4 Principles For Creating Change, And 4 Barriers That Make It Harder Many people now are struggling to make change; to drive social or environmental impact whether they are social entrepreneurs or people working from within organizations to make a difference. In this piece, we wanted to focus on thinking about how communities of change makers can thrive. It’s not enough for change making to be the sole remit of a handful of do-gooders or NGOs. By highlighting some of the barriers and core principles that are vital to the success of a world in which everyone is a change maker, we hope to begin to mainstream the art of change making and destroy the social entrepreneur’s monopoly on social change. Barrier 1: Experts As Idols Too often change making is outsourced to experts or social entrepreneurs rather than community members. Barrier 2: Conditions Of Problem Solving Are Overlooked Much of the time, we are quick to jump to tactical problem solving without fully reflecting on whether the conditions for it are put in place. Barrier 4: Learning Is One to One
Marketing mix The marketing mix is a business tool used in marketing and by marketers. The marketing mix is often crucial when determining a product or brand's offer, and is often associated with the four P's: price, product, promotion, and place.[1] In service marketing, however, the four Ps are expanded to the seven P's[2] or Seven P's to address the different nature of services. In the 1990s, the concept of four C's was introduced as a more customer-driven replacement of four P's.[3] There are two theories based on four Cs: Lauterborn's four Cs (consumer, cost, communication, convenience), and Shimizu's four Cs (commodity, cost, communication, channel). In 2012, a new four P's theory was proposed with people, processes, programs, and performance.[4] §History[edit] §McCarthy's four Ps[edit] The marketer E. §Lauterborn's four Cs[edit] Robert F. §Four Cs: in the 7Cs Compass Model[edit] The 7Cs Compass Model comprises: The four elements in the 7Cs Compass Model are: §See also[edit] §References[edit]
Impression management In sociology and social psychology, impression management is a goal-directed conscious or unconscious process in which people attempt to influence the perceptions of other people about a person, object or event; they do so by regulating and controlling information in social interaction (Piwinger & Ebert 2001, pp. 1–2). It is usually used synonymously with self-presentation, in which a person tries to influence the perception of their image. The notion of impression management also refers to practices in professional communication and public relations, where the term is used to describe the process of formation of a company's or organization's public image. Self-presentation[edit] While impression management and self-presentation are often used interchangeably, some authors have argued that they are not the same. Motives and strategies[edit] Self-presentation is expressive. People adopt many different impression management strategies. Theory[edit] Basic factors[edit] Erving Goffman[edit]
change management principles, process, tips and change theory and models Instead, change needs to be understood and managed in a way that people can cope effectively with it. Change can be unsettling, so the manager logically needs to be a settling influence. Check that people affected by the change agree with, or at least understand, the need for change, and have a chance to decide how the change will be managed, and to be involved in the planning and implementation of the change. Use face-to-face communications to handle sensitive aspects of organisational change management (see Mehrabian's research on conveying meaning and understanding). Encourage your managers to communicate face-to-face with their people too if they are helping you manage an organizational change. If you think that you need to make a change quickly, probe the reasons - is the urgency real? For complex changes, refer to the process of project management, and ensure that you augment this with consultative communications to agree and gain support for the reasons for the change. see also
5 Characteristics of a Change Agent cc licensed ( BY ) flickr photo shared by visualpanic (change agents) – People who act as catalysts for change… In my work through school and organization visits, I have been fascinated to see the correlation between the speed of change and an individual who is “leading” the charge. The schools that have someone (or a group of people) helping to push the boundaries of what can be done in schools seem to move a lot quicker with a larger amount of “buy-in” through the process. As Malcom Gladwell describes in his book, “The Tipping Point“, he states: The success of any kind of social epidemic is heavily dependent on the involvement of people with a particular and rare set of social gifts. Although Gladwell talks about the “Law of the Few” (connectors, mavens, salesman), I do not believe change is solely dependent upon their skills, but also the culture in which they exist. you are in an environment where people do not want to come together. a huge bearing on their success. 1.
