explain change management and operation strategy?
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Change Management Defined\nThree Basic Definitions\n\nIn thinking about what is meant by “change management,” at least three basic definitions come to mind:\n\n   1.\n\n      The task of managing change. \n   2.\n\n      An area of professional practice. \n   3.\n\n      A body of knowledge. \n\nThe Task of Managing Change\n\nThe first and most obvious definition of “change management” is that the term refers to the task of managing change. The obvious is not necessarily unambiguous. Managing change is itself a term that has at least two meanings. \n\nOne meaning of “managing change” refers to the making of changes in a planned and managed or systematic fashion. The aim is to more effectively implement new methods and systems in an ongoing organization. The changes to be managed lie within and are controlled by the organization.  Perhaps the most familiar instance of this kind of change is the change or version control aspect of information system development projects.  However, these internal changes might have been triggered by events originating outside the organization, in what is usually termed “the environment.” Hence, the second meaning of managing change, namely, the response to changes over which the organization exercises little or no control (e.g., legislation, social and political upheaval, the actions of competitors, shifting economic tides and currents, and so on). Researchers and practitioners alike typically distinguish between a knee-jerk or reactive response and an anticipative or proactive response.\nAn Area of Professional Practice\n\nThe second definition of change management is "an area of professional practice." \n\nThere are dozens, if not hundreds, of independent consultants who will quickly and proudly proclaim that they are engaged in planned change, that they are change agents, that they manage change for their clients, and that their practices are change management practices. There are numerous small consulting firms whose principals would make these same statements about their firms. And, of course, most of the major management consulting firms have a change management practice area. \n\nSome of these change management experts claim to help clients manage the changes they face – the changes happening to them. Others claim to help clients make changes. Still others offer to help by taking on the task of managing changes that must be made. In almost all cases, the process of change is treated separately from the specifics of the situation. It is expertise in this task of managing the general process of change that is laid claim to by professional change agents.\nA Body of Knowledge\n\nStemming from the view of change management as an area of professional practice there arises yet a third definition of change management: the content or subject matter of change management. This consists chiefly of the models, methods and techniques, tools, skills and other forms of knowledge that go into making up any practice. \n\nThe content or subject matter of change management is drawn from psychology, sociology, business administration, economics, industrial engineering, systems engineering and the study of human and organizational behavior. For many practitioners, these component bodies of knowledge are linked and integrated by a set of concepts and principles known as General Systems Theory (GST). It is not clear whether this area of professional practice should be termed a profession, a discipline, an art, a set of techniques or a technology. For now, suffice it to say that there is a large, reasonably cohesive albeit somewhat eclectic body of knowledge underlying the practice and on which most practitioners would agree — even if their application of it does exhibit a high degree of variance. \n\nTo recapitulate, there are at least three basic definitions of change management:\n\n   1.\n\n      The task of managing change (from a reactive or a proactive posture) \n   2.\n\n
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1.  Remotely managed large project resulting in significant gain in operating territory.\n2.  Managed team of over 100,000 employees in hostile work environment, reducing headcount by over 2000, saving employer potential cost of high-impact health benefits.\n3.  Reduced budgetary expenses for foreign deployment to bare minimum required to sustain effort, saving money.\n4.  Re-prioritized and re-deployed existing resourced to allow increased utilization of otherwise non-essential employees.\n5.  Aggressively expanded operating base during hostile takeover, resulting in acquisition of critical, limited resources.\n6.  My all time favorite:  Actualized the strategic visioning initiatives of senior management.
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Operations management is the efficient and effective implementation of the policies and tasks necessary to satisfy a firm's customers, employees, and management (and stockholders, if a publicly owned company
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It is the revenue generated by the change you are contemplating (the problem).\nCount only the revenue which will occur because of that change.
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Ok Management is stroger, but you have to think also about the development. Management can be a boss but you have to know how to development and know all about the resources for doing a successful plan to a project :-)
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Learn about project managment. It helps with all of the other parts of IT i.e. Business analysis, process mapping etc. It will also help you move in to management if you so wish. Wish I had learned about it sooner. Good luck.
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Leading change requires the commitment of the "change agents".  In this case, the change agents are Scott and Sue-- the nurse managers/charge nurses.  Good managers "challenge up and support down."  Meaning they can voice their opinion to upper level manager, but ultimately they support the decision when instituting it to employees.  That being said, here are three suggestions for managing resistance to change:\n1.  PARTICIPATION AND INVOLVEMENT: promotes ownership of the process.  Formal meetings are a great way to get Scott and Sue to invest in change.  They can express concerns and have their voice be heard.  \n2. FACILITATION AND SUPPORT: The nursing supervisor should be open to questions and concerns.  Scott and Sue may request weekly meetings/updates to discuss how the change is working.  \n3. NEGOTIATION AND AGREEMENT: this is a method that facilitates an easier transition.  This is an opportunity for the nurse supervisor to discuss the benefits of cross training.  It also allows Scott and Sue to negotiate terms that are easier to implement. \n\nHope this helps!  As a nursing student I have seen this happen in two different hospitals.  If cross-training is effectively managed, it can be rewarding experience!
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Decide strategic and tactical goals\n  based on customer needs, external conditions, etc.\nHire, fire and train people.\nLead and motivate the people to achieve the goals\nProvide tools that allow them to do that\nEvaluate and change course if required\nAll with compassion and integrity
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1. Satisfy the customer’s real needs not wants\n– For effective supply chain management, the real customers’\nneeds must be satisfied, not their wants.\n2. Understand how the real world works\n- The more quickly information moves, the more value it has.\nThe same fact is true for supply chain management.\n- Being able to execute quickly can remove the need to\nforecast.\n- Material will expand to fill the space provided.\n3. Have a complete integrated system\n– A complete system includes both planning and execution\nmanagement.\n– Plan will change but to fail to plan in planning to fail.\n– Changes and variability are expected events. The more\nquickly an enterprise can react, the less cost is incurred by the\noperation.\n– System effectiveness is inversely proportional to the\ncomplexity.\n4. Accurate data\n- Without accurate data, the best hardware and software will be\nnothing but a big money pit and provide no return on\ninvestment.\n5. Manage cycle time\n– Cycle time is the amount of time that elapses between material\nentering and exiting a production facility.\n– Do not release orders to the floor unless all material and capacity is\navailable to run it.\n6. Eliminate nonvalue-added activity\n- It is not say that every implementation should embrace “industry\nbest practices” if these processes do not help the enterprise achieve\nits goals.\n- Keep implementation costs down rather than driving higher return\non investment.\n- Eliminating nonvalue-added activity means that one shouldn’t\nautomate bad process.\n7. Fully qualified People\n- What business are they themselves in?\n- Where does their work fit into the total business?\n- Who are your customers? What do your customers need?\n- Who are your suppliers? What are their problems?\n- What are their tools (system, data, machinery)? How\nwell do they use them?\n- Who is on their team?\n- Who are not yet fully qualified?\n\nUse the link. its a good reference. i thank you for egging me to get this informative link (i am a SCM student myself :P)
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Ask what the future direction(goals) are of the company and then what strategies they have implemented to achieve their goals.\nAsk about individual products, success and failure or fixable flaws.\nAsk about the supply procedures they have in place and maximum amount of product they can output.
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Could you have mistyped it, or read a mistype?  It could've been "strategic management", which is...\n\n...the process of specifying an organization's objectives, developing policies and plans to achieve these objectives, and allocating resources so as to implement the plans. It is the highest level of managerial activity, usually performed by the company's Chief Executive Officer (CEO) and executive team. It provides overall direction to the whole enterprise. An organization’s strategy must be appropriate for its resources, circumstances, and objectives. The process involves matching the company's strategic advantages to the business environment the organization faces. One objective of an overall corporate strategy is to put the organization into a position to carry out its mission effectively and efficiently. A good corporate strategy should integrate an organization’s goals, policies, and action sequences (tactics) into a cohesive whole.
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http://rds.yahoo.com/S=96781308/K=chaNGE+management/v=2/OID=e29cf463e38a0938/SID=e/l=VDP
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Business has never been as competitive, fast and eveloving as it is today. Easy and boundry less communication and integrating global economy is a reason for it. In such a global economy only those businessess survive which are better placed and managed.\n\nHuman resource is the most important element of any organizaiton and it is also the most difficult to manage element within the business. So managerial knowledge is utmost important in steering a business in todays global economy.\n\nStategic management is totally different. It is the process of putting the strategy together and implementing it within an organizaiton. A strategy is broadly classified in 3 level: Corporate Level Strategy, Business Unit Strategy, and Functional Level Strategy. Corporate level strategy is the strategy for the whole business, ie where the business is going, how should it grow/expand, what business areas it should concentrate and areas it should leave. Strategic managment basically deals with this segment of corporate planning.\n\nIn todays business world it is the most important function of corporate planning and business management, without which a business might loose focus, run wayward and waste resources.
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The Production & Operations Management Society has on its website a very interesting study that looks at the impact of technological factors on the software industry \n\n"The Impact of the New IT Technologies in the Business Model Transformation" http://www.poms.org/ConfPapers/003/003-0237.doc
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question seems vague...but the answer might be "Management"
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I think these links will help\nhttp://en.wikipedia.org/wiki/Logistics\nhttp://en.wikipedia.org/wiki/Supply_chain_management\nhttp://searchcio.techtarget.com/sDefinition/0,,sid19_gci214546,00.html\n\nmergs:\nway to use my links dude you took that almost if not word for word from wikipedia
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If it is an ongoing business, be sure customer base is spread out, in other words, one customer doesn't account for more than 20% of the total business. Check out the 20/80 part of your business, 80% of the businesss comes from 20% of your customer base. Do you have a non-compete clause in buying contract?\n    Will current owner help get you up and running? Are you an employee now, if yes, will customers come with you when the change is made? Current employees, do they know, and if so, are the ok with change, business is hard enough, without having internal problems right out of the gate!