1. Define Organization.

“Organization is a structural relationship by which an enterprise is bound together and the framework in
which individual effort is coordinated.”
Koontz and O’Donnell
2. What do you mean by Organising?
Organizing is the process of arranging people and other resources to work together to accomplish a goal.
3. What is Organization structure?
Organization structure is the system of tasks, workflows, reporting relationships, and communication
channels that link together diverse individuals and groups.
4. What do you mean by Chain of command?
Chain of command – the line of communication and authority from the top to the bottom of the
hierarchy
5. Hawthorne Experiments belongs to which management school?
The Hawthorne Experiments are associated with the Human Relations School of management. The
findings of the Hawthorne Experiments highlighted the significance of social and psychological factors in
the workplace and emphasized the importance of considering the human element in management
practices.
6. Who assume that managers create strategies congruent with the external environment?
The school of thought that assumes managers create strategies congruent with the external
environment is known as the Contingency School of management. The Contingency School suggests that
there is no universal or one-size-fits-all approach to management and that effective management
practices depend on the specific circumstances or contingencies of the external environment.
7. What do you mean by Organizational Effectiveness?
The concept of effectiveness is that the organization is able to achieve its objectives within the given
resources. Thus, for effectiveness, it is not only necessary that resources are put to the best of their
efficiency but also that they are put in a way which ensures their maximum contribution to
organizational objectives.
8. From Information-Sharing Perspective, what should be the Organisation’s Structure
Vertical and horizontal information flow
– Traditional organization designed for efficiency?
– Centralized authority focused on top level decision-making
– Learning organization which emphasizes communication and collaboration
– Decentralized authority focused on shared tasks and decisions
9. What are the causes of the decrease of an organization’s resources over time?
The decrease of an organization’s resources over time is caused by:
• Organizational atrophy
• Vulnerability
• Environmental decline or competition
10. What is Comparative Management?
• Comparative management analyzes the extent to which management principles are applicable from
one country to another.
• As the leader in the development of management principles is the United States, comparative
management seeks to determine the applicability of American know-how to foreign locales
11. Why Managers communicate?
Managers communicate to:
 Coordinate
 Disseminate information
 Motivate people
 Negotiate future plans

12. What is Strong Culture?

Strong Culture :
A strong culture are those in which the key values are deeply & widely shared. It has a greater influence
on employees than do weaker cultures.
13. What is the Importance of Organization Culture?
The Importance of Organization Culture
 Culture determines the overall “feel” of the organization, although it may vary across different
segments of the organization
 Culture is a powerful force that can shape the firm’s overall effectiveness and long-term success
14. What are the Ethical Norms Affecting Actions?
Ethical Norms Affecting Actions
 Utility—act optimizes what is best for its constituencies (benefits only or primarily those who are
directly involved)
 Rights—act respects the rights of others involved
 Justice—act is consistent with what is considered fair
 Caring—act is consistent with people’s responsibilities to each other
15. What is Whistle Blowing?
 The organizational response to the disclosure by an employee of illegal or unethical conduct on the part
of others within the organization is indicative of the organization’s stance on social responsibility.
16. What is Change Management?
Organizational change refers broadly to the actions a business takes to change or adjust a significant
component of its organization. This may include company culture, internal processes, underlying
technology or infrastructure, corporate hierarchy, or another critical aspect.
17. What is Technological Change?
Technological Change : This is a change which occurs through the invention of new technological
applications as a result of research and development & their commercialisation
18. What are involved with Technology Transitions?
It involves :
 Changes in regulations,
 Industrial networks
 Infrastructure
 Culture
19. What is Innovation? Give one example.
A major factor in cultural change.
Innovation is any new idea, method, or device that gains widespread acceptance in the society.
Primary innovation- the creation, inventions or chance, discovery of a completely new idea, method, or
device.
Secondary innovation- the deliberate application or modification of an existing idea, method, or device.
20. What do you mean by Expert power?
Expert power refers to the influence and authority that an individual possesses due to their specialized
knowledge, skills, or expertise in a particular field. It is based on the perception that the person has
valuable insights, expertise, or competence, which others recognize and respect. Expert power allows
individuals to effectively influence and persuade others based on their knowledge and credibility in a
specific domain.
1. Why Structure is required for an Organisation?

 A clear structure makes it easier to see which part of the business does what.
 An organisational structure is the way in which a business is arranged to carry out its activities.

2. Describe the importance of Organizing.

• Focus on, and facilitate the attaining of objectives.

