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.

The Relationship and Impact of Communication on Change Management

2020 ◽  
Vol 2 (2) ◽  
pp. 1-16
Author(s):  
Brian J. Galli
Keyword(s):  
Change Management ◽  
New Technology ◽  
Change Processes ◽  
Management Process ◽  
Communication Management ◽  
Implementing Change ◽  
Body Of Knowledge ◽  
Management Processes ◽  
Fast Pace ◽  
The Relationship

Due to the fast pace of life, new factors may affect the flow of project management processes from initiation to the closing of a project. Examples of these factors are the onset of new technology, the emergence of new competitors, and the need for quality improvement. As a result, an implementation of change management is key to overcoming the detriments of these new factors. During the time of implementing change management, a certain level of communication management must be involved. So, it is important to find the relationship and impact of communication on change management. This study will use the PMI 2013 body of knowledge book to ensure that the change management process includes the planning, managing, and controlling of phases of communication in the change processes.

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.

„Gesund durch Veränderungsprozesse?!“ Belastung und Erschöpfung von Führungskräften in Change-Management- Prozessen / “The demanding nature of selling change” – On vital exhaustion of executives in change management processes

Arbeit ◽  
2014 ◽  
Vol 23 (2) ◽  
Author(s):  
Bernd Kriegesmann ◽  
Thomas Kley
Keyword(s):  
Change Management ◽  
Vital Exhaustion ◽  
Management Processes

AbstractTiefgreifender Wandel ist in vielen Unternehmen permanent „in Arbeit" - Erfolg und Misserfolg liegen dabei jedoch häufig eng beieinander. Riskante Implikationen bestehen nicht zuletzt in den Auswirkungen von Change auf die Gesundheit der beteiligten und betroffenen Akteure. Dieser empirische Beitrag beschreibt das Belastungsempfinden und den Erschöpfungszustand von 133 Führungskräften, die zu konkreten Change-Prozessen schriftlich befragt wurden. Gestaltungsmöglichkeiten an der Schnittstelle von Prävention und Change-Management werden diskutiert.

Management of virtual organizations based on multi-agent systems

2021 ◽  
pp. 95-99
Author(s):  
A.V. Babikova ◽  
◽  
V. S. Samoylenko ◽  
A. Yu. Fedotova ◽  
A.V. Khanina ◽  
...  
Keyword(s):  
Information Technologies ◽  
Virtual Organizations ◽  
Management Systems ◽  
Multi Agent System ◽  
Business Organization ◽  
Multi Agent Systems ◽  
Management Processes ◽  
Self Development ◽  
Multi Agent ◽  
Virtual Structures

The emergence of new forms of business organization due to the development of the latest information technologies leads to the need to find adequate ways to manage virtual structures. This article discusses the features of multi-agent artificial intelligence systems and the possibilities of their application in virtual organizations. The concept of a multi-agent system is proposed, which will improve the management processes of a virtual organization. The developed algorithm is adaptive and can be used in various virtual organizations for self-development of their management systems and achieving their goals.

scholarly journals LINGKUNGAN DAN MANAJEMEN PERUBAHAN DALAM ORGANISASI

2019 ◽  
Vol 8 (1) ◽  
pp. 816-834
Author(s):  
SYAMSURIADI Syamsuriadi
Keyword(s):  
Change Management ◽  
Open System ◽  
Change Process ◽  
Planned Change ◽  
Adverse Impact ◽  
Organizational Environment ◽  
Process Of Change ◽  
Management Of Change ◽  
Managing Change ◽  
Modern Era

Abstract. Every organization in this modern era experiences challenges of change due to the uncertainty of the organization's environment. In the view of an open system, the organizational environment is described as everything that is around the organization that may influence and be influenced by the organization. Organizations cannot live without the environment, because both are inseparable entities. Thus changes in the environment must be followed by appropriate adjustment steps by the organization in order to maintain its effectiveness. One way to make adjustments appropriately is it requires management with planned management of change. A planned change process will be able to minimize the risks that will be caused. Whereas the unplanned process of change will have an adverse impact on the life of the organization. Therefore, in managing change it is necessary to apply various approaches, and change management models, so that organizations are able to lead strategic changes.

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