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Welcome to the Change Management Tutorial Series

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Change management job roles and titles


The top trend in the field of change management identified by participants in each of Prosci's last three benchmarking studies was a greater recognition of the need for and value of change management. That growing recognition has manifested itself in a number of ways, including structural elements like more organizations creating change management functional groups (such as a change management office) and change management job roles. This tutorial presents benchmarking data from Prosci's most recent study and results for a recent webinar on the emergence of change management job roles.

Organizations with permanent positions or job roles for change management


For the first time, Prosci asked participants in the 2011 benchmarking study about change management job roles and permanent positions. 43% of study participants reported that their organization had a permanent position or job role for change management (see Figure 10 from the 2012 Edition of Best Practices in Change Management).

Further examination of the data shows that: 1) Organizations with higher levels of change management maturity are more likely to have change management job roles Level in the Prosci Change Management Maturity Model TM Level 5 Level 4 Level 3 Level 2 Level 1 Percentage of respondents with change management job roles 57% 56% 52% 39% 21%

2) Larger organizations (based on annual revenue) were more likely to have change management job roles 3) Industries where over half of respondents indicated having change management job roles included: Chemical, Media, Travel and Tourism, Retail, Oil and Gas, Finance/Banking and Insurance

Key responsibilities and job description elements


Those study participants with change management job roles reported on the specific elements of the job descriptions for these positions. Below is a subset of the specific responsibilities contained in change management job descriptions. The top five responsibilities included: Apply a structured methodology and lead change management activities Support change management at the organizational level Support communication efforts Assess the change impact Support training efforts

Additional responsibilities listed included: Consult and coach project teams Create change management strategy Define and measure success metrics and monitor change progress Support and engage senior leaders Manage stakeholders Complete change management assessments Coordinate efforts with other specialists Identify, analyze and prepare mitigation tactics for risk Identify and manage anticipated resistance Integrate change management activities into project plan Support organizational design and definition of roles and responsibilities Evaluate and ensure user readiness Manage the portfolio and change load Track and report issues Coach managers and supervisors

Change management job titles


In one of Prosci's change management webinars presenting new topics in the 2012 benchmarking report (delivered in April 2012), attendees with change management job roles shared their job titles. Below is a subset of the titles shared on the webinar. Business Change Manager Business Readiness Lead Business Transition Manager Change and Benefits Manager Change Coach Change Enablement Senior Consultant Change Lead Change Leadership Director Change Leadership Program Manager Change Management Advisor

Change Management Analyst Change Management Consultant Change Management Coordinator Change Management Lead/Leader Change Management Program Manager Change Management Specialist Change Management Team Leader Change Manager Change Manager, Business Transformation Change Readiness Consultant Change Realization Lead Deployment Project Manager Director of Change Integration Director of Change Management Director of Organizational Change Management Director, Change Management Capability Building Director, Performance & Learning Services Enterprise Project Change Management Analyst Global Change Manager MoC [Management of Change] Consultant Org Alignment Lead Organization Adoption Lead Organization Change and Development Organizational Change Management Specialist Organizational Change Manager Organizational Design & Development Manager Organizational Readiness Analysts Organizational Readiness Manager People Change Agent Practice Manager, Change Management Process and Change Management Analyst Results Realization Manager Senior Adoption Analyst Senior Change Management Specialist Senior OCM Specialist Analyst, Strategy Realization Office Transformation Lead Transformation Manager

Summary
Change management has emerged over the last decade as a critical ingredient of benefit realization on projects and initiatives. Benchmarking data and experience show that having dedicated change management resources on projects is an important success contributor. Recently, organizations have begun creating job roles and permanent positions dedicated to change management. Does your organization have job roles for change management? If not, chances are you will see them coming in the future as the disciple of change management becomes more solidified and cemented in organizations around the globe.

