The Organization and Process Change Process creation, revision, and implementati
ID: 449187 • Letter: T
Question
The Organization and Process Change Process creation, revision, and implementation are all predicated on the ability of the organization and its employees and vendors to accept change. The organization may have the will to change yet find its employees are reluctant and resistant to change. For this Discussion consider this change resistance in addressing the following
: 1. Evaluate the role of an Executive Level BPM Group. Who would be members of that group and how is this group responsible for reducing resistance to change?
2. Deduce at least one method by which the organization can reduce change resistance?
3. Does the use of Six Sigma, ISO9000 (ISO9001), or the Balanced Scorecard within an organization contribute toward or reduce resistance to process change? If so, how? If not, why not?
Explanation / Answer
1. Evaluate the role of an Executive Level BPM Group. Who would be members of that group and how is this group responsible for reducing resistance to change?
Here in the role of an Executive Level BPM Group with the member of group, to work actively and effectively with business people to develop foundational BPM capabilities that meet the needs of the organization. And to help business units and departments successfully apply BPM capabilities, thereby creating business value and generating more demand for BPM services.
The use of web services, data models, technical requirements and user interface design to building and analyzing current operational models
Creating creative designs and approaches to solving operating problems
Recognize that resistance to change is minimized if you have created a trusting, employee-oriented, supportive work environment prior to the change and help the employees identify what's in it for them to make the change
Huge businesses are proceeding towards possessing that these BPM groups enable a easy entry transition of any process, like buying in for the change from the chief group of individuals.
Deliver value to Customers and Stakeholders as the key measures of process success.
Manage processes as end-to-end activity streams that cross organisational functional limits and rule.
Align all processes and steps with the organisation’s strategic directions
Consider a Process Management Framework that details the processes that the organisation will follow to manage and improve all of it’s Business Processes
Develop a transparent organisation’s processes and performance measures, ensuring that all activities undertaken are aligned to the organisation’s processes and all performance reporting is traceable back to the Key Performance Indicators of Business Processes
2. Deduce at least one method by which the organization can reduce change resistance?
In one way where the chances to changes can be reduced is involving all stakeholders and peoples into the buy in. But the higher level management involves all stakeholders in the buy in the process will in turn face the smallest amount of resistance.
Here collecting a buy in is a hard target because single needs to persuade every chief stakeholder in the absence of undermining and weakening the perfect and unique strategic move too much.
Here organization really try to minimze resistance to effective level to involve all uncessarily stakeholders to make it more complex.
But all chief stakeholder is persuaded that the suggested change will be uniquely enable them for long term, which will help to persuade them that obtaining a buy in in not that hard.
3. Does the use of Six Sigma, ISO9000 (ISO9001), or the Balanced Scorecard within an organization contribute toward or reduce resistance to process change? If so, how? If not, why not?
There are a number of industry standards that can be used as the basis for process improvement as well as Balanced Scorecards also a powerful technique for strategic planning and performance monitoring
It develop organizational policies and senior management sponsorship that should be in-place which provides measurements that could be taken to determine the status and effectiveness of the Activities Performed
The Balanced Scorecard is a beneficial method to persuade the individuals in a company that change in the process is necessary. Balanced Scorecard for a process supplies a score in reference to the process running smoothly and where the business stands against the standards and guidelines.
If there are areas that require improvement, then the science of collecting and analyzing numerical data in large quantities will enable workers and stakeholders to become less resistant to change and modifications.
It facilitating the exchange of technical and practical information both vertically in the hierarchy and Increasing effectiveness of internal, customer, supplier and regulatory communications through defined and documented responsibilities and interfaces.
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