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- Herausgeber: Business Book Summaries
- Kategorie: Lebensstil
- Sprache: Englisch
The must-read summary of Ken Matejka and Al Murphy's book: "Making Change Happen: On Time, On Target, On Budget".
This complete summary of the ideas from Ken Matejka and Al Murphy's book "Making Change Happen" shows that there is no one method that can always be used to implement change within an organisation, as there are too many variables involved. In their book, the authors have devised a systematic process for increasing your company's chances of success when trying to implement change. This summary explains the entire process in detail, making it easy for you to learn it and apply it to your own business.
Added-value of this summary:
• Save time
• Understand key concepts
• Expand your business knowledge
To learn more, read "Making Change Happen" and use clear articulation and consultation to make changes successful.
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Seitenzahl: 29
Veröffentlichungsjahr: 2014
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Book Presentation: Making Change Happen by Ken Matejka and Al Murphy
Book Abstract
About the Author
Important Note About This Ebook
Summary of Making Change Happen (Ken Matejka and Al Murphy)
Phase 1: Build a business case for the changes you want to make
Phase 2: Address the key implementation challenges which will arise
Conclusion: Never forget making change happen is part science, part art
Book Presentation: Making Change Happen by Ken Matejka and Al Murphy
Book Abstract
MAIN IDEA
When it comes to implementing change in an organization, there is no one cookie cutter template which can always be used. There are just too many complexities, dimensions and organizational dynamics involved for this to be a realistic option. Instead you have to do the hands-on work required to make change happen on a case-by-case basis.
Fortunately, there is a way of thinking and planning which can substantially increase your organization’s chances of success in making a change when necessary. The process itself consists of two phases:
In Phase 1, you build a business case for the change you want to make. Phase 2 then looks at all the fine details involved in making that change happen. By doing this, you start with a conviction the change is desirable and necessary. Potential change sponsors or champions can then become involved confident in the knowledge careful thought and preparation has gone into what’s happening. A coordinated effort to secure the cooperation of everyone can then be launched. With this kind of deliberate build-up, it then becomes increasingly likely your change will happen on time, on budget and on target.
“If you want to initiate a change in your organization, your first action should be to create dissatisfaction with the status quo. If the employees are all content with the way things are, they won’t be receptive to change, will they? But if everyone shares the urgency of a strong perceived need to do things differently, you have a shot at successful change. The faster and more efficient an organization must be today, the less capacity the organization will have to learn and adopt changes that will secure its future. One dilemma that is built into almost every organization is the pull-and-tug, the continuous trade-off that exists between the quest for immediate, continuous improvement in organizational efficiency and the necessity and allure of long-run strategic modification. Pursuing both simultaneously is extremely difficult because strategic changes often bring short-run inefficiencies. Any strategic change, accompanied by the resulting tactical modifications, can potentially disrupt this delicate balance. Learn to live with change. If you can, learn to love it. We believe successfully leading organizational change efforts is a skill that can be learned! Let the adventure begin.”
– Ken Matejka and Al Murphy
“We have to face the difficult challenge of changing when things are going well.”
John Chambers
About the Author
KEN MATEJKA is an educator. He is currently professor of leadership and change management at Duquesne University’s School of Business. Dr. Matejka has delivered executive education courses to a number of Fortune 500 companies. He is the author of five business books including A Manager’s Guide to the Millennium. His articles have been published in Business Horizons, Management Decision, Training, Executive Excellence, Working Women and the Dallas Morning News.
AL MURPHY runs his own consulting firm, Managing Change Consultants. He specializes in the issues associated with the implementation of change in organizations. Mr. Murphy is a graduate of Pepperdine University and has consulted with a wide variety of businesses, including not-for-profits.
Important Note About This Ebook