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Prosci Change Management Certification


Program highlights: Learn the methodology through practical application to your current project Learn from experienced executive instructors Become part of a change management community Earn 2.4 CEUs, 24 PDUs and 23.5 HRCI recertification credits Walk away with products and course materials worth over $1000

The best training class I have had in years. Goes way beyond the strategy and framework and focuses on real world problems and the tools to solve them. - Jennifer J., April 2009 participant This was the most effective and engaging course I've ever taken. I feel that I can truly use this knowledge in my personal and professional life immediately. - Lisa S., February 2009 participant Awesome - truly one of the most beneficial programs I have ever attended - immediate application on the job! - Robin S., March 2009 participant This program absolutely overdelivered my expectations. I now feel more prepared and better equipped to do my job. - Paul S., January 2009 participant

Download the certification program brochure Upcoming sessions: June 26 - 28, 2012: San Diego, CA area FULL June 26 - 28, 2012: Washington DC area FULL July 10 - 12, 2012: Orlando, FL area FULL July 10 - 12, 2012: Denver, CO area FULL July 17 - 19, 2012: San Francisco, CA area - FULL July 24 - 26, 2012: Chicago, IL area FULL July 24 - 26, 2012: San Diego, CA area FULL July 31 - Aug 2, 2012: Washington DC area - FULL August 7 - 9, 2012: Denver, CO area FULL August 14 - 16, 2012: Orlando, FL area August 21 - 23, 2012: Houston, TX area

August 28 - 30, 2012: San Francisco, CA area August 28 - 30, 2012: Chicago, IL area TEAMS ONLY August 28 - 30, 2012: Washington DC area

Visit the certification training page

Email a certification inquiry or call +1-970-203-9332 to register today.

Offerings for applying Prosci's change management methodologies:


Training: Change management certification ($2100) - attend Prosci's 3-day certification program where you bring your own current change project to the session and learn to use Proscis tools through practical application taught by former fortune 500 executives at locations across the US - includes over $1000 in products, including the Best Practices in Change Management benchmarking report, the Change Management Toolkit and the Change Management Pilot Pro 2012 Train-the-trainer ($2400) - learn how to teach Prosci change management training programs in your organization Onsite training - bring Prosci to your location for 3-day certification programs, 4-6 hour executive briefings, 1-day manager programs or 1-day employee programs - call +1-970203-9332 for more information

Methodology tools: Change Management Toolkit ($389) - hardcopy 3-ring binder presenting the Prosci Change Management Methodology, includes templates, checklists and assessments for managing the people side of change (includes USB) Change Management Pilot Pro 2012 ($489) - online tool including the Prosci Change Management Methodology, eLearning modules and downloadable templates, assessments, presentations and checklists Change Management Guide for Managers and Supervisors ($209) - tools to help supervisors engage and coach their direct reports through change PCT Analyzer ($149/$349) - web-based tool for collecting PCT Assessment data, analyzing results, identifying risks and developing action steps

References and books: Best Practices in Change Management benchmarking report ($289 / quantity discounts available) - journal-style report with lessons learned and best practices from 650 participants, presented in an easy-to-use format - reads as a checklist of what to do and what not to do Change Management: the people side of change ($18.95 / quantity discounts available) - a primer for anyone involved in organizational change that addresses why manage change,

individual change management and organizational change management ADKAR: a model for change ($18.95 / quantity discounts available) - the definitive work on the Prosci ADKAR Model Employee's Survival Guide to Change ($14.95 / quantity discounts available) - a handbook to help employees survive and thrive during change, answers frequently asked questions and empowers employees to take charge of change

*** Prosci also offers leadership packages - groupings of products at discounts that offer you some of the most helpful and common combinations of Prosci change management resources Email this page to a friend Email a Prosci analyst or call +1-970-203-9332 with questions about the methodology, its application, or finding the right resources to support your change management activities.

*** Register to receive free news announcements and tutorial releases *** Tutorials | Bookstore | Benchmarking | Articles | Training | Register | Webinars | Resources | Home Copyright Prosci 1996-2012 Prosci and ADKAR are registered trademarks of Prosci Inc. Send comments to a Prosci analyst Contact Prosci email: Prosci email form phone: 970-203-9332 or 800-700-2831 1367 S. Garfield Ave. Loveland, CO 80537 USA

