Integration of Flexible Manufacturing and Change Management Processes in a Service-Oriented Architecture

2007 ◽  
pp. 213-218
Author(s):  
Hardy Krappe ◽  
Stilian Stanev ◽  
Jivka Ovtcharova
Keyword(s):  
Change Management ◽  
Flexible Manufacturing ◽  
Service Oriented Architecture ◽  
Management Processes ◽  
Service Oriented

Managing Changes in Service Oriented Virtual Organizations

2017 ◽  
Vol 15 (1) ◽  
pp. 59-83
Author(s):  
Waeal J. Obidallah ◽  
Bijan Raahemi
Keyword(s):  
Change Management ◽  
Dynamic Environment ◽  
Virtual Organizations ◽  
Change Processes ◽  
Process Of Change ◽  
Structural Framework ◽  
Collaborative Environment ◽  
Management Processes ◽  
Control Change ◽  
Service Oriented

Virtual Organizations in a dynamic environment need efficient methods of change management to initiate changes to partners' services. In this paper, the authors present a structural and a procedural framework for change management in Service-Oriented Virtual Organizations. The structural framework categorizes changes into three layers of change and identifies triggers of changes. The procedural framework incorporates various components including the six layers of change processes, change control, change actors, and related management processes. A prototype with different scenarios of change is developed to validate the change management process in a collaborative environment. The authors employ the functionalities of the IBM Business Process Manager, including its recent Web 2.0 capabilities, to enhance collaboration between partners in the process of change. They demonstrate that the proposed solutions facilitate and enhance the process of change by effectively engaging all partners in a dynamic and collaborative way.

Initiating an Organizational Change Management Process

2013 ◽  
pp. 67-88
Author(s):  
Anjan J. Sarma
Keyword(s):  
Service Quality ◽  
Change Management ◽  
Change Process ◽  
Developing Economies ◽  
Specific Reference ◽  
Case Scenario ◽  
Management Activity ◽  
Management Processes ◽  
Managerial Implications ◽  
Service Oriented

Change management processes have been major catalysts in introducing innovation and changes to organizations. This chapter illustrates the underlying concepts and principles of change management with specific reference to the service-oriented sectors. The contents are intended for students and professionals to provide an understanding of the practices and intricacies of a change process and to help build a framework for any future change management activity primarily in reference to providing and enhancing service quality in emerging economies. The chapter starts with an Introduction and sets a background about why change management is so important for industry sectors like services and manufacturing in developing economies. The next few paragraphs explain the necessity and factors influencing a change process and the types and nature of the changes. The remaining sections are arranged in a progression with the topics on core challenges in organizations in the context of developing economies, identifying a change process, working with change management, Total Quality Management (TQM), service quality, managerial implications, and conclusion. In addition, two case scenario examples are presented at the start and end of the chapter, respectively, which enables the comprehension of the views presented in the chapter.

Organizational Change in medium and large companies of Sugamuxi Valley

1970 ◽  
Vol 15 (1) ◽  
Author(s):  
José Javier González Millán ◽  
Miryam Teresa Rodríguez Díaz ◽  
Oscar Ulises González Millán
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Organizational Structure ◽  
Descriptive Analysis ◽  
Statistical Technique ◽  
Management Processes ◽  
Low Culture

To characterize the change management processes, barriers, policies and factors that currently favor medium and large companies of the Sugamuxi Valley. The type and method of study was descriptive – explanatory. The statistical technique used was descriptive analysis using 561 surveys in medium (22) and large (18) Sugamuxi Valley companies. The biggest barriers were: adherence to rules (51.2%), multidisciplinary professions (51%), imposing the criteria of the oldest workers (47.4%) and organizational structure (43.9 %). The stimuli were: support for patents and innovations (93%), support for artistic activities (90%) and scholarships for study (90%), event registration training (79.7%) and transportation to events (82.4%). The research reveals a low culture of change, with a lack of incentives and business forms of adaptability and flexibility.Este artículo muestra la carácterización de los procesos de gestión del cambio, barreras, políticas y factores que actualmente favorecen a las medianas y grandes empresas del Valle de Sugamuxi. El tipo y método de estudio utilizado fue descriptivo - explicativo. La técnica estadística utilizada fue el análisis descriptivo mediante 561 encuestas en medianas (22) y grandes (18) empresas del Valle de Sugamuxi. Los mayores obstáculos fueron: la adhesión a las normas (51,2 %), profesiones multidisciplinares (51 %), imposición de los criterios de los trabajadores más antiguos (47,4 %) y la estructura organizacional (43,9 %). Los estímulos fueron: el apoyo a las patentes e innovaciones (93%), apoyo a las actividades artísticas (90%) y becas de estudio (90 %), registro en eventos de capacitación (79,7 %) y transporte a los eventos (82.4 %). La investigación revela una baja cultura de cambio, con falta de incentivos y formas de negocio de adaptabilidad y flexibilidad.Este artigo apresenta a caracterização dos processos de gestão de mudança, barreiras, políticas e fatores que atualmente favorecem às médias e grandes empresas do Valle de Sugamuxl. O tipo e método de estudo utilizado foi o descritivo – explicativo. A técnica estatística utilizada foi a análise descritiva mediante 561 enquetes em médias (22) e grandes (18) empresas no Valle de Sugamuxl. Os maiores obstáculos foram: a adesão às normas (51,2 %), profissões multidisciplinares (51 %), imposição dos critérios dos trabalhadores mais antigos (47,4 %), e a estrutura organizacional (43,9 %). Os estímulos foram: o apoio às patentes e inovações (93%), apoio às atividades artísticas (90%), bolsas de estudo (90%), registro em eventos de treinamento (79,7%), e transporte aos eventos (82,4%). A pesquisa revela uma cultura com poucos índices de mudança, com falta de incentivos e formas de negócios de adaptabilidade e flexibilidade.

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