Designing and Managing Change in the CGIAR: Report to the Mid-Term Meeting 2001

Report of the CGIAR Change Design and Management Team (CDMT) presented at the 2001 Mid Term Meeting in Durban, South Africa. Report recommendations prescribed: Adoption of a programmatic approach to research finance and management, beginning with the establishment of between two and four Global Challenge Programs to promote collaboration between Centers and to expand partnerships with and develop the capacities of national and regional partners, including GFAR;Transformation of the Technical Advisory Committee (TAC) into a Science Council, responsible for ensuring the quality and relevance of CGIAR science and providing Systemwide advice on science policy, but with TAC's current responsibilities for management-related functions devolving to a new Executive Council;Creation of an Executive Council to subsume the current functions of the Finance and Oversight committees in addition to the management-related functions of TAC;Transformation of the CGIAR Secretariat into a System Office with a communications function integrating the existing Secretariat Communications team and Future HarvestCombination of the annual Mid Term Meetings and International Centers Weeks into a single Annual General MeetingA comprehensive fund raising and outreach effort to identify potential investors and expand the financial participation of developing countrie

Making informed decisions on change: key points for health care managers and professionals

A booklet, drawing on 'Organisational Change: A review for health care managers, professionals and researchers' (NSCCSDO, 2001), which aims to encourage managers and professionals to reflect on and share what helps and hinders successful change to improve the quality of services

Report of a study on the uptake and use of the 'Managing Change in the NHS' publications

Between December 2001 and March 2002, a team of independent researchers working in collaboration with and assisted by the NCCSDO carried out a telephone survey designed to gain feedback from the field about uptake, use and perceived impact of Organisational Change and Making Informed Decisions on Change. The study gathered a range of useful feedback and views about the two publications, highlighting the importance of evaluation in the process of commissioning research

Penerapan Change Management untuk Peningkatan Proses Bisnis dalam Meraih Keunggulan Kompetitif Organisasi

Lingkungan bisnis merupakan faktor yang sangat berpengaruh pada proses bisnis sebuah organisasi, Perubahan yang terjadi pada lingkungan bisnis harus dapat direspon secara positif oleh organisasi, supaya organisasi tersebut dapat bertahan hidup dan meraih keunggulan kompetitif. Change management merupakan serangkaian proses yang digunakan untuk memastikan bahwa Perubahan yang signifikan dapat dilakukan secara terkontrol dan sistematis, untuk mengatasi resistensi terhadap Perubahan dalam rangka meningkatkan keterlibatan dan pencapaian tujuan organisasi untuk melakukan transformasi yang efektif. Pada makalah ini akan dibahas penerapan change management dengan pendekatan manajemen proyek Perubahan yang mengadopsi dari model yang dikemukakan John P. Kotter dan William Bridges, kajian ini akan memberikan pemahaman tentang pengetahuan secara teori dan menggabungkannya antara practical tool dan metodologi manajemen proyek dalam mengelola proses Perubahan yang kompleks. Untuk melengkapi kajian dari penelitian, pada makalah ini dilengkapi dengan pembahasan sebuah studi kasus

Dampak Implementasi Change Management pada Organisasi

Changes have survival benefits for an organization. without any change, it can be ascertained that the age of the organization will not last long. Changes intend to make the organization not a static but remained dynamic in the face of changing times. A leader should have a vision and a change in the strategy based on assumptions about future conditions that are expected to occur. Only a leader who owns the personality, behavior, and the sense of power that is able to deal with change

Ontology Change Management in Protégé

Ontology schemas tend to change and evolve over time to meet new requirements. This change may invalidate dependent applications if there is no dynamic adaptation to the changes made to underlying ontologies. Protégé, as a popular ontology development tool, should meet the challenges addressed by the evolving ontology. In this paper, we will briefly analyse the current ontology-change management in Protégé, and propose some extensions to facilitate change traceability by external application and services

SAFE MANAGEMENT OR DISRUPTIVE CHANGE?

Change is imperative for organizations which will remain thriving but its necessity is not always neatly perceived by those who are immersed into the daily activity; indeed, the cycle duration of change often lasts much longer than the time you practise in the same organization. To be more clear-sighted, you have to look the situation with enough loftiness and even some "obliquity". This states the problem of managing those organizations: on one hand, you have to ensure safe management as in performance-driven ones, on the other hand, you have to facilitate innovation as in adaptation-driven ones.The difficulty of this exercise lies in the difference between the two kinds of governance required

Change Management: A Theoretical Framework

Organizations are dynamic and open systems that exist in mutual affection with their environment and deliver output to environment from which they receive inputs. Organizations need to make organizational regulations against internal and external occurring changes. Therefore, organizations have to gain new features and abilities in order to get along with the change. Today, changes we face in all areas affect also health system. The increase of the society’s health level is attributed to well-mannered health policy, and to give good preventive and remedial health services. Health executive have important roles in implementing these services, as well. Thus, in this article study, evaluations depending on healthcare organizations are done as focusing on the changes and the change management process in organizations. The importance of change management in health organizations and the factors that were required for its efficiency are mentioned. The success of health organizations can be attributed to their ability to adapt the changes occurred their around depending on the conceptual studies and obtained study findings. In order to have an effective change management in health organizations, firstly it needed to understand the importance of change and its necessity, to train the employees who work for the organization, to include them to change preparation and implementation processes and to give support to them about the change. In this article, suggestions are presented for health organizations as discussing in question topic, change management implementations.Keywords. Change  management, Change, Organizational change, Health organizations.JEL. M19

Ontology Change Management in Protégé

Ontology schemas tend to change and evolve over time to meet new requirements. This change may invalidate dependent applications if there is no dynamic adaptation to the changes made to underlying ontologies. Protégé, as a popular ontology development tool, should meet the challenges addressed by the evolving ontology. In this paper, we will briefly analyse the current ontology-change management in Protégé, and propose some extensions to facilitate change traceability by external application and services

Fast and Effective Change Management

{Excerpt} When embarking on a change initiative, one should rapidly implement change that results in the higher levels of performance that were envisioned when the decision to make the changes was made. To make this happen, organizations must first overcome the resistance to change and then secure as much discretionary effort as possible. John Kotter remains one of the most respected experts on the subject of change management. He began writing about change management back in the mid-1990s, when he first declared that only one change initiative in three actually achieved its stated objectives. After more than a decade of research by academics and practitioners, one would think that we are now doing a much better job of managing change. Actually, that does not seem to be the case. In 2008, McKinsey & Company conducted a global survey of change management and found just about the same results as Kotter had 12 years before—only a third of change management attempts are successful. What are we doing wrong