topic: Eddy family Source: bplsocsci.
Topics: Hopkins, John, fl. Genealogy of the Reber family descended from Johan Bernhard Reber, Morris Byron , b. Topic: Reber family Johan Bernhard Reber, fl. History and genealogy of the Knauss family in America : tracing back the records to Ludwig Knauss, to the year The Gardiners of Narragansett : being a genealogy of the descendants of George Gardiner, the colonist, Caroline Elizabeth , ; Goodwin, Daniel, ed.
Topic: Gardner family Source: bplsocsci. Memorials of the Scottish house of Gourlay, by the Rev. Charles Rogers. For example, everything on the checklist related to assets can be combined onto one prep sheet. Everything related to financial planning can be combined onto another prep sheet. Everything related to taxes or tax planning can be combined onto its own prep sheet.
To break meeting prep down even further, you can delegate a portion of the prep to an appropriate team member. A Paraplanner can conduct the more difficult aspects of meeting prep , such as reviewing an updated in-force ledger for a Variable Universal Life VUL policy. Delegating these tasks frees up the advisor to focus on gaps, strategy, and opportunities. I am a big proponent of preparing for client meetings well in advance, allowing my subconscious to work on client cases and help me come up with the best advice and solutions.
If this level of prep poses an undue burden on you and your team, start by conducting thorough meeting prep with just your top clients. Once you have mastered this tier of clients, move to your next lower tier of clients. Remember, not all clients have multiple accounts with you and thus require less prep time as many items noted on the checklists will not apply.
They can be used throughout, including after the client meeting for follow-up items , as well as other aspects of the financial planning process that can be checklisted. You will notice that the meeting follow-up list is much shorter than the pre-meeting prep list. As I mentioned earlier, though, meeting follow-up presents the biggest opportunity to falter and let something fall through the cracks! By doing a thorough job of meeting prep, you have fewer items to handle on the back side of the appointment, allowing for less opportunity to miss something accidentally.
It is very important to define the mission. One group was a group of managing directors and one was a group of employee representatives. GAO leader discussed with all of them about what needs to be done so that they can give their views and also ask questions. After this, a team for managing change is built. The team is composed of individuals with the capabilities like- individuals highly respected by others in the agency, individual that strongly supports for the change, each individual should represent the various areas which will get affected by the change.
Then the change team can hold workshops to get recommendations for improving performance of the agency. A facilitator at the workshop first stated the current process to the workshop attendees. At the end of this workshop, there were around ideas on the board.
Set priorities: Once all the suggestions are on the table, the next step is to decide which suggestions to incorporate in the action plan and in what sequence. One recommendation given by Frank Ostroff is to construct 2x2 matrix like shown below.
After putting each recommendation in one of these buckets, it is really easy to say that the recommendations that we should consider fall into the bucket of high performance low difficulty. But some times it happens that the initiative has such a big impact so that even though the difficulty level is high, it is recommended that we should consider that suggestion.
In the example of OSHA, they used similar metrics to identify which ideas to implement first. In this exercise, they found that they needed to spend on five weeks worth of training to staff to implement the process redesign. Everybody agreed on the fact that the cost of training is justified as the initiative will have significant impact on the performance.
Roll out the program: It is really important for the agencies to identify the places to start the change program. The staff members of these offices became virtual members of the change team, making sure whether the ideas put through in the workshop were practically possible and well suited in the field.
Training plan was developed. The people from the change team were available to answer any questions, provide guidance, and to note down what worked will and what did not. After success of the pilot phase, the change implementation was extended to incorporate more offices. Each office going through a change had one observer who was observing the process as it went through the change process.
The observer, along with the representative from change team, made sure that the there was no problem implementing the change. But because this change initiative had already made a huge impact on the employees, OSHA did not change its track as it was happening before change initiative, and were able to succeed achieving the goal of improving performance against its mission. Principle 4: Take a comprehensive approach To be successful in redesigning the organization, the various factors must be taken in to consideration.
Some of those factors include leadership, structure, processes, infrastructure including technology , people, and management. First is it is in the nature of bureaucrats to respect barriers to change. Good leaders do not always knock down the barriers but they try to find the ways around it. SOF needed a speed boat. But it generally takes 10 to 15 years to actually get the equipment in a traditional way in the military. SOF used innovative approach. They gave a chance to industry vendors to build three prototypes.
Then after very through evaluation, they selected one prototype. This whole process took 37 months as compared to 10 to 15 years by traditional approach.
