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The application and analysis of various models for change include the development of innovative change processes for practical management situations, and promotion of improvements that allow and enhance a quality focus.
A focus on improvement and the ability to plan for continuous improvement as a focused means of continually improving services, technology, and products.
The utilization of alliances, partnerships, and teams in the technological, structural and people-oriented issues in generating organizational outcomes. That quality leadership demands constantly monitoring and improving systems and decision-making practices so that internal and external customers are provided with what they want, when and how they want it, and the means to provide input into the overall development of highly efficient systems for feedback and improvement processes. If you are taking this course through either Distance Education or Online Learning, please purchase books for this course at the BCIT Distance & Online Learning Bookstore.
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Change management is a strategy put in place to protect both parties if any changes are made to the requirements of the contract and project. In construction, there are many variables to consider, and it is very possible that changes will be made to the likes of drawings, materials and site conditions, to name a few. The main aim of any of these documents is to mitigate a reasonable amount of risk from the contractor in terms of time and cost – therefore it is even more important to have a good professional relationship with both the client and supplier.

Just defining the Core Culture does not ensure that the Core Culture attributes will be transferred from intentions to actions. With a clearly defined Core Culture, the process for managing organizational change is to first conduct an Alignment Audit. Managing Core Culture requires periodic audits to evaluate the alignment of Internal Practices, External Practices and Projections with the Core Culture.
Conducting a Core Culture Alignment Audit requires auditing the degree of alignment of each of the Internal Practices with the Core Culture.
Conducting a Core Culture Alignment Audit requires auditing the degree of alignment of each of your External Practices with the Core Culture.
Conducting a Core Culture Alignment Audit requires auditing the degree of alignment of each of the Projections with the Core Culture. The Building a Culture of Distinction program provides the questions to guide your audit so that you can create a plan for change. A key component of the planning process is to create measures to monitor organizational alignment. Students gain an understanding of the concept of change, the necessity for change and an awareness of the impact on change to organizations and individuals. To be successful in our online courses, plan to spend 7-10 hours per course each week on your studies, starting Week 1.
For this reason, we would like to clear up some jargon before delving into further details. To achieve organizational alignment, the Purpose, the Philosophy and the Priorities of the organization must be embedded in the Practices and the Projections.
After you complete the Core Culture Alignment Audit, the next step is to create a plan for improving those areas of the organization that are not sufficiently aligned with the Core Culture.

These measures will help you gauge if your actions are making the organization more successful in expressing the Core Culture principles.
Besides outlining the SAP-specific aspects of project management and focusing on organizational change, the added value of this book lies in the description of what should be catered for in each phase of the project lifecycle.
The course also highlights the ways in which change can be successfully brought about in an organization and how to become a successful change agent. The Internal Practices, the External Practices and the Projections must reflect and support the Core Culture attributes. Your image should also align with your Core Culture and position your organization to achieve its goals. If you are succeeding at meeting this goal, future alignment audits will indicate your organization’s actions are more aligned with the Core Culture.
Easily navigate through the many dimensions of organizational change, proceeding according to the chronology of an SAP-project. Frequent contributions to asynchronous (not real time) online discussions is required to achieