KEBERHASILAN MELAKUKAN PERUBAHAN MELALUI ADKAR MODEL

2013 ◽  
Vol 7 (1) ◽  
pp. 36
Author(s):  
Elsye Tandelilin
Keyword(s):  
Business Model ◽  
Resistance To Change ◽  
Change Agent ◽  
Change Agents ◽  
Management Model ◽  
Individual Group ◽  
Physical Setting ◽  
Degree Of Stability ◽  
The Impact ◽  
A Company

More and more organizations today face a dymanic and changing environment. This, in turn, is requiring these organizations to adapt. “change or die” is the rallying cry among today’s managers worldwide. There are many forces that are acting as stimulants for change such as socio-cultural, technological, economic and political. But the question is “what can a change agent change? The options esse ntially fall in four categories: structure, physical setting, technology and people. The application of planned changed is not a simple way and sometimes create many resistances for many reasons. Resistance is not always a negative perspective.  The member’s resistance can be positive perspectives because it provides a degree of stability and predictability to behavior.There are many tactics have been suggested for use by change agents in dealing with resistance to change. One of the best suggestions is ADKAR MODEL (Awareness, Desire, Knowledge, Ability and Reinforcement) The advantages of this model are ability to identified why the change is not running well and suggestions to handle it, ability to identify the changing of many levels (individual, group, inter -group and organization) and the impact of change relatively permanent. The optimal results can be reached if every st ep in this model is running well and fully supported by all management teams (in system and financial). Avnet is a great example of how a company can apply ADKAR Change Management Model successfully and make it permanently embedded into the organizational operations and business model.

scholarly journals MENANGANI PENOLAKAN KARYAWAN MELALUI ADKAR MODEL

2006 ◽  
Vol 5 (2) ◽  
Author(s):  
Eisye Tandelilin
Keyword(s):  
Resistance To Change ◽  
Change Agent ◽  
Change Agents ◽  
Management Teams ◽  
Individual Group ◽  
Changing Environment ◽  
Physical Setting ◽  
Degree Of Stability ◽  
The Impact

More and more organizations today face a dynamic and changing environment. This, in turn, is requiring these organizations to adapt. “Change or die" is the rallying cry among today's managers worldwide. There are many forces that are acting as stimulants for change such as socio-cultural, technological, economic, and political. But the question is “what can a change agent change?1' The options essentially fall in four categories : structure, physical setting, technology, and people. The application of planned changed is not a simple way and sometimes create many resistances for many reasons. Resistance is not always a negative perspective. The member's resistance can be positive perspectives because it provides a degree of stability and predictability to behavior. There are many tactics have been suggested for use by change agents in dealing with resistance to change. One of the best suggestions is ADKAR MODEL (Awareness, Desire, Knowledge, Ability, and Reinforcement). The advantages of this model are ability to identified why the change is not running well and suggestions to handle it, ability to identify the changing of many levels (individual, group, inter-group, and organization). and the impact of change relatively permanent. The optimal results can be reached if every step in this model is running well and fully supported by all management teams (in system and financial).

scholarly journals KEBERHASILAN MELAKUKAN PERUBAHAN MELALUI ADKAR MODEL Studi Kasus Avnet Information Security Company

2016 ◽  
Vol 6 (2) ◽  
Author(s):  
Elsye Tandelilin
Keyword(s):  
Information Security ◽  
Business Model ◽  
Resistance To Change ◽  
Change Agent ◽  
Change Agents ◽  
Qualitative Approach ◽  
Management Teams ◽  
Individual Group ◽  
Current Finding ◽  
Physical Setting

There are many forces that are acting as stimulants for change such as socio-cultural, technological, economic and political and the options essentially fall in four categories: structure, physical setting, technology and people. The application of planned changed sometimes create many resistances for many reasons. There are many tactics have been suggested for use by change agents in dealing with resistance to change. One of the best suggestions is ADKAR MODEL (Awareness, Desire, Knowledge, Ability and Reinforcement). The purpose of this article is to illustrate empirically how ADKAR Model is configured to overcome the resistance of change of Avnet’s employees.  Library researchs were carried out with qualitative approach. The current finding indicate that the application of ADKAR Model was  enabled Avnet’s change agent to  identified why the change was not running well and suggestions to handle it and to identify the changing of many levels (individual, group, inter-group and organization.  Another finding was the model can be optimal reached if every step in this model is running well and fully supported by all management teams and also make it successful and permanently embedded into the organizational operations and business model

Introduction of a dose-banding system for parenteral chemotherapy on a haematology–oncology day ward

2017 ◽  
Vol 25 (2) ◽  
pp. 351-361 ◽  
Author(s):  
Caoimhe E O’Leary ◽  
Aisling Collins ◽  
Martin C Henman ◽  
Fionnuala King
Keyword(s):  
Change Management ◽  
Resistance To Change ◽  
Implementation Process ◽  
Step Change ◽  
Management Model ◽  
Finite Capacity ◽  
Process Change ◽  
Chemotherapy Dose ◽  
Supply Capacity ◽  
The Impact

Introduction The increasing incidence of cancer and the finite capacity of hospital aseptic compounding units pose a serious challenge to the provision of cancer care. Chemotherapy dose-banding is a method of rationalising parenteral chemotherapy dosing and supply, whereby patient-individualised doses are rounded to predetermined banded doses. The banded doses may be outsourced as stock items which increases the supply capacity of the aseptic compounding unit. Methods Kotter’s 8-step change management model was used to structure the implementation of dose-banding of 5-fluorouracil 46-h infusers on the haematology–oncology day ward in St. James’s Hospital, Dublin. The impact of dose-banding on local practice was assessed through pre- and post-implementation surveys of stakeholders. Results In-house surveys of pharmacy, medical and nursing staff identified a generally favourable attitude towards implementing changes in the parenteral chemotherapy supply system, with some resistance to change evident. Dose-banding of 5-fluorouracil 46-h infusers was implemented successfully on the haematology–oncology day ward. Dose rationalisation and flexibility of re-allocation of standard banded doses between patients were the primary benefits of dose-banding found. Post-implementation surveys showed that clinical staff were in favour of adopting dose-banding into standard practice; however, they were cautious about the degree to which the results of this limited study would be translated into substantive benefits if dose-banding was adopted for all suitable preparations. Conclusion The success of the implementation process and the favourable opinions of stakeholders shown in the post-implementation survey enabled the dose-banding service to be extended to a further nine drugs. Kotter’s 8-step change management model was a useful tool for structuring this process change in St. James’s Hospital.

The Impact of the Knowledge Economy on Leadership in Organisations

2003 ◽  
pp. 238-258
Author(s):  
Manon Van Leeuwen
Keyword(s):  
Business Model ◽  
Knowledge Economy ◽  
Information Society ◽  
World Economy ◽  
Change Agent ◽  
Industrial Age ◽  
The World ◽  
New Ideas ◽  
The Impact ◽  
Management Organisation

The world economy is in transition. It is moving from the industrial age to a new set of rules — that of the “Information Society” or knowledge economy. This will change everybody’s work, affecting the flow of new ideas into enterprises, their management, organisation and procedures. These changes have major impacts on the roles leaders need to play, and on the skills they need. The focus of a leader has shifted towards more intangible issues, being a visionary, a storyteller and a change agent. Leaders need to change and to keep reinventing themselves, they have to be ready to adapt, to move, to forget yesterday, to forgive, and to structure new roles and new relationships for themselves, their teams and their ever-shifting portfolio of partners, and they need to have the capacity to employ more than one style of leadership. The chapter reviews the literature on the skills and abilities leaders need to be successful in the knowledge economy, and describes the way in which they need to manage their organisations by managing the organisation’s business model, creating a risk-encouraging culture and by playing different roles.

scholarly journals An exploration of the perceived relationship between the level of power of stakeholder groups and their resistance to organisational change

2019 ◽  
Vol 40 (2) ◽  
pp. 99-117
Author(s):  
Adrian Van Eeden ◽  
Margie Sutherland ◽  
Caren B Scheepers
Keyword(s):  
Resistance To Change ◽  
Change Agents ◽  
Organisational Change ◽  
Human Resource Managers ◽  
Senior Managers ◽  
Face To Face ◽  
Stakeholder Groups ◽  
Resource Managers ◽  
Power And Resistance ◽  
The Impact

The success of organisational change processes can be significantly enhanced by effectively addressing resistance to change among a range of stakeholders as well as the impact of their resistance. There is, however, limited research on the relationship between stakeholders’ level of power and their propensity to resist change in a certain manner. This study therefore explored the interrelationships between stakeholders’ perceived level of power and their type of resistance, via face-to-face, in-depth interviews with fifteen professional change agents from three sample groups comprising change consultants, internal human resource managers and internal senior managers, all of whom had led change interventions. The findings revealed surprising trends in that certain stakeholder groups showed resistance more actively and overtly than others in direct proportion to their levels of power. These results culminated in a conceptual framework on stakeholders, power and resistance. This article highlights important implications for managers and change practitioners.