The other problem is that leaders in public sector think that their efforts of improving performance against company mission will be questionable. In this case, leaders must convince the stakeholders about their sincerity. If the stakeholders, in this case employees, are convinced that the leader is committed to the work, employees are going to listen to the leader.
Healthcare Unlike government industry, healthcare is similar to the other private sector organizations when it comes to managing change. As part of the integration, the emergency services of both hospitals would merge under single leadership. As part of this case study, we will examine the design of proposed future organization.
We will also identify and explore the solutions for the potential barriers to this change. The aim of this law is to downsize the military n the post-cold war era.
The one feature of the BRAC is to create 6 medical research centers of excellence which resides in different geographic locations under one roof. These two medical centers are just 16 miles apart from each other. So they have competed with each other for their patients as well as worked together on different programs for a good cause.
Previously, these two organizations tried to merge managerial functions under single roof of Joint Military Medical Command. But they failed in that merger and they went back to military service-specific lines of reporting.
For designing the future merger of the two facilities, it is really important to analyze existing hierarchical structure between the two organizations. The important observation from the analysis of these two organizations is that both medical centers have very different leadership, they maintain separate budgets, and sharing only takes place when the overall mission coincides with each other or only if they got orders from the higher authority to do so.
The effect of this difference is apparent when we see he departments of emergency medicine of both organizations. But at WHMC, the situation was variable. The past few leaders have been without any relevant experience to the emergency medicine.
Question: Given the background of the two organizations, what do you think are the challenges in merging the two organizations and how will you solve the problem? Challenges Even though the BRAC law ordered integration of the two facilities, it did not give any additional points about how to go about doing it.
Specifically, there should be one organization which will be the lead institution. There is no single chief executive officer CEO identified. As both organization have different line of authority, conflicts will defiantly arise through the integration process. The integration of two organizations into a single organization means reduced overhead and streamline organizational chart. So this merger was interpreted by some employees as downsizing and loss of their jobs.
It is known that at least few people are going to loose their jobs, especially, the key leaders. Solution After identifying the challenges, the leaders tried to apply best practices to make the change successful. There were three major points that were taken into consideration while proposing the design.
De Lorenzo, Robert A, Lessons learned This case is still under progress and should me done with the complete merger by The following are the lessons learned from the process till now. It is important to have a clear vision to have a successful transformation or a merger. Change Management: The merger of the two organization having different organizational cultures and separate values is not new to SAMMC.
The large health care managers were attempted to merge the organizations and their lessons learned apply to this merger as well. Greenberg's work on barriers to change provides some useful insight. Four of his five top barriers are apparent in this case: a structural inertia, b group inertia, c Maslow's hierarchy of needs, and d previous failures. This proposal will make sure that all he medical operations are under single control command. One positive effect of this merger is the increased awareness of the military specific services.
Lessons learned from change management implementation The following lessons learned are drawn from the implementation of organizational change in few New Zealand public sector organizations.
Strang, Gleisner, Howlett, Loth, But these are very generic lessons that can be applied to all of the change management projects that are undertaken. Even though the following lessons learned are drawn from public sector change, these also apply to private sector. Analyze the context of change The objectives of the change exercise, expectations of people related to change and the environment in which the change is taking place determine the options for approaching change.
Tackle people issues People-related issues during a change process are the most important. The change leader needs to understand reactions to change and deal with staff concerns directly. Maintain open lines of communication Build staff buy-in and minimize resistance to change by keeping people informed about the change. Real-life stories can be useful sometime. Recognize cultural issues Understand how cultural issues can interrupt the change process and deal with them, especially in merger situations.
Maintain the momentum of change External demands can be useful to reinforce the need for change and create urgency. Once momentum is gained, finding ways to continue to move forward and avoid retreating to past behaviors can be challenging.
Chapter Summary This chapter gives information about the history of change management. To evolve and implement a productive change, all the three aspects should be considered. Otherwise, if one of them is neglected, the whole change process can be jeopardized.
The section discusses various issues and problems of managing change of these areas through case studies and offers the guiding principles that are essential for managing respective changes. These principles and theories are vital for understanding both why and how to use change management with situational awareness and necessary modifications based on the specific change and the particular organization that is being changed. Section C is a summary of the major contributions to the field of change management.
