Abstract The paper evaluates the validity and utility of five different models, or theories of organizational change, as they relate to Costco's adoption of several electronic initiatives. The initiatives discussed include online catalogs and a re-vamped website that includes order capture and order management systems. In addition this paper defines in detail the human implications of introducing technologies into companies and the resulting organizational changes that occur. The paper further discusses the critical success factors for organizational change and how these can be applied to Costco.com.
Outline:
Introduction
Overview of the DICE Model
Business Process Reengineering
Exploring Lewin's Model
Exploring the Speed of Change Model
Theories E and O of Change
The Only Constant Is Change: How Technology is Changing Organizations
Success Factors in managing Change Management at Costco
Conclusion
From the Paper "In defining their DICE model, the authors contend that the soft factors of change management including culture, leadership, and motivation have been overplayed in many strategies companies have used in the past. DICE is a framework for capturing the "hard" factors of change management, or those that can be more easily quantified and measured. This methodology of measuring change management began in 1992 and was strengthened by research completed in 1994 and ensuing years at Boston Consulting Group. The authors use this Harvard Business Review article to illustrate the methodology of applying quantitative measures to each element of the DICE framework, then chart the correlations of completed products to each projects' respective DICE score."
Abstract This paper evaluates the validity and value of five different models or theories of organizational change as they relate to GE Lightings' IT strategies for partner relationship management (PRM), order capture and order management integration projects. The paper also defines, in detail, the human implications of major organizational change and focuses on changes that result from the implementation of new technology.
Table of Contents:
Overview of the DICE Model
Business Process Reengineering
Exploring Lewin's Model
Exploring the Speed of Change Model
Theories E and O of Change
The Implications of GE Lightings' IT Strategies relating to Change Management
Success Factors in managing Change Management
Conclusion
From the Paper "Change management defies platitudes on the one hand, and hard measures on the other. It is a social science at best. For change management to occur, leadership must get behind the goals and objectives, and not just give them lip-service but exemplify the new mentality based on the insights they have. The best practices in change management have more to do with describing and fulfilling a vision first and less about the quantification of the steps made, indeed the baby steps made by many companies in changing. The vision and passion of a strong leader will revolutionize their companies over and above any staid and measured strategy. A leaders' passion for change is critical."
Abstract "This paper discusses one of the most famous Sanskrit texts of India, the "Mahabharata," the great epic heroic poem, which tells of the historic Great War of India between the Pandavas and the Kauravas. Encompassing over one hundred thousand verses, and steeped in cultural and religious meaning, this text presents a near impossible task for any student of India to analyze in its entirety. However, the paper notes that the most widely known act narrated by "The Mahabharata" is that of "The Dice Game", and Darupadi's disrobing. This paper analyzes the events leading up to, and following the disrobing, the larger dharmic implications this act offers, and the reflection of Hindu culture the scenario provides.
From the Paper "However, as a sign of the changing times, this tale, in the modern India of today has come to showcase an example of the Pandavas' male chauvinistic attitudes in treating Draupadi as their property by putting her at gambling stake, and their strange prioritizing of virtues, where pledges matter more than the honor and safety of one's family. A sharp contrast to the pillars of virtue they had previously been seen as. Not to say that the Pandava family is not still highly regarded and seen as examples of dharma and righteousness."
Abstract This paper evaluates the various theories of change management including the DICE model, business process reengineering (BPR), the Lewin model and the speed of change model. The paper selects business process reengineering (BPR) as the successful approach to making change management effective at the process level. The paper also notes the role of leaders and the need for a strong sense of trust in the senior management that they are genuinely committed to change.
Outline:
Executive Summary
Introduction
Literature Review
Conclusions
From the Paper "As organizations' cultures become more engrained in terms of their norms, values and expectations, the boundaries of acceptance and resistance to change are defined. Given how rapidly changing global economies are and each industry is going through a fundamental re-ordering of its structure, the need for organizations to embrace, not reject change have never been greater. The ability to confront resistance to change and transform this aspect of any organizations' culture is particularly acute and apparent when new information technologies are introduced into companies (Haines, Lafleur, 525). The pace of change is quickening at such an intense rate that it's no longer optional for any leader to have the ability to overcome resistance to change; they must have this as a developed skill set if their organizations are to survive (Willcocks, Mason, 3)."
Tags:DICE, business, process, reengineering, Lewin, speed, of, change, model
Abstract This paper examines how gambling has played a great role in the birth of the United States and many educational institutes and how it has also helped to fund a number of charitable causes. It looks at how gambling is a double-edged sword that is beginning to cut through the very fiber of our society via the quick pace of technological advancements. It explores how state legislators are having an extremely difficult time with this quick pace and cannot pass legislation fast enough to halt the damage being caused by Internet gambling, video lottery terminals, and other computer-enhanced gambling devices.