• Arrangement of positions and jobs within the hierarchy.
• Define responsibilities and line of authority of all levels.
• Creating relationships that will minimize friction..

3. Elucidate Matrix Structure.

• Combines functional and divisional structures to gain advantages and minimize disadvantages of each.
• Used in:
 Manufacturing
 Service industries
 Professional fields
 Non-profit sector
 Multi-national corporations

1) Both Product division and functional structure (Horizontal and vertical) are implemented
simultaneously.
2) Multi-focused with strong horizontal linkage
3) Conditions for Matrix:
a) Share resources across the organization
b) Two or more critical outputs required: products innovation and technical knowledge
c) Environment is complex and uncertain
4) Allows organization to meet dual demands
5) Largest weakness is that employees have two bosses and conflicting demands
4. Compare Formal Structures with Functional Structures.

Aspect Formal Structures Functional Structures

Definition Hierarchy-based arrangement of Departmental-based organization

roles and responsibilities

Hierarchy Top-down approach Department-based hierarchy

Specialization Emphasizes specialization and Focuses on specialized functions or

division of labor departments

Centralization More centralized decision-making Decentralized decision-making

within departments

Communication Relies on formal communication Primarily vertical communication

channels within departments

Flexibility Less flexible due to formalized Can be flexible and adaptable

processes within each function

Advantages Clear chain of command, defined Expertise development, in-depth

roles and responsibilities functional knowledge

Disadvantages Limited autonomy, slower Siloed communication, potential

decision-making process coordination challenges

Suitable for Large organizations, stable Small to medium-sized

environments organizations, specialized
functions or departments
5. Write down the basic premises of Contingency School.

• Universal Principle:
– No universal principles of management can be applied in all situations
• Open Systems Planning:
– Each organization has its own unique set of technical, human, and market inputs
• Formal Design of Organizations
– Routine industries need hierarchy, Complex industries need matrices
• Leadership Style
– Has to be situational
6. Write down the basic premises of Systems Theory.

• Subsystems include:
– Task/Technological subsystem
• Basic work of organization
– Administrative/Structural Subsystem
• Formal organization
– Subsystem of Individuals
• Their knowledge, skills, attitudes, values, expectations, perceptions
– Emergent Subsystem
• Implicit arrangements, group forming

7. Explain Cost Leadership in terms of Porter’s Generic Strategies.

 Cost leadership is a strategy focused on achieving a competitive advantage by being the lowest-cost
producer in the industry while maintaining acceptable quality.

 It involves minimizing costs through operational efficiency, economies of scale, supply chain
management, and product simplification.

 This strategy aims to attract price-sensitive customers and increase profitability.

8. Write down the historical opinions of FREDERICK TAYLOR, ELTON MAYO and HENRI FAYOL about
organizational effectiveness

FREDERICK TAYLOR
EFFECTIVENESS IS DETERMINED BY FACTORS SUCH AS :
• PRODUCTION MAXIMIZATION
• COST MINIMISATION
• TECHNOLOGICAL EXCELLENCE

ELTON MAYO
EFFECTIVENESS IS A FUNCTION OF :
• PRODUCTIVITY
• EMPLOYEE SATISFICATION

HENRI FAYOL
EFFECTIVENESS IS A FUNCTION OF :
• CLEAR AUTHORITY
• DISCIPLINE WITHIN AN ORGANIZATION
9. Compare Vertical Information Sharing with Horizontal Information Sharing.

Aspect Vertical Information Horizontal Information

Sharing Sharing

Coordination Focus Top-to-bottom Cross-department

coordination coordination

Organizational Reflected in the Not traditionally depicted on

Structure chain of command the organizational chart

Communication Primarily vertical Horizontal channels and

channels direct contact

Nature of Department-focused Cross-functional and project-

Groups/Teams based teams

10. What are the Stages of Life Cycle Development?

Stages of Life Cycle Development

Entrepreneurial Stage- company is created
Crisis: need for leadership

Collectivity Stage- identifying with the mission

Crisis: need for delegation

Formalization Stage- use of rules/procedures

Crisis: too much red tape

Elaboration Stage- collaboration/teamwork

Crisis: need for revitalization

11. What is the role of Trust in Communication?

 Effective communication depends on informal understandings among individuals that are based upon
trust
 When there is trust between individuals an implicit understanding in communication is present

Trust plays a crucial role in communication as it establishes a foundation of credibility, openness, and
reliability. It creates a positive environment where individuals feel safe to express themselves, share
information, and collaborate effectively. Trust fosters transparency, reduces uncertainty, and enhances the
quality and effectiveness of communication.
12. How employees learn culture in an organization?