When relevant, the strengths and weaknesses of each model are described, as well as their relationship with similar models. Section D explores the parallels between the models from Section C to better understand the convergence of these various theories of thought. While each model and set of observations regarding change management has differences, many represent a common thread of ideas. The convergence of these fields of thought seems to represent iterative progression towards a common, more generalizable method of modeling change in an organization.
Section E and F talk about the applications of the change management in various organizations. We talked about how the change should be managed in the public sector organizations using few examples in the public sector. We also summarized lessons learned from the implementation of organizational change in the public sector organizations in New Zealand. These lessons learned are very important to keep in mind while implementing any type of change in the organization. References Ostroff, F.
Change Management in Government. Campbell, R. Change Management in Health Care. The Health Care Manager. Kotter, J. The heart of change: real-life stories of how people change their organizations. Burnes, B. Dessler, G. Haddad, C. Hiatt, J. Lorenzi, N. Ott, J. Leading Change. Our iceberg is melting: Changing and succeeding under any conditions. New York: St. Martin's Press. Hiatt, Jeffrey Smith, M. Taylor, F. Establishing the Ministry of Social Ceveopment.
Military medicine. Executive exit: Multiple perspectives on managing the leadership transition. Retrieved from Blis database. Carey, D.
Picking the right insider for CEO succession. Harvard Business Review, 87 1 , Ending the CEO succession crisis. Harvard Business Review, 83 2 , The last act of a great CEO.
Managerial succession and organizational effectiveness. The American Journal of Sociology, 69 1 , Indianapolis: Hackett Pub.
Retrieved from WorldCat Shen, W. Will succession planning increase shareholder wealth? Strategic Management Journal, 24 2 , Picking the right transition strategy. Managing Change in Organizational Development. The current models used in Change Management. The strengths and weaknesses of the various approaches and when to use them. The ideas behind the concept of Organizational Development 4. How to apply Change Management strategies to specific business situations.
Introduction Though a young field, Change Management has a varied landscape of opinions for the best approach on how to maximize chances for success. Now that we know the history of Change Management and some of the basic principles behind it, it is time to learn about the models of Change Management being used today. Beginning with the work of John Kotter and continuing through the Socio-Technical Systems model, the Iceberg model, and the 7-S model theories of Change Management, this chapter will introduce you to the current models and theories being used in Change Management.
While other approaches to Change Management exist, each of the models presented here demonstrates the fundamental principles of how planned change can be executed in real-world organizations. One of the common threads throughout the models is the necessity for understanding the context and environment of the 1: Figure planned changed, Eight Steps especially for Successful the people Large-Scale Changeand culture of the affected organization.
Increase urgency Models of Change Management 2. Build the guiding team Kotter Approach 3. Get the vision right What is it? Communicate for buy-in While the previous approaches established 5. Empower action a solid groundwork of techniques an organization 6. Create short-term wins 7. According to author John Kotter, the answer may lie in the difficulty of changing the behavior of people in an organization. Kotter originally established his basic tenants of change management in an article published in the Harvard Business Review.
He has since fleshed out his theories in subsequent books. In his book Leading Change, Kotter explains the fundamental steps for creating change, and in The Heart of Change, he describes how people can overcome the challenges of each step.
Rather than using charts and graphs to persuade members of an organization that change is needed, Kotter proposes personal reflection for determining change strategy. Only then will an individual be able to adapt his or her behavior to the situation.
Kotter, , p. By building a framework for leveraging the skills and ideas of the people in the organization, and generating a feeling of the need for change in every employee, the change process will have the best chance for success. Once an individual realizes that change needs to take place, the first step is to increase urgency throughout the organization. People must know why the need is important in addition to knowing what the actual need entails. An example of this is a manager who videotaped customer statements to highlight customer dissatisfaction with their product, which was then played during a meeting Kotter, , p.
This demonstration incited an emotional response strong enough to energize a change effort. This team must have the right mix of skills and diversity to achieve results, as well as the capacity for trust and teamwork. The purpose of this guiding team is to establish the vision and strategy for change.
The vision should be a concise statement of where the team sees the organization in the future. The strategy outlines the process in which the organization will achieve their vision Kotter, , p. In order to get as many people in the organization as possible to work towards the common vision established by the guiding team, the vision must be communicated for buy-in.
The vision should be communicated by both words and actions, such as demonstrating commitment to budget- cutting by stripping out the luxuries of the executive floor of the main office building Kotter, , p. Empowering action and creating short-term wins are two concepts that are closely tied to each other. Empowering action means removing anything in the way of people who are trying to achieve the vision, including other people, rules, and negative mindsets.
Once empowered, employees begin achieving short-term wins in the early stages of the change effort, such as streamlining a single paper trail in an organization as a precursor to increasing overall organizational efficiency.
Not letting up and making change stick are two additional concepts that are also closely tied to one another. Not letting up refers to avoiding complacency after short-term wins. Making change stick refers to the effort involved in avoid slipping back into old habits.
Demonstrating a commitment to change through a major signal to employees, such as remodeling an office building, promotes a sense of community that falls in line with this new vision Kotter, , p. By using the Kotter approach, the need for change is translated into a visual, and often emotional, symbol of what the problem is and what solution is necessary.
The Kotter approach is also suitable for organizations that have a clear direction in mind, but little momentum for change exists in both managers and employees. Communicating a need in terms of urgency, and speaking to individuals on a personal level, can fuel the organizational momentum required to complete the change as needed. When not to use it A less appropriate situation for using the Kotter approach would be one in which the need for change is difficult to translate into terms that are concrete and can be visualized by employees to create urgency.
Some changes are necessarily strategic in nature, and often very abstract, in which case a more top-down approach to change management might be preferred. Further, the Kotter approach does not extensively cover the means and methods for implementing change. Instead, it relies on enabling managers and employees to follow a common vision, which will ideally result in the proper changes taking place. When extensive assistance is needed to formulate strategy in a detailed, technical environment, the Kotter approach falls short.
Finally, when small-scale changes are needed are small- scale, reflecting an adjustment of existing strategies and visions, the Kotter approach is less effective in that it is designed for large-scale, organization-wide changes.
Engendering Organizational Change: Strengthening Organizational Effectiveness in a Retail Business27 When the owner of the BeeYouTee beauty salon in Luton decided to move her shop to a new location with more parking and a larger building, she hired her brother L.
Vaughn Spencer, an author and expert on change and motivation, to help facilitate the change. Before executing the change, the Spencers outlined the financial risk, sought input from employees, and consulted with a friend who had recently moved his business.
They established five critical success factors. Clear definition of time scale in plenty of time for the Christmas holidays 2. Rigorous implementation 3. Global perspective 4. Assuage emotional inventory shortfalls 5. In the weeks leading up to the change, messages were targeted to the employees, customers, neighbors, suppliers, and postmen. Customers were made aware through signs and advertisements in local newspapers. Employees were made aware of the need for change by placing Post-It notes on the break room fridge and on lockers.
When it came time for the move, the owners involved every employee in an implementation workshop held at a local primary school. In the end, 80 percent of employees understood the need for change and supported the move.
A federal appeals court had recently up held a ruling by the Federal Communications Commission which mandated that cellular service providers must allow customers to keep their existing number after switching services.
This was an opportunity to gain new subscribers, as customers would now be able to 27 Case from: Spencer, L. All of the major wireless providers were scrambling to comply with the new regulation and capture market share from their competitors.
Further complicating the issue, they were trying to switch traditional TDMA customers over to the new GSM network while supporting separate systems for both types of customers.
In order to work, the program had to be highly. Further confusing the situation, version 7 of the Siebel system was released in while the company was already involved in preparing version 6 for the portability change. While only seven months away from the deadline the company decided to upgrade to version 7. The rational approach disregards the social aspects of decision-making and work-life quality, both of which are hallmarks of the socio-technical agenda Cherns, , p.
STS theory is an approach to the central problem of integrating and optimizing two separate yet connected areas of an organization. Social systems are broadly defined as the interrelated dynamic of human actors within a particular domain of experience. This phenomenological view of social systems is preferred in STS approaches.
Technical systems are broadly defined as the interrelated dynamic of objects, tools, methods, processes, and subsystems within a particular technology domain. Two alternate approaches to Socio-technical theory, the Dutch and Scandinavian traditions, are referenced for further reading Alder and Docherty, , p.
How do they fit together? Step 2. Identify Unit Operations Functional Analysis : Identify the transformative processes that make a product. Define the inputs and outputs.
Step 3. Identify Variances: Difference Analysis What types of deviations from standards exist or must be maintained in order to sustain production? Step 4. Analyze the Social System: Look at socio-geographic aspects, variance controls and ancillary methods for improving work performance, spatial and temporal relations barriers between workers, departments , flexibility how easily there is job movement, task sharing , payment system, psychological needs how the worker fits their assigned role , identify maloperation.
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