Core business The core business of an organization is an idealized construct intended to express that organization's "main" or "essential" activity. Core business process means that a firm's success depends not only on how well each department performs its work, but also on how well the company manage to coordinate departmental activities to conduct the core business process, which is; 1. The market-sensing process Meaning all activities in gathering marketing intelligence and acting on the information. 2. The new-offering realization process Covering all activities in research, development and launching new quality offerings quickly and within budget. 3. 4. 5. To be successful, a firm needs to look for competitive advantages beyond its own operations. References[edit] Kotler & Keller, Marketing management, 2009, p76 See also[edit] Core competency
Goal A goal is a desired result a person or a system envisions, plans and commits to achieve a personal or organizational desired end-point in some sort of assumed development. Many people endeavor to reach goals within a finite time by setting deadlines. Goal setting[edit] Goal-setting ideally involves establishing specific, measurable, attainable, realistic and time-bounded (S.M.A.R.T.) objectives. A goal can be long-term or short-term. Short-term goals[edit] Short-term goals expect accomplishment in a short period of time, such as trying to get a bill paid in the next few days. Personal goals[edit] Individuals can set personal goals. Managing goals can give returns in all areas of personal life. Achieving personal goals[edit] Achieving complex and difficult goals requires focus, long-term diligence and effort. Long-term achievements rely on short-term achievements. Personal goal achievement and happiness[edit] Self-concordance model[edit] Self-concordant goals[edit] See also[edit] References[edit]
Change Management infoKit - Overview and Introduction Change is endemic in the education sector. The pressures for change come from all sides: globalisation, changes to the funding and regulatory regime, doing more with less, improving the quality of student learning and the learning experience, and the pace of change is ever increasing. Living with change and managing change is an essential skill for all. Change is also difficult. The following diagram describes the general route through the materials in the Kit: This infoKit was originally developed in 2006 out of a HEFCE Good Management Practice Project led by the University of Luton (now the University of Bedfordshire) entitled ‘Effecting Change in Higher Education’. The ‘Effecting Change’ team summarise their findings by the following observations: There are no easy solutionsAdapt processes to suit the change intendedChange requires teamwork and leadership (and the two are related)Work with the culture (even when you want to change it)Communicate, communicate, communicate
Changement Un article de Wikipédia, l'encyclopédie libre. Le changement désigne le passage d'un état à un autre. L'on parlera, selon la nature, la durée et l'intensité de ce passage, d'évolution, de révolution, de transformation, de métamorphose, de modification, de mutation (ie transformation profonde et durable)... Il s'exerce dans des domaines très divers et à des niveaux très divers. Il faut distinguer le changement endogène dû à des causes internes (par exemple; les révolutions politiques), et le changement exogène dû à des causes externes (par exemple, la révolution du téléphone mobile). Le changement suscite chez les humains les réactions les plus diverses, allant de l'espoir le plus fou (thème de l'Apocalypse) jusqu'à la crainte, voire la phobie[réf. souhaitée]. Les causes théoriques du changement par auteurs[modifier | modifier le code] Nous listerons ici uniquement les auteurs ayant une forte notoriété dont la notion de changement est au centre de leurs œuvres. Remarques:
Service marketing mix: The 7 p's Introduction In the previous article we discussed the characteristics of a service. In this article we look at how the marketing mix for marketing a service is different to the marketing mix for products. Just like the marketing mix of a product the service marketing mix comprises of Product, Price, Place and Promotion. How ever as a service is not tangible the marketing mix for a service has three additional elements: People, Process and Physical Evidence. People People are an essential ingredient in service provision; recruiting and training the right staff is required to create a competitive advantage.
Reality principle Allowing the individual to defer (put off) instant gratification, the reality principle is the governing principle of the actions taken by the ego, after its slow development from a "pleasure-ego" into a "reality-ego":[2] it may be compared to the triumph of reason over passion, head over heart, rational over emotional mind.[3] History[edit] Freud argued that “an ego thus educated has become ‘reasonable’; it no longer lets itself be governed by the pleasure principle, but obeys the reality principle, which also, at bottom, seeks to obtain pleasure, but pleasure which is assured through taking account of reality, even though it is pleasure postponed and diminished”.[4] Jonathan Lear has argued that there was in fact an ethical dimension to Freud's concept of the reality principle, in that it was opposed to a neurotically distorted world-view.[8] Development[edit] In infancy and early childhood, the Id governs behavior predominantly by obeying the pleasure principle. Reality Principle vs.