13. Who are the stakeholders of the organizations?

Stakeholders are any constituencies in an organization’s environment that are affected by the
organization’s decision & actions. These groups have a stake in or are significantly influenced by what
the organization does. In turn, these groups can influence the organizations.

14. Developing new products and services is an inherently risky process. How you can plan any
investment carefully and control your costs strictly?

Developing new products and services is an inherently risky process. You must plan any investment carefully
and strictly control your costs.
You need to:
factor any future investment in products and services into your strategic business plan
plan exactly where this investment will be directed
justify the expenditure on every project
manage your costs
15. During pricing plan for you new product / service, what factors you need to take into account?

You will need to take the following factors into account:

• The benefits - or value - to the customer of your product or service compared with what the
competition has to offer. Will the price be one that customers are prepared to pay?
• Whether or not you're first to market. Is your product or service revolutionary or are you following a
market trend?
• The selling channels you want to use, which will affect your promotional spending and distribution
costs.
• The speed with which you want to establish your product or service.
• The expected lifecycle of your product or service.
• Whether you are covering your costs.

16. Explain Repressive Change with suitable examples.

Acculturation is the massive culture change that occurs in a society when it experiences contact with a more
powerful society.
Always involves an element of force either directly or indirectly.
This can lead to ethnocide.
Change is inevitable because the stronger culture will “force” change onto the weaker culture.
Merger or fusion occurs when the two cultures lose their separate identities and form a single culture.
Not all acculturation is violently forced as mentioned.
Ethnocide is a violent eradication of an ethnic groups cultural identity.

17. How power influences behavior? Explain.

The process of influencing is divided into 3 categories

1) COMPLIANCE: Compliance refers to the lowest level of influence where individuals are motivated to
change their behavior or comply with a request due to the fear of punishment or desire for rewards. The
focus is on external pressure, such as authority, rules, or incentives, to achieve the desired outcome.

2) IDENTIFICATION: Identification involves influencing others by appealing to their desire for affiliation,
belonging, or social acceptance. In this level of influence, individuals change their behavior because they
identify with or admire the person or group making the request. The influencer becomes a role model,
and individuals adopt the desired behavior to gain acceptance or approval. Identification relies on
building trust, establishing relationships, and creating a sense of shared values or identity.

3) INTERNALIZATION: Internalization represents the highest level of influence, where individuals truly
adopt and integrate the desired behavior as part of their own values, beliefs, and identity.
18. Describe the sources of Organisational Conflict.

Conflict in organisations occur due to

1. GOAL INCOMPATIBILITY: Conflicts often arise when individuals or groups within an organization have
different goals or objectives that are incompatible or mutually exclusive.
2. DESCION MAKING REQUIREMENTS: Conflicts can emerge during decision-making processes when there
are disagreements over the best course of action or when different individuals or groups have divergent
opinions or interests.
3. PERFORMANCE EXPECTATIONS: Conflicts may occur due to disparities in performance expectations or
evaluations. When there are discrepancies in how individuals or groups perceive their performance or how
they are assessed, conflicts can arise.

19. Explain strategies for resolving conflicts.

20. Explain different types of Power observed in business organization.

These are a few different ways observed which, are the commonly used types in business organization:
• Reward power
• Expert power
• Legitimate power
• Referent power
• Coercive power 
1. Explain in your own language the comparative analysis of the work of Henry Fayol and Frederick
Taylor.

Henry Fayol, emphasized the concept of Administrative Theory. He focused on the overall coordination
and organization of resources within an organization to maximize efficiency. Fayol advocated for a
hierarchical structure with clearly defined roles, emphasizing the importance of unity of command and
unity of direction. He believed that through careful planning, organizing, coordinating, and controlling,
efficiency could be achieved. Fayol's approach emphasized the managerial functions and the importance
of effective communication, coordination, and cooperation among employees.

Frederick Taylor, on the other hand, is associated with Scientific Management. Taylor sought to
improve efficiency by scientifically analyzing work processes and eliminating wasteful practices. He
emphasized the systematic study of tasks, time and motion studies, and the standardization of work
methods. Taylor advocated for the division of labor and specialization, where workers were assigned
specific tasks based on their skills. He believed in the concept of "one best way" of performing a task and
emphasized the use of financial incentives to motivate workers to increase their productivity.

While both Fayol and Taylor focused on improving efficiency, their approaches differed in emphasis and
scope. Fayol's administrative management approach looked at the overall coordination and organization
of resources, encompassing all managerial functions. In contrast, Taylor's scientific management
approach focused on optimizing work processes through scientific analysis and specialization.

Overall, the comparative analysis of Fayol and Taylor's work highlights the diverse perspectives in
management theory. While Fayol emphasized the coordination and organization of resources, Taylor
focused on scientific analysis and standardization to enhance efficiency.

2. Describe the role of strategic direction in organizational design.

ROLE OF STRATEGIC DIRECTION IN ORGANIZATIONAL DESIGN

1) Operational Planning Framework: Strategies provide a consistent framework for operational
planning, ensuring resource allocation aligns with defined business areas and objectives.

2) Clarity in Activities: Strategies make organizational objectives more specific, providing clear direction
to individuals responsible for implementing actions and improving overall performance.

3) Increase Organizational Effectiveness: Strategies ensure resources are utilized efficiently and
contribute effectively to achieving organizational objectives, enhancing overall effectiveness.

4) Personnel Satisfaction: Strategic management reduces role conflict and ambiguity, providing clarity
and satisfaction to personnel within the organization.

5) Future Preparedness: Strategy helps organizations focus on the future, moving beyond short-term
activities and planning for long-term success.

6) Differentiation from Competitors: Strategy helps organizations identify and exploit unique assets and
features, setting them apart from competitors.

7) Stability: Strategy provides guidance and stability to organizations, preventing drift and maximizing
their potential.
 8) Common Frame of Reference: Strategy serves as a shared point of reference, facilitating collective
understanding and adaptation during times of change.

9) Internal and External Alignment: Strategy integrates internal and external factors, ensuring
organizational alignment and responsiveness to the environment.

10) Guiding Organizational Action: Strategy provides direction, guiding coordinated and purposeful
actions within the organization.

3. ‘The Purpose of an organization is the fundamental reason why the organization exists’. Explain in
your language.

In simple terms, the purpose of an organization refers to the fundamental reason or the underlying
mission for its existence. It represents the core objective or goal that the organization aims to achieve
through its activities and operations. The purpose serves as a guiding principle that shapes the
organization's actions, decisions, and strategies.
The purpose of an organization goes beyond its financial or profit-related goals. It embodies the broader
impact or value that the organization seeks to create in the world. It defines the organization's reason
for being and provides a sense of direction and meaning to its stakeholders, including employees,
customers, investors, and the society at large.
The purpose of an organization can vary depending on its nature, industry, and specific mission. It could
be to provide innovative products or services, solve specific societal problems, contribute to
environmental sustainability, improve people's lives, promote social justice, or advance scientific
knowledge, among many other possibilities.
Having a clear and compelling purpose is crucial for an organization as it aligns its efforts and resources
towards a common objective. It helps in motivating employees, attracting customers, building a strong
brand identity, and fostering a positive reputation. A well-defined purpose also enables the organization
to make decisions and set goals that are consistent with its core mission, ensuring coherence and focus
in its actions.
Moreover, the purpose-driven organizations often find greater fulfillment and engagement among their
employees and stakeholders. By pursuing a higher purpose beyond just financial gains, they can create a
positive impact on society and contribute to the well-being of individuals and communities.

4. Elucidate different approaches of Organisational Effectiveness.

GOAL ATTAINMENT APPROACH

• Effectiveness is the ability to excel at one or more goals
• The goal attainment states that an organization effectiveness must be appraised in terms of the
accomplishment of its end goals
• Based on the identification of goals and the achievement of those goals
• Goals must be :
- clearly identifiable
- - measurable
- - time bound
SYSTEM RESOURCE APPROACH
Effectiveness is the ability to acquire scarce and valued resources from the environment.
 Here end goals are not ignored but they are one element in a complex set of criteria
 system model emphasize criteria that will increase long term survival of the organization
 CONSTITUENCIES APPROACH
 Effectiveness is the ability to satisfy multiple strategic constituencies both with in and outside the
organization.
 An Effective organization is one that satisfies the demand of those constituencies in its environment
from whom it required support for its continuous existence.
 It seeks to appraise only those in the environment who can threaten the organization survival
COMPETING VALUES APPROACH
The competing value approach is the criteria you value and use in assessing organization effectiveness-
• Return on investment
• New product innovation
• Market share
• Job security

5. Organize elements in the external environment into ten sectors for analysis

1. Industry: Competitors, industry size and competitiveness, related industries.

2. Raw materials: Suppliers, manufacturers, real estate, services.
3. Human resources: Labor market, employment agencies, universities, training schools, employees in
other companies, unionization.
4. Financial resources: Stock markets, banks, savings and loans, private investors.
5. Market: Customers, clients, potential users of products and services.
6. Technology: Techniques of production, science, computers, information technology, e-commerce.
7. Economic conditions: Recession, unemployment rate, inflation rate, rate of investment, economics,
growth.
8. Government: City, state, federal laws and regulations, taxes, services, the court system, political
processes.
9. Socio-Cultural: Age, values, beliefs, education, religion, work ethics, consumer and green movements.
10. International: Competition from and acquisition by foreign firms, entry into overseas markets,
foreign customs, regulations, exchange rate.

6. Describe the Framework for Inter-organizational Relationships.

1. Resource Dependence: The resource dependence theory emphasizes that organizations rely on
external resources to survive and thrive. This perspective suggests that organizations form
relationships with other entities to gain access to vital resources, such as capital, technology,
information, or expertise. By forming alliances, partnerships, or strategic alliances, organizations can
reduce their dependence on a single source and increase their resource base.
 2. Population Ecology: Population ecology theory focuses on the dynamics of organizations within a
larger population or environment. It suggests that organizations compete for limited resources and
that the environment plays a significant role in shaping their survival and growth. In this context,
organizations may form relationships, such as mergers, acquisitions, or collaborations, to enhance
their chances of survival and adapt to environmental changes.
3. Collaborative Networks: The perspective of collaborative networks highlights the importance of
collaboration and cooperation among organizations. Organizations recognize that they can achieve
better outcomes by working together rather than competing solely. Collaborative networks can take
the form of partnerships, alliances, consortia, or joint ventures. These relationships allow
organizations to share resources, expertise, risks, and rewards, fostering innovation, cost efficiency,
and increased market access.
4. Institutionalism: Institutional theory examines the influence of social norms, cultural values, and
institutional pressures on organizations. It suggests that organizations conform to prevailing
institutional norms and rules to gain legitimacy and support. Inter-organizational relationships can be
influenced by institutional factors, such as regulations, industry standards, or social expectations.
Organizations may form relationships to align with institutional norms or to collectively address
institutional challenges and changes.

7. Describe the arguments for and against social responsibility

Arguments For Social Responsibility Arguments Against Social R

1. Business creates problems and 1. Business lacks the expe

should therefore help solve them. manage social programs

2. Corporations are citizens in our 2. Involvement in social pr

society. gives business too much
Social
Responsibility
3. Business often has the resources 3. There is potential for con
necessary to solve problems. of interest.

4. Business is a partner in our 4. The purpose of business

society, along with the govern- society is to generate pr
ment and the general population. for owners.

8. Elucidate different types of change management.

1. Get buy-in from the entire organization  
2. Identify your change scope clearly
3. Hire people who are enthusiastic about change
4. Create a cross-team change management project team
5. Prepare for the change with open communication
6. Build a change implementation plan
7. Get feedback from your employees
 8. Launch small-scale pilots for the change 
9. Set deadlines for the change
10. Document the process for the next change project
11. Train your staff on how to manage change for next time

