One of the fundamental challenges facing leaders today is how to regularly transform the business through major change initiatives, with minimum disruption. Change is changing: it is becoming more frequent, radical and complex. Research suggests that 70% of projects fail to secure their anticipated benefits because organizations install new systems, processes or practices, but fail to implement the change fully–people are not sufficiently personally committed to the new ways of working to sustain them. Developing the internal capability for Change Management is an essential step in assuring the successful implementation of any change project. It is also a factor that will enable the organization to continue to optimize its performance in response to changing service demands and new strategic drivers. To develop the internal process management capability organizations should: Define the roles in Change Management, and where possible, involve the future change managers in the analysis and re-design Establish and Continue reading
Modern Management Practices
Mental Modes in Organizational Change
An important aspect of organizational culture is the mindset, influenced by the basic assumptions and core values underlying it. It is the same as in the case of individuals whose thinking and behavior is governed by certain values imbibed through their own life experiences. An organization, at any given point of time, tends to be in a particular psychological state or mental mode, which, in turn, influences its functions, activities, and processes. An organization’s psychological state arises out of its experiences in the business environment in which it operates, the basic assumptions it holds about the environment (markets, customers, technology, community) and itself (mission, strategy, capabilities/competencies), and its operative culture. “A mental mode is the peak of a particular existential/experiential state that an organization gets into over time (as do individuals, who live in their own mental modes and most often see what they want to see) and that remains Continue reading
Benchmarking Analysis
In a complex, dynamic, fast-changing environment, companies must strive for superiority in order to survive. Competitive edge cannot be achieved or maintained by setting goals based on past or even present performance. Benchmarking is a management practice that can be used to pursue excellence. It does this by identifying, comparing and emulating best practice wherever it occurs. Read More:  Benchmarking as a Strategic Business Tool Benchmarking is defined as a continuous systematic process of evaluating companies recognized as industry leaders, to determine business and work processes that represent best practices and establish rational performance goals. It is a search for industry best practices that lead to superior performance. It illustrates how good a company currently is in comparison to its competitors, that is benchmarking analysis demonstrates what others are doing as well as what others are achieving. Benchmarking analysis is an integral part of the organizational improvement process and it Continue reading
9 Steps to Implement a Total Quality Management System
Total Quality Management (TQM) is a function to develop quality and performance which resolve surpass consumer expectations. It can accomplished by integrate the quality associated functions and processes through the organization. TQM looks at the particular quality measures apply by organization as well as managing quality development and design, maintenance and quality control, quality assurance and quality improvement. Furthermore, TQM takes account into all quality measures that taken at all stages and concerning all organization employees. Besides that, Total Quality Management (TQM) plans in an effort to maintain competitiveness in categorize to attain consumer satisfaction in the increasing of competition around the world. TQM is an integrative idea of administration for incessantly civilizing the quality of progression and products. TQM is the purpose on the basis that the quality of the products and processes is the dependability of everybody who is concerned with the conception or utilization of the services Continue reading
The Concept of Co-Sourcing
New methods of outsourcing are today redefining the way of working. Co-sourcing  is a situation of partial  outsourcing, in which a business function or process is performed by both internal staff and by an external party or external resources, such as consultants or outsourcing vendors, with specialized knowledge of the business function.  Compared to full outsourcing, for the traditional owner of the processes, co-sourcing has advantages of staying in control, a non-transactional partnership and the ability to grow the own knowledge level of the co-sourced process. One such way is co-sourcing which is an investment relationship marked by shared objectives, shared risks and shared rewards between two companies, one of which is a service provider. Specifically, the service provider would have to help restructure the company and be willing to make new investments, while driving out costs from the co-sourcing company’s existing ways working. Although it may seem similar to Continue reading
Knowledge – Definition and Types
Knowledge is a very slippery concept with many different variations and definitions, each of which is valid in its own right. The nature of knowledge and what it means to know something are epistemological questions that have perplexed philosophers for centuries and no resolution looms on the horizon. According to Webster’s Dictionary, knowledge is “the fact or condition of knowing something with familiarity gained through experience or association”. In practice, though, there are many possible, equally plausible definitions of knowledge. A frequently used definition of knowledge is “the ideas or understandings which an entity possesses that are used to take effective action to achieve the entity’s goal(s). This knowledge is specific to the entity which created it.” There are two basic kinds of knowledge in an Organization: Explicit and Tacit. Explicit knowledge is knowledge that has been articulated and, more often than not, captured in the form of text, tables, Continue reading