The Impact of Research on Manufacturing SMEs

2000 ◽  
Vol 14 (4) ◽  
pp. 217-223 ◽  
Author(s):  
Geoff Nelder ◽  
Stephen Childe ◽  
John Willcock
Keyword(s):  
Change Agent ◽  
Change Agents ◽  
Research Community ◽  
High Quality ◽  
High Quality Research ◽  
Policy Makers ◽  
Quality Research ◽  
Future Direction ◽  
The Impact

This paper addresses the work of the small and medium-sized enterprise (SME) research community as presented at a series of three UK conferences on Stimulating Manufacturing Excellence in SMEs. An important difficulty that emerges is the problem of the translation of research outputs and business advice into formats that are attractive to SMEs. This is briefly illustrated through the differing perceptions of the business scenario as seen by the SME owner/manager and an external change-agent, condensed into five parameters. The role of policy makers and change-agents and their need for high-quality research are examined, leading to a discussion of the contributions to be expected from, and therefore the implications for, the research community. From this, recommendations are developed for the future direction of SME research.

Infosys Limited: is it still the Indian IT bellwether?

2013 ◽  
Vol 3 (7) ◽  
pp. 1-29
Author(s):  
Arun Kumar ◽  
Meenakshi Nagarajan
Keyword(s):  
Business Model ◽  
Market Share ◽  
International Business ◽  
Value Chain ◽  
Business Environment ◽  
It Industry ◽  
Content Type ◽  
Consulting Services ◽  
The Impact ◽  
A Company

Subject area Strategy. Study level/applicability MBA level. The case can be used primarily for the following courses: strategic management, competitive strategy. It can also be used for courses on: international business, international business environment, business marketing. Case overview Intense competition and a turbulent economic environment posed problems for Infosys, a leading information technology (IT) company in India. Infosys lost market share and its second position in the IT industry to Cognizant. An adverse economic environment affected its clients' IT spending and introduced severe price-based competition in the market. Infosys' business model operated on charging price premium from clients, and the company never compromised on its margins. The company was forced to revaluate, as outsourcing, the main revenue earner for Infosys was experiencing commoditization, and other players were willing to compromise on margins. The Indian IT industry had moved up the value chain and competitors were offering consulting services, where there was huge scope for differentiation. Infosys did not have the requisite resources to compete in this domain. Decline in share prices, negative investor sentiments, downward revision of revenue guidance targets, loss of large clients, higher attrition rates, and visa problems in the US market (Infosys earned more than 60 percent revenues from this market) added worries for the company. In response to these challenges, Infosys initiated Strategy 3.0, wherein the company planned to move up the value chain and offer consulting services and other high-end solutions to clients. This was a shift from its predominantly outsourcing-based revenue model. The company acquired Lodestone to hasten implementation of Strategy 3.0. Initial analysis, however, suggested that Infosys was merely aping Cognizant's well-established strategy. Infosys also needed to tackle perceptual issues regarding its competencies. Expected learning outcomes The instructor can use this case to facilitate the understanding of: the impact of an intensely competitive environment on a company's strategy, how changes in the competitive landscape and business environment can erode sources of competitive advantage for an incumbent, the impact of a client's business environment on the vendor's business, the concept of value chain and analyze how companies in an industry move up in the value chain, the concept of business model, and how environmental changes can impact a hitherto robust business model of a company, evolution of business model over a period of time with changes in the business environment, the internal conflict between ideals and values versus revenues and market share for a company, key resources and capabilities that shape the differential advantage for an IT company, designing and implementing strategic solutions, the evolution of the Indian IT industry. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Data-driven innovation at the Grupo Pellas SER company

2016 ◽  
Vol 6 (2) ◽  
pp. 1-16
Author(s):  
David Zamora ◽  
Juan Carlos Barahona
Keyword(s):  
Information Systems ◽  
Business Model ◽  
Business Intelligence ◽  
Data Systems ◽  
System Implementation ◽  
Content Type ◽  
Traceability System ◽  
Increase Productivity ◽  
The Impact ◽  
A Company