9. Describe 5 steps in the change management process.

1. Prepare the Organization for Change

For an organization to successfully pursue and implement change, it must be prepared both logistically
and culturally. Before delving into logistics, cultural preparation must first take place to achieve the best
business outcome.
In the preparation phase, the manager is focused on helping employees recognize and understand the
need for change. They raise awareness of the various challenges or problems facing the organization
that are acting as forces of change and generating dissatisfaction with the status quo. Gaining this initial
buy-in from employees who will help implement the change can remove friction and resistance later on.
2. Craft a Vision and Plan for Change
Once the organization is ready to embrace change, managers must develop a thorough and realistic plan
for bringing it about. There are 4 elements of effective plans for change
The plan should detail:
Strategic goals: What goals does this change help the organization work toward?
Key performance indicators: How will success be measured? What metrics need to be moved? What’s
the baseline for how things currently stand?
Project stakeholders and team: Who will oversee the task of implementing change? Who needs to sign
off at each critical stage? Who will be responsible for implementation?
Project scope: What discrete steps and actions will the project include? What falls outside of the project
scope?
While it’s important to have a structured approach, the plan should also account for any unknowns or
roadblocks that could arise during the implementation process and would require agility and flexibility to
overcome.
3. Implement the Changes
After the plan has been created, all that remains is to follow the steps outlined within it to implement
the required change. Whether that involves changes to the company’s structure, strategy, systems,
processes, employee behaviors, or other aspects will depend on the specifics of the initiative.
During the implementation process, change managers must be focused on empowering their
employees to take the necessary steps to achieve the goals of the initiative and celebrate any short-term
wins. They should also do their best to anticipate roadblocks and prevent, remove, or mitigate them
once identified. Repeated communication of the organization’s vision is critical throughout the
implementation process to remind team members why change is being pursued.
4. Embed Changes Within Company Culture and Practices
Once the change initiative has been completed, change managers must prevent a reversion to the prior
state or status quo. This is particularly important for organizational change related to business processes
such as workflows, culture, and strategy formulation. Without an adequate plan, employees may
backslide into the “old way” of doing things, particularly during the transitory period.
By embedding changes within the company’s culture and practices, it becomes more difficult for
backsliding to occur. New organizational structures, controls, and reward systems should all be
considered as tools to help change stick.
5. Review Progress and Analyze Results
Just because a change initiative is complete doesn’t mean it was successful. Conducting analysis and
review, or a “project post mortem,” can help business leaders understand whether a change initiative
 was a success, failure, or mixed result. It can also offer valuable insights and lessons that can be
leveraged in future change efforts.

10. Describe the Factors that leads to Technological Changes.

Factors Leading to Technological Changes

• Overall increase in the stock of technological knowledge of a nation,
• Overall technological advancement and progress in a specific industry
• Spinoff of technology or Technology diffusion from one industry to other
• Improvement in one particular technology within the technology portfolio of an enterprise may lead
to imbalance in such technology portfolio, leading to improvement and advancement of other
technologies in the portfolio.
• Emergence of disruptive or breakthrough technologies and innovations that may change the
technology within a particular industry or a nation,
• Some of the older, hazardous, unsafe, inefficient and inappropriate technologies may required to be
phased out,
• The Government may change the structure of competition by easing entry norms,
• The Government may open up the national economy and integrate it with the international economy
• An enterprise may want to pursue a technology leadership strategy,
• An enterprise may be guided by the goal to improve quality level or to be known as a quality leader,
• Changes in consumer requirements ,
• Increasing or adding more features to a product or service

11. Elucidate Reaction to Change.

 Inevitably there is some type of response of indigenous peoples to the changes that have been
thrust upon them.
 Resisting assimilation, a process of cultural absorption of an ethnic minority by a dominant society,
people often seen emotional comfort from tradition.
 Customary ideas and practices passed through generations, which in a modernizing society may form
an obstacle to new ways of doing things.

12. Explain the best strategies for organizations to successfully implement change.

1. Hire people who are enthusiastic about change

Kaizen, which means ‘continuous improvement’ or ‘change for the better’, is at the heart of any change
management initiative. You can support your changes by focusing on your business’s foundation and
hiring a workforce that is self-sufficient and thrives amidst ambiguity. These types of employees are
easily able to get on board with the idea of new changes that are for the betterment of an organization.
2. Train your staff on how to manage change
Corporate training programs built around how to manage change – and the fear and anxiety that comes
along with it – are a great way for organizations to support future change implementations.
3. Build a change implementation plan
A successful change implementation requires a detailed plan to highlight critical milestones
systematically. For an effortless rollout, you need to plan for the following aspects: project scope,
integrations, resources needed, communication, time, cost, procurement, and risks. A practical
implementation plan accelerates the pace of implementation by anticipating and overcoming barriers
and resistance to change before they happen.
4. Create a cross-functional change management project team
Each change management implementation plan will have multiple, smaller projects that each will
require a focused, cross-functional team to handle each specific responsibility and task. When team
members have clearly defined roles, the ownership and commitment to that change plan increase,
bringing the required expertise to address each unique issue – which allows an implementation plan to
build the new infrastructure from the ground up.
5. Set deadlines for your change
During the pilot test, you may encounter obstacles or modify your solutions to best suit your business
requirements. However, this process can be endless if left unmonitored. Therefore, setting a realistic
and practical deadline for your pilot testing and the full launch is essential, and should be communicated
to all of your employees.