TITLE - MANAGEMENT OF
CHANGE AT RMIT
(Specialization: Marketing)
Introduction
importance and significance of the study
Change management is
a structured approach to shifting/transitioning individuals, teams,
and organizations from a current state to a
desired future state. It is an organizational process aimed at helping
employees to accept and embrace changes in their current business environment.
In project management,
change management refers to a project management process where changes to a
project are formally introduced and approved.
Kotter defines
change management as the utilization of basic structures and tools to control
any organizational change effort. Change management's goals is to minimize the
change impacts on workers and avoid distractions. Currently we
have
to realize
a major change in the
technological basis
of manufacturing
or even
all production processes:
The diffusion
of new
information and
communication in technologies, especially Internet Technologies is on
the shop
floor. Applications
of Internet
Technologies may
be directly
implemented on
the shop floor, e.g. .in net
working dislocated
assembly lines, as well
as in assisting management processes,
e.g. in production planning and control. Both,
formal and
empirical studies
have
verified
a significant increase in
productivity of
manufacturing processes
by intra organizational applications
of modern information
and communication
technologies. Therefore, this
change
has a high influence on
operations
management.
In sum,
Internet based
Production
Concepts offer in comparison
to the current production
concepts many advantages.
They apply new technologies
widely
in order to
generate
options
in production,
which
were upto now
unavailable
and in order to
realize competitive
advantages. However, the
application of Internet
Technologies
leads to modifications in the
production
system inducing modifications in
operations management. A situation
emerges, in which planning
and control functions are transfer in to
the operation subsystem,
and
communication demands
between the
management subsystem
and operation subsystem
increase.
When
it comes to implementing change management, a very important group that must be
mobilized is mid-level leadership. After all, they “own” most of the people who
will be responsible for carrying out change-related activities. This also
means, however, that they can accelerate or derail any major change management
effort sometimes without even knowing it. Thus, the ultimate success of your
change management effort will be largely determined by whether mid-level
managers choose to take on the role of owner or victim. This paper considers
the planning issues arising from the implementation of the system wide change
management at RMIT and its subsequent developments. It is concerned with
identifying the implications for project management and planning processes
within educational institutions.
The current
economic environment has required many tertiary educational organisations to
explore new and innovative ways to survive and deliver quality services (Kenny
& McNaught, 2000). There have been many mergers of smaller educational
institutions. RMIT has become a dual sector university, incorporating TAFE and
higher education. Ramsden (1998) claimed that universities now service a mass
audience and rely on research and entrepreneurial capabilities more and more for
funding. Lines (2000) noted rapid growth in the number of students attending
universities, resulting from system wide structural changes. Many organisations
have shifted to a more corporate model of management with central strategic
planning processes and priorities, budgetary controls and increased
accountability mechanisms.
A common
element in innovation, as Lines (2000) observed in the seven universities which
she studied, is strategic push for more flexible learning options to cater for
the new, more diverse student population, often involving the introduction of
new learning technology systems.
To read more…….
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