Managing multiple vocabularies across a global enterprise

2009 ◽  
Author(s):  
Laurel Shifrin
Keyword(s):  
Change Management ◽  
Small Group ◽  
Large Scale ◽  
Managing Change ◽  
Implementing Change ◽  
User Groups

Organizations share vocabularies across disparate user groups and data to maximize the value of their investment in XML, and, without question, those XML vocabularies need to change as the businesses evolve and expand. Managing change to DTDs and schemas is difficult enough with a small group of co-located users working on the same content types. What happens when you have hundreds of XML consumers spread across the globe and they have completely different requirements, systems, and content? Get a view of the challenges of implementing change management and vocabulary versioning on a very large scale.

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.

scholarly journals The Impact of Change Management on the Efficiency of Organizations: An Applied Study on the DAL Dairy Factory - Sudan 2019 - 2020

2021 ◽  
Vol 12 (4) ◽  
pp. 1
Author(s):  
Malak S. Hussain
Keyword(s):  
Statistical Analysis ◽  
Change Management ◽  
Organizational Structure ◽  
Significant Relationship ◽  
Chi Square ◽  
Managing Change ◽  
Applied Study ◽  
Research Questions ◽  
The Impact ◽  
Scientific Hypotheses

Objectives: This study aims to know the effect of change in culture and technology on efficiency in Dairy Factory - Sudan, 2019-2020 and to know the views of managers on the impact of change management on efficiency, to identify the positive aspects that help in improving this efficiency as well as to identify the negatives Which limit the company's efficiency in this field, by answering the following research questions: - Is there an impact of changing culture and technology on increasing the efficiency of institutions? To answer these questions on which the problem is centered around, the following scientific hypotheses were put forward: - There is a statistically significant relationship between changing the organization's culture and increasing the efficiency of organizations, as well as the existence of a statistically significant relationship between changing technology in the organization and increasing the efficiency of organizations. Methods: The descriptive and analytical approach was used to describe the phenomenon under study, and the questionnaire was used to collect various data. The questionnaire was distributed to the sample members who numbered (55) employees to conduct the statistical analysis for this study, through the program used for the statistical analysis of social sciences, the hypotheses were tested by Median and chi-square. Finding: inflating the culture of the departments and divisions of the company, the stagnation and inflexibility of the society's culture, and the inadequacy of that culture to the requirements of work within the community, which led to an overlap in the powers and responsibilities? The most important recommendations: The necessity of changing the organizational structure to comply with the requirements of work, after carefully studying the internal and external environment, and for the change to take place based on the recommendations of specialists in administrative sciences. So that it is not random and does not lead to an inflation of the organizational structure without success. Value: The importance of the study stems from the fact that it addresses an important topic in business administration, which is managing change in organizations, which is the only way for these organizations to develop and continue to exist. It also studies the reality of change management in the DAL Dairy Factory - Sudan.

The Four Levers for Change in Knowledge Management Implementation

2014 ◽  
pp. 227-245
Author(s):  
Robert Flynn ◽  
Verena Marshall
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Change Management ◽  
Empirical Research ◽  
Government Policy ◽  
Research Literature ◽  
The Public ◽  
Management Platform ◽  
Implementing Change ◽  
Public Sector Managers

The purpose of this chapter is to argue the connection between successful knowledge management implementation and a robust change management platform. The framework emanating from the platform is that of four levers: Mobilisation, Communication, Infrastructure, and Sustainability. Drawing on the research literature and the writers’ combined experience in implementing change and knowledge management in the Public Sector, the content examines utilisation of the four levers in overcoming the barriers to knowledge management systems and promoting commitment to their success. A planned outcome of this chapter is that Public Sector managers can consider and “leverage” the opportunity offered by knowledge management and sharing in the formulation and delivery of government policy. The framework of the four levers is considered from a conceptual perspective and acknowledges the opportunity for their exploration and testing in future empirical research.

Employee Participation in Change Programs

2019 ◽  
pp. 179-199
Author(s):  
Nicholas Clarke ◽  
Malcolm Higgs
Keyword(s):  
Change Management ◽  
Case Studies ◽  
Culture Change ◽  
Change Process ◽  
Change Agents ◽  
Employee Participation ◽  
Contextual Factor ◽  
Intervention Approach ◽  
Implementing Change

This chapter aims to assist those responsible for implementing change to think more about how employee participation or involvement is undertaken during the change process. The chapter starts by providing an overview of the theoretical explanations as to why employee participation in change management is important. The authors then examine the nature of employee participation in three organizations undertaking major culture change programs, each using a different change intervention. They present three case studies that show how the context surrounding the change (comprising drivers, intervention, approach to change, and change levers) influenced the characteristics of employee participation in the change process. They conclude by emphasizing the significance of examining change agents' intervention methodology as a contextual factor to understand better the experience of culture change programs. The key message is that employees' experiences of participation influence their perceptions on the effectiveness of this type of change.

