: Georg Kraus, Christel Becker-Kolle, Thomas Fischer
: Handbook Change Management Management of Change Processes in Organizations Influencing Factors and Parties Involved Concepts, Instruments and Methods
: Books on Demand
: 9783746071220
: 1
: CHF 18.00
:
: Management
: English
: 320
: Wasserzeichen
: PC/MAC/eReader/Tablet
: ePUB
This handbook, translated from the German, deals with change processes in companies and organizations. It provides information on the fundamental principles, background and methods and instruments of change management and is aimed at those responsible for change management within companies and organizations, as well as at external consultants, coaches and trainers. The book combines the focal areas of organizational development and human resources within a single holistic approach to the planning and management of change processes, offering guidance on: - The fundamental principles, leadership, dynamics and management of change processes and corporate/organizational culture - Typical errors to avoid; success factors - Specific instruments of change management, divided into structural and analogous interventions - Environment and limiting factors, organizational forms and consulting issues The authors are experienced change management consultants: Prof. Dr. Georg Kraus is owner of Dr. Kraus& Partner Bruchsal, one of the leading change management consultant firms in Germany and professor for leadership and interpersonal skills, Christel Becker-Kolle is a psychologist with a deep understanding of personal transformation and Thomas Fischer a highly-experienced change management trainer.

Dipl.-Wirtschaftsingenieur (equiv. to a Master's degree in industrial engineering). Georg is a lecturer at the Clausthal University of Technology and possesses long-standing experience as a change management consultant. He supports companies in the execution of turnaround processes.

2.1 Reengineering, Restructuring and Crisis


Hammer and Champy initiated Business Process Reengineering (BPR) trend in 1993 with their book “Reengineering the Corporation”. The objective of this practice is to attain increased customer satisfaction and organizational performance of revolutionary magnitude – “we are talking quantum leaps”. The business model needs to be fundamentally redesigned in order to prepare the organization for new market demands. To lower costs and increase service quality, a radical redesign and reorganization of an enterprise is necessary. The concept is fundamentally top-down oriented and is especially successful when a high pressure situation, or crisis, dictates perception.

The principles are:

  • Alignment of core business processes
  • Focus of critical business processes on the customer
  • Emphasis on core competencies
  • Use of modern information technologies

Reengineering concepts are rather mechanical in their approach, while people play a minor role. Focus is on a strategic remodeling and restructuring of the organization. The change manager follows these four steps: positioning, process description, process design and controlling.

2.1.1 Positioning


Positioning is the base for a successful initiation and fulfillment of the BPR process. The change manager must:

  • Analyze the performance of existing processes
  • Redesign operational and strategic goals of the organization
  • Outline organizational infrastructure
  • Describe existing corporate culture

The change manager can use the following Business Reengineering tools:

  • Benchmarking
  • Monetary models
  • Value chain (according to Porter)
  • IT tools
  • Process cost mapping
  • Change Management
  • Controlling

2.1.2 Process description


Process analysis and description are very important in this concept and are conducted using the following steps:

ToolTechnique
Process modelingIllustration of business processes in an organization Illustration of process related functions (tasks, responsibilities) within the content and time related dependencies with the use of link operators (and, or, exclusively) due to high complexity performed with computer support
Process simulationTime simulation (for separate tasks) Simulation of probability distributions Horizontal positioning of vertical operational practices in relation to operational processes

2.1.3 Process redesign


In process redesign, operational practices are aligned with strategic challenges pursuing the following targets:

  • Decisions and responsibilities are transferred to the process teams
  • Consolidation of positions, minimizing of interfaces
  • Performance of tasks by optimal location (principle of origination)
  • Parallelization of process steps
  • Combination of centralized and decentralized tasks

2.1.4 Controlling


Applied measures and reorganizations need to be monitored. If necessary, processes will be continuously improved.

2.1.5 Conclusion


Hammer and Champy themselves admitted that reorganizations fail approximately nine times out of ten. The presumption is that revolutionizing organizations is not a model for success from a mechanical point of view. It is difficult to illustrate the complexity of reality in a purely mechanical way. Excluding employees in the process generates a resistance that works against an otherwise reasonable concept.

2.2 Strategic r