Effects of Organizational Culture on Employee Morale


By

K. Buvaneswari
Selection Grade Lecturer Dept. of Commerce T.B.A.K. College for Women Kilakarai INTRODUCTION Every Organization has a culture. It has its own cultural forms that constitute the expected, supported and accepted way of behaving. These norms are mostly unwritten and tell employees the way things really are. These influence everyone's perception of the business from the chief executive to the lowest rank. Employees from all cadres of any organization contribute to the success or failure of the

organization, to the norms by accepting and supporting them. ORGANIZATIONAL CULTURE: CONCEPTUAL FRAMEWORK

Stanley Davis commented on this concept as follows: corporate culture is the pattern of shared beliefs and values that give the member of an institution meaning and provide them with the rules for behaviou in their organization. Campbell, Dunnelte and Lawler have commented that organizational culture is concerned with how employees perceive the six basic characteristics such as individual, autonomy, structure, reward, consideration and conflict. Every organization will have its own word to describe what it mean by culture, Some of them are core, ethos, ideology, manner, patterns, philosophy, purpose, roots, style, vision and way. CONSTITUTES OF THE CULTURE

Davis says that ''People have all sorts of beliefs from profound to trivial''. Corporate culture is made up o the two dimensions, viz guiding beliefs and daily beliefs.

Guiding beliefs, they come in two varieties. There are external beliefs about how to compete and how to direct the business and there are internal beliefs about how to manage, how to direct the organization. These are the roots and principles upon which the organization is built the philosophical foundation of th organization. They are held in the realm of universal truths and are broad enough to accommodate any variety of circumstances. Daily beliefs are rules and feelings about everyday behavior. They are situational and change to meet circumstances. They tell people the ropes to skip and the ropes to know. FUNCTIONS OF ORGANISATIONAL CULTURE

A growing organization cannot neglect its human side. Employees are the real fortune makers who make the organization a strong and growing unit. It becomes necessary for management to nurture the spirit oneness and to develop an organizational entity. Organisational culture performs four different types of functions. (i) The fooling of organisational identify No Organization can grow without strong commitment of its employees to the cause of organization. Organisational culture has its own ability to attract develop and keep talented people. (ii) Collective Commitment Organisational development is the result of group efforts. Culture is that invisible bond of emotions and feeling that ties employees at various levels to develop collective commitment. (iii) Socialization of Members

The organizational culture develops uniform system of promotions, remuneration and behaviour pattern which can socialize the employees without any group conflicts and ideological clashes. (iv) Desired Behavioural Pattern The employees must understand their surroundings; they should learn to behave according to basic

philosophy of business. No organization can succeed for a long if it has not given proper understanding its surroundings to its employees. IMPACT OF ORGANISATIONSAL CULTURE ON EMPLOYEE MORALE The nature of corporate culture that exists in a company is going to decide the degree to which the desired results from the employees are obtained. The common perceptions of the individual members about the organisation determines the types of the organisational culture, individuals with realm of universal truths and are broad enough to accommodate any variety of circumstance. An organisation culture consists of two primary components. (i) The primary value of the organization and (ii) The existing management style and systems.

These two components significantly determine the degree to which the desired result from the employee is obtained. The value system to which the employees support directly or indirectly or by their behaviou indicates the direction in which organizations are likely to move in the future. A strong culture is a powerful lover for guiding behaviour. It helps the employees to do their job better. The essence of the organizational culture can be stated in its five characteristics namely. (i) Individual autonomy (ii) Organisational Structure (iii) Reward organisation (iv) Consideration and (v) Conflict

Organisationals culture is concerned with how employees perceive each of the five characteristics slated above whether it may be positive or negative. An effective culture is a system of informal rules that spe out how employees are behaving most of the time. It also enables people to feel better about what they do, so they are more likely to work harder. It provides a sense of common direction and guidelines for day to day behaviours. CONCLUSION Culture helps the organization to accomplish what it desires to achieve. The corporate culture as a management programme has great motivating impact to motivate employees to improve their own and organizational performance. REFERENCES 1. Robbins S.P, Organisational behaviour cases,concepts,and controversies, Printice hall of India, New Delhi 1993. 2. Fred Luthans, Organisational behaviour, Mcgraw hill inc, 1993.

3. Rao V.S.P & Narayan P. S, Organisational Theory and behaviour, Konark publishers pvt ltd, New Delh 1997.

K. Buvaneswari
Selection Grade Lecturer Dept. of Commerce T.B.A.K. College for Women

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