Innovation and Change Management

2011 ◽  
pp. 1-18 ◽  
Author(s):  
Mohini Singh
Keyword(s):  
Change Management ◽  
Large Scale ◽  
Business Processes ◽  
Business Environment ◽  
Scale Transformation ◽  
Business Partners ◽  
Business Results ◽  
Business Change ◽  
Management Paradigms ◽  
Technological Developments

E-business is an innovation that modern day organisations cannot do without. It is based on technology, evolves with technological developments, digitises and automates business processes, is global and leads to improved competitiveness, efficiencies, increased market share, and business expansion. E-businesses models include business-to-business, business-to-consumer, government-to-government, government-to-business, government-to-consumer and numerous others that evolve with new developments. Technological developments applied to e-business results in new issues in the organisation, in dealing with business partners and customers, requires new laws and regulations and automated business processes. Conducting business electronically is a change from traditional ways of doing things, leading to large scale transformation of existing business. To attain business efficiencies from e-business, it is imperative that organisations effectively manage the e-business environment, and all associated changes to digitize and maintain the environment. This chapter discusses management paradigms essential for e-business change management.

Change Management in Collaboration

2010 ◽  
pp. 239-249
Author(s):  
Bhuvan Unhelkar ◽  
Abbass Ghanbary ◽  
Houman Younessi
Keyword(s):  
Change Management ◽  
Change Process ◽  
Senior Management ◽  
Organizational Boundaries ◽  
Management Of Change ◽  
Managing Change ◽  
Technological Level ◽  
To Come ◽  
Electronic Channels

This chapter discusses the importance, relevance and the activities related to managing change in a business as it undergoes transformation to a collaborative business. One of the most significant changes that needs to take place when collaborative business is undertaken is the redefinition of traditional organizational boundaries. Senior management of the organization must understand the upcoming change process and totally support the change that follows the effort to collaborate through electronic channels. Collaborative business, especially through the use of a collaborative webbased system, will find that other participating businesses are able to come ‘inside’ the organization in order to offer as well as consume services. While this initially happens in the electronic domain, large, service-based organizations that depend on their far-flung collaborative partners will also discover that the management of change is not just at a technological level but also at a socio-cultural level.

E-Banking Project Management

2010 ◽  
pp. 167-189
Author(s):  
Mahmood Shah ◽  
Steve Clarke
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Large Scale ◽  
Business Development ◽  
Small Scale ◽  
Important Concept ◽  
Managing Change ◽  
Management Techniques ◽  
Project Portfolios ◽  
Large Scale Project

Project management is an important concept in business development. Often, the development of information technology or managing change will be run as projects, and managed using various well established project management techniques and tools. E-banking is often treated like a large scale project and broken into several small scale projects to manage various different aspects (called project portfolios), ranging from BPR to make the organization ready for online operations, to actual implementation of e-banking technologies.

Let's Play: The Use of Improv Games in Change Management Training

2016 ◽  
Vol 30 (2) ◽  
pp. 149-154 ◽  
Author(s):  
Priya Nair Rajeev ◽  
Subramanian Kalpathi
Keyword(s):  
Change Management ◽  
Design Principle ◽  
Systemic Change ◽  
Management Training ◽  
Action Plans ◽  
Implementing Change ◽  
Realistic Assessment

This paper is based on the concept of Improv games as a promising mechanism and design principle for enhancing an organization's capacity for learning and adaptability. The study explores how Improv games can be used to create a mindset conducive to change, facilitate ideation and guide discussions on bringing about systemic change. In the case study that forms the basis of the paper, Improv games were found to be particularly useful in helping participants to identify and confront their anxieties with respect to accepting and implementing change. Further, instead of being dismissed or criticized, their concerns could be creatively deployed in a realistic assessment of the action plans they had drawn up for implementing change. The paper demonstrates the technique of the games and how they can be integrated into change management programmes, and summarizes the benefits of the practice.

The leading small group: an institutional innovation for PPP projects in China

2019 ◽  
Vol 9 (2) ◽  
pp. 291-301 ◽  
Author(s):  
Yajian Zhang ◽  
Willie Tan
Keyword(s):  
Small Group ◽  
Large Scale ◽  
Good Governance ◽  
Secondary Data ◽  
Coordination Mechanism ◽  
Waste To Energy ◽  
Public Agencies ◽  
Content Type ◽  
High Level

Purpose It is widely recognized that large-scale public–private partnership (PPP) projects require an effective coordination mechanism among various stakeholders throughout the project life cycle. The purpose of this paper is to provide an insight into how this may be achieved through the leading small group (LSG), which is a distinctive informal Chinese institution for coordination among various public agencies. Design/methodology/approach An in-depth case study using secondary data and five in-depth interviews with two staff members from the developer and three government officials involved is used to probe into how the LSG functions during the various development phases of the Yangzhou Teda Waste-to-Energy project. Findings The main finding is that, conditional on its capacity, the LSG coordinated various public agencies to promote fast project implementation and ensure its smooth operation by making high-level decisions, facilitating quick permits and approvals, and mitigating the risks. However, formalization and participation from other stakeholders are needed to ensure good governance. Research limitations/implications Because it is an exploratory case study, the findings cannot be readily generalized. Further research can be done to compare the performance of LSGs in different Chinese cities and PPP projects. Practical implications It is supposed that this paper can provide implications of designing effective coordination mechanisms for managing large-scale PPP projects. Originality/value This paper provides an account of the LSG as a distinctive Chinese coordination mechanism that has been rarely studied.

Experience of Change Management in a Large Scale TLD Service

1999 ◽  
Vol 85 (1) ◽  
pp. 159-162
Author(s):  
P.J. Gilvin ◽  
D.C. Rose ◽  
J.D. Steele ◽  
D.K. Perkins ◽  
D.J. Sandford
Keyword(s):  
Change Management ◽  
Large Scale ◽  
Experience Of Change
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