Successfully restructuring an executive leadership team: A case study in change management.

2013 ◽  
Vol 65 (2) ◽  
pp. 164-175
Author(s):  
Stewart E. Cooper ◽  
Amy Owen Nieberding ◽  
Robert A. Wanek
Keyword(s):  
Change Management ◽  
Executive Leadership ◽  
Leadership Team

Ensuring the Organization's Future: A Leadership Development Case Study

2002 ◽  
Vol 31 (4) ◽  
pp. 431-439 ◽  
Author(s):  
Marnie E. Green
Keyword(s):  
Leadership Development ◽  
San Diego ◽  
Executive Leadership ◽  
Leadership Team ◽  
Leadership Roles ◽  
Leadership Academy ◽  
Employer Of Choice ◽  
Human Resource Director

Many public sector agencies currently facing mass retirements from long-term, experienced workers are struggling to fill higher-level leadership roles. The County of San Diego has employed creative methods to address this “brain drain.” Through intensive leadership development, the county is developing its future leaders using a variety of cutting-edge training tools. According to Human Resource Director Carlos Arauz, “By involving the executive leadership team and by implementing a comprehensive Leadership Academy, among other key HR-related improvements, the county is working to become an employer of choice.” This article will outline the steps taken by the County of San Diego to implement the Leadership Academy and will offer tips for other agencies wishing to embark on their own leadership development efforts.

A Kind of Change Management Method for Global Value Chain Optimization and Its Case Study

2021 ◽  
pp. 1-15
Author(s):  
Guangyu Xiong ◽  
Huaiyu Wu ◽  
Petri Helo ◽  
Xiuqin Shang ◽  
Gang Xiong ◽  
...  
Keyword(s):  
Change Management ◽  
Value Chain ◽  
Global Value Chain ◽  
Management Method

Design and Evaluation of Usable Systems

2002 ◽  
Vol 46 (3) ◽  
pp. 367-371
Author(s):  
John F. McGrew
Keyword(s):  
Genetic Algorithm ◽  
Change Management ◽  
Management System ◽  
Design Method ◽  
The Other ◽  
Design Team ◽  
Style Analysis ◽  
Decision Style ◽  
Parallel Design

This paper discusses a case study of a design and evaluation of a change management system at a large Telecommunications Corporation. The design and evaluation were done using the facilitated genetic algorithm (a parallel design method) and user decision style analysis. During the facilitated genetic algorithm the design team followed the procedure of the genetic algorithm. Usability was evaluated by applying user decision style analysis to the designed system. The design is compared with an existing system and with one designed by an analyst. The change management system designed by the facilitated genetic algorithm took less time to design and decision style analysis indicated it would be easier to use than the other two systems.

Communicate belonging? Duoethnography of an organisational change study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ivana Crestani ◽  
Jill Fenton Taylor
Keyword(s):  
Change Management ◽  
Sense Of Belonging ◽  
Management Practices ◽  
Organisational Change ◽  
Change Initiatives ◽  
Content Type ◽  
Inclusive Language ◽  
Employee Resistance ◽  
Practical Implications

PurposeThis duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.Design/methodology/approachA change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.FindingsThe authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.Practical implicationsPractitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.Originality/valueFor both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).

scholarly journals Change Management in public sector: A case study of gas distribution firm

2013 ◽  
Vol 3 (6) ◽  
pp. 1751-1756 ◽  
Author(s):  
Alireza Shirvani ◽  
Mashallah Valikhani Dehaghani ◽  
Seyed Hassan Mossavi
Keyword(s):  
Public Sector ◽  
Change Management ◽  
Gas Distribution
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