Outline
Gambling Defined
American History of Gambling
Technological Evolutions Which Assisted in the Rise of the Popularity of Gambling
Internet Gambling
The United States Federal Government's Attempt at Eradicating Internet Gambling
Conclusion
From the Paper "After the American Revolution and during the westward expansion, gambling began to evolve beyond lotteries, dice and card games. While it was still common for taverns and road houses to offer these simpler gambling vices, a new venue was starting to take off. By the beginning of the 1800's, spurred by the increased populations of towns, rich-looking casino-type establishments began opening up. This was especially true in the Mississippi Valley which had the advantage of waterways which allowed for the transportation of cash-laden passengers by river boat to the variety of gambling venues upon and down the Mississippi River. The river boats which allowed for ease of travel up and down the rivers brought more people into the coastal southern towns. While the river boats themselves were not used for casino-like gambling, they were instrument in the rise of gambling which helped boost the southern state's economies."
This paper discusses chaos theory based on James Gleick's "Chaos: Making a New Science" and Ian Stewart's "Does God Play Dice?: The Mathematics of Chaos".
Abstract This paper explains that James Gleick believes that chaos theory is revolution in thinking, a major shift from the ordered universe of Newton and even the less mechanical universe of Einstein. The author points out that chaos theory says that the universe is decided on the basis of chance to a great degree and that the aggregate of those chances cannot be predicted or even discerned to allow a clear cause-and-effect assessment. The paper relates that chaos theory says that a small change in a system, which takes place all the time and cannot be tracked or even relied upon, can produce more and more changes until something much greater and unforeseen occurs.
From the Paper "Ian Stewart is trained as a mathematician, while Gleick writes about science for the New York Times. Stewart is British, and Gleick American. They write about the same subject from different points of view. Stewart begins his book noting that the direction for creation has been first from chaos into order, and that physics has now found that order is something of an illusion masking the continuing chaos of reality. He also cites Newton and the Newtonian era as affirming that nature has laws and man can discover what these laws are. The world described by Newton was a clockwork world which operated like a machine, and Stewart discusses the nature of that world and world-view much more directly than does Gleick."
Abstract This paper describes the games of lacrosse and Plum Stone Dice as important examples of the religious and cultural significance of warrior youths and tribal life for Native Americans. The paper discusses the history of the games and the purpose of them being played in the Native-American culture.
From the Paper "Religion Studies: Understanding the Religious and Cultural Premise of Gambling and Gaming in Native American Culture This study will examine the nature of gambling and gaming within North American communities and tradition. The current rise of gaming casinos in many Indian reservations has reached an all time high, but this is not without a long religious and cultural tradition of gaming within these communities. In essence, the phenomenon of Native American gaming and gambling has long been a part of their culture through dice games and lacrosse that rely on religious principles and ceremonial tradition."
Abstract This paper attempts to define the magnitude of the change required to transform the foundational elements of an IT project into an ongoing and valued business strategy, define a change model that best fits with the level of change required, define the human success factors critical for the projects' success, and prepare contingency strategies for managing resistance to change
Outline:
Introduction
Magnitude of Change Inherent In These Strategies for Costco.com
Costco.com's Change Management Model Selection
Costco.com's Change Management Plan
Measure, Monitor and Modify Change Management Strategies at Costco.com
Costco.com Contingency Strategies
Conclusion
References
From the Paper "These insights point to a change management plan that begins with gathering the voice of the user and basing the following series of steps of the development program as the standing agenda for a User Advisory Council. This User Advisory Council must be comprised of the main users or internal customers for the system, and given the fact that a content management system is being put into place, members of the Costco supplier community also must be included, as they are the sources of this content."
Abstract The paper is a business plan to help Costco.com more effectively populate the website with content for new product introductions and streamline the e-Commerce systems of order status, order capture, and order management. The paper discusses both the technological and change management considerations Costco will need to rely on to make these strategies part of the organization in the long-term. The paper analyzes organizational change management models.
Outline:
I.Executive Summary
II. Business Requirements Analysis
Introduction
Use Cases for Catalog Sales Management
Use Cases for Real-time Price, Availability, and Order Status
III. Technology Project Plan
Costco Solution Plans: Catalog Management and e-Commerce System
IV. Models and Theories of Change Review
Overview of the DICE Model
Business Process Reengineering
Exploring Lewin's Model
Exploring the Speed of Change Model
Theories E and O of Change
Success Factors In Managing Change Management
V. Applications of Change Models
Change Management Model Selection
Change Management Plan
Measure, Monitor and Modify Change Management Strategies
Contingency Strategies
VI. Recommendations for Leading and Sustaining Change
Recommended Leadership Behaviors to Sustain Momentum
Evaluating the elements of an Organization's Culture and their Influence on Implementation
Strategies For Dealing With Organizational Culture
Post-Implementation Management Strategies
VII. Systems Thinking and Change Management Evaluation
Conclusion
References
From the Paper "Systems' thinking has more to do with re-aligning people, processes, and products than the simple toggling together of IT components. The former is infinitely more difficult, and in the context of this paper, the intersection of people, processes, and products is where the need to define, within a company, where the concept of how change is changing is critical. The synchronization of and tight integration between processes is the real pay-off a systematic approach to thinking and the applying of system-level logic to any broader business strategy that is being augmented with IT initiatives."
Abstract This paper discusses how the most challenging continual responsibility for any manager is the motivating of employees. It looks at how the challenges of doing this well have been exacerbated by the expectations of what many employees expect in terms of both extrinsic and intrinsic rewards from work, including the opportunity to align their personal passions with those of their professions. The intent of this paper is to review the dominant theories and models of motivation, and explain how each can be used for creating motivational strategies that make sense for the specific needs of employees. Included is an assessment of change management strategies organizations use to better handle the transitions from one strategy to another, and as is often the case, from one organizational structure to another.
Outline:
Abstract
Review of Motivational Theories
Maslow's Need Hierarchy
McClelland's Learned Needs Theory
Vroom's Theory
Adams's Theory
Skinner's Theory
Herzberg's Motivation-Hygiene Theory
Analyzing Herzberg's Motivation Hygiene Theory
Hertzberg's Model of Two Needs
Creating Strategies Based on Hygiene Factors in an Organization
Creating Motivation Strategies in Organizations
Making Job Enrichment Work
Keeping Motivation Focused While Managing Change
Overview of the DICE Model
Managing Motivation Where the Only Constant is Change
From the Paper "Herzberg (1968) distinguishes between movement and motivation. When a task is completed so the person can obtain their compensation, the person has only moved. As long as there is remuneration, the person will move, but if the remuneration dries up, the movement will also stop. Herzberg makes the assumption that motivation includes commitment and enjoyment of the work or task at hand. Motivation is therefore an internal process that gets activated by a need or a motive. Herzberg's delineation of these two types of motivation elements is quite different than other theories that focus first on the environment and surrounding factors in addition to the inherent nature of the work. The analysis and explanation of external factors and the broader environment also play a role in Maslow's Hierarchy of Needs. "
Abstract The paper evaluates the validity and value of five different theories of organizational change relating specifically to IT's role in re-shaping corporate strategies. In order to evaluate how IT change directly affects business strategy, the paper brings the example of GE Lighting's Division in Western Europe. The paper also defines the human implications of major organizational change, focusing in particular on changes that result from the implementation of new technology. The paper concludes that the vision and passion of a strong leader will revolutionize companies over and above any staid and measured strategy.
Outline:
Overview of the DICE Model
Business Process Reengineering
Exploring Lewin's Model
Exploring the Speed of Change Model
Theories E and O of Change
The Implications of GE Sightings' IT Strategies relating to Change Management
Success Factors in Managing Change Management
Conclusion
From the Paper "Change management refers to changing how people work with the systems in place as a result of re-architected processes. The fact that change management is often 70% of the cost of an enterprise application implementation shows how difficult this transition in behavior can be, Dyche (2002), who writes extensively on change management as it relates to Customer Relationship Management systems. In the article, The Hard Side of Change Management (2005) the authors present a framework for planning and initiating change management programs."
Abstract The paper evaluates the magnitude of changes required to design, install, maintain and perfect the use of GE Lightings' partner relationship management (PRM) order capture system. The paper defines the magnitude of the change required to transform the foundational elements of an IT project into an ongoing and valued business strategy. The paper attempts to define a change model that best fits with the level of change required and examines the human success factors critical for the project's success.
Outline:
Magnitude of Change Inherent In These Strategies
Change Management Model Selection
GE Lightings' Change Management Plan
Measure, Monitor and Modify Change Management Strategies
Contingency Strategies
Conclusion
From the Paper "GE Lighting is in for major change both within its IT, sales, channel management, operations, manufacturing and services organizations, but even more critical, in their indirect channel partners' operations. The ability to impact and influence their indirect channels will be dictated by both their ability to define applications and functionality of interest, but also show how through use of their tools, GE Lighting resellers will be more effective selling and more profitable. The magnitude of change to any organization looking to create an outward-facing sales strategy that allows for orders to be captured from indirect channels including value-added resellers, distributors, dealers, and independent sales reps is critical."
An evaluation of the value of several different models of organizational motivation as they relate to Costco's internal development efforts in creating its website, Costco.com.
Abstract This paper discusses the motivational theories behind Costco's adoption of several electronic initiatives including online catalogs and a re-vamped and multifunctional website. The author describes the strengths and weaknesses of five motivational strategies that Costco's management could potentially use to motivate key personnel to create a new Costco.com, and suggests which strategies are likely to provide the best foundation for Costco's changes. The author explains the importance of change management in some of these strategies, and concludes that strong leadership is critical in motivating employees and setting changes in motion.
Outline
Overview of the DICE Model
Business Process Reengineering
Exploring Lewin's Model
Exploring the Speed of Change Model
Theories E and O of Motivation
Motivational Theories with the Greatest Potential to Motivate Costco Employees
Success Factors in managing Motivation at Costco
For Costco.com to succeed, Customers' Needs Must Dominate IT Strategies'
Conclusion
From the Paper "In the context of Coscto.com, their efforts to significantly re-vamp their electronic initiatives will need to include some element business process re-engineering and management, as the underlying processes within the company will need to change to better serve online customers. While Michael Hammer claims that for change to be significant it has to be severe, for Costco.com the change needs to be gradual and focused more on streamlining the customer experience online through better integration of systems."
Abstract This paper goes into great detail about how to successfully implement an Information Security Management Systems (ISMS) initiative into an organization, with the aim to increase internal process performance, create strong sustainability and to significantly strengthen security. Specifically, this paper looks at a number of ISMS standards and necessary audit processes. Furthermore, the paper explains the ISMS implementation cycle, which is comprised of seven steps including the initiation of the project, definition of the ISMS which encompasses defining the system architecture and system integration strategies, risk assessment, risk treatment, training and awareness, audit preparation, and audit. Additionally, the paper asserts that due to the fact that ISMS implementations provide long-term change to organizational cultures, theories and a recommendation of using business process management (BPM) as the catalyst for change management are provided. Throughout the paper, the author provides a number of detailed graphs and figures to illustrate the papers points. Finally, the paper aims to conclude that beyond compliance for audit-ability, ISMS implementations are becoming long-term competitive advantages in highly regulated, highly competitive industries.
Outline:
Introduction
Complying with ISMS Standards
The Catalyst of a Successful ISMS Implementation is Change Management
Using the DICE Model in ISMS Implementations
Using Lewin's Model in ISMS Implementations
Using the Speed of Change Model in ISMS Implementations
Using Theories E and O in ISMS Implementations
Using Business Process Re-engineering in ISMS Implementations
Defining an Information Security Management System (ISMS)
Revising and Augmenting an Information Systems Architecture
Audit Preparation and Auditing
Conclusion
From the Paper "Organizations implementing ISMS are relying on Service-Oriented Architectures (SOA) to integrate them into the accounting, customer, and financial systems throughout an organization. The defining of an information systems architecture that is capable of integrating with business processes from accounting, customer-based and financial data is critical for the most sensitive organization data is to be secured. To concentrate only on the most critical IT systems, whether than be only the Accounts Payable, MRP, or Accounts Receivable systems and secure them is to be too myopic and lose the point of what an integrated ISMS implementation can deliver organization-wide. The point has been made that in the initial planning stages of an ISMS, the greater the number of system integration points in the system the faster Return on Investment (ROI) is attained (Hong, Chi, Chao, Tang, 2003). This finding is further substantiated by the eleven separate domains that comprise the ISO/IEC 27001 standard. The previous approaches to create silo-like and highly controllable ISMS implementations, which easily accomplished technologically (Doughty, 2003) are archaic and actually lack the necessary process integration points to make a strategic contribution to the organizations they are implemented in.
"Arguably given how complex and interconnected processes are, made more complicated through sporadic systems integration practices the original design objectives of an ISMS Implementation are often not achieved. When the phases of an ISMS Implementation methodology are taken into account the role of an SOA becomes even more imperative as an enterprise information systems platform. The need for keeping the scope, boundaries and ISMS policies coordinated through enterprise content management (ECM) systems to ensure a high level of security and adaptability is accomplished in Phase 1 of an implementation. The second phase of an SOA development cycle aligns with the third and fourth phases of the ISMS Implementation methodology focusing on risk assessment and risk treatment. Identifying risks, analyzing and evaluating risks and selecting control objectives and controls are the essence of any successful ISMS implementation strategy. Risk assessments need to be designed to allow for ISO 17799 compliance. There is also the critical need of integrating risk assessment and treatment strategies across business processes that tie their results back to the ISMS policy and strategy on the one hand and the management authorization in the subsequent phases of the implementation roadmap."