Subject area Management of Innovation and Technology/Management Information Systems. Study level/applicability Information Systems. Case overview SER (Sugar, Energy & Rum) was a company belonging to the Grupo Pellas Corporation. The company operated in four countries, had six subsidiaries, employed more than 25,000 people, had more than 43,500 manzanas of sugarcane crops in Nicaragua alone and had global annual sales of more than US$400m. In 2008, due to the negative effects of the crisis on the company’s business model (increasing costs due to higher prices for fuel and decreasing income because of low international sugar prices), the company decided to implement a business intelligence (BI) system to optimize its processes to reduce costs and increase productivity. At that time, the company had more than 100 years of data, information systems that fed into their main business processes and a culture that appreciated data as the basis for decision-making. However, there were inconsistencies among data systems, users received highly complex reports in Excel or green screens and process monitoring happened long after the tasks had been completed. As a response, SER used extract–transform–load to collect and clean data that would be used in the BI system (the case leaves the questions regarding the systems selection unsolved for discussion). Based on their business model, they selected the most critical processes and defined key performance indicators to measure the impact of changes in those processes. They considered graphic design as a tool to make the system more accepted by users and worked together with users so that reports only offered the most important information. The result was improved costs and productivity. They decreased manual time spent by 14 per cent, automated time spent by 10 per cent, and eliminated 1,556 hours of dead time for equipment in the field, which allowed them to increase productivity by US$1m just in sugar. They saved 20,000 trips from the fields to the factories, which represented more than US$1m in savings by monitoring the weight of wagons loaded with sugarcane in real time. They improved client perceptions about the company both locally and internationally by implementing a sugar traceability system. Expected learning outcomes The case “Business Intelligence at the Grupo Pellas SER Company” has as its objective to respond to the question: How does a company make its BI system implementation successful? As such, the case: Discusses what a BI system is and what it provides to a business analyses challenges, benefits and context when implementing a BI system; analyses success factors and recommendations in the BI system implementation process; analyses the process of implementing a BI and highlights the importance of the system priority questions and technological alternatives. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy

scholarly journals The relevance of transformational leadership in shaping employee attitudes towards organizational change

2014 ◽  
Vol 59 (200) ◽  
pp. 131-162 ◽  
Author(s):  
Suada Penava ◽  
Dzevad Sehic
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Change Agent ◽  
Change Agents ◽  
Employee Attitudes ◽  
Organizational Changes ◽  
Attitudes And Behaviors ◽  
The Subject ◽  
The Impact

The subject of the research presented in this paper is the role of the leadership of change agents in the implementation of organizational change. The focus of research is on the micro-aspect of change, specifically on the impact of changes in employees and their attitudes and behaviors that have a direct and significant impact on change success. The results of empirical research conducted in one Bosnian company show that the transformational behavior of the change agent is not equally relevant and effective in the case of the three organizational changes implemented in the company. The explanation for this can be found in the characteristics of the changes themselves, both those related to their cause and those related to the depth of the intervention and the expected consequences of change in the organizational culture.

The Role of Web Based Accounting Online System 2.0 as the Company's Income and Expense Management

2017 ◽  
Vol 1 (1) ◽  
pp. 44-49
Author(s):  
Nur Azizah ◽  
Dedeh Supriyanti ◽  
Siti Fairuz Aminah Mustapha ◽  
Holly Yang
Keyword(s):  
Financial Management ◽  
Accounting System ◽  
Bank Account ◽  
Web Based ◽  
Online System ◽  
Version 2.0 ◽  
User Friendly ◽  
The Impact ◽  
A Company

In a company, the process of income and expense of money must have a profit-generating goal base. The success of financial management within the company, can be monitored from the ability of the financial management in managing the finances and utilize all the opportunities that exist with as much as possible with the aim to control the company's cash (cash flow) and the impact of generating profits in accordance with expectations. With a web-based online accounting system version 2.0, companies can be given the ease to manage money in and out of the company's cash. It has a user friendly system with navigation that makes it easy for the financial management to use it. Starting from the creation of a company's cash account used as a cash account and corporate bank account on the system, deletion or filing of cash accounts, up to the transfer invoice creation feature, receive and send money. Thus, this system is very effective and efficient in the management of income and corporate cash disbursements.   Keywords:​Accounting Online System, Financial Management, Cash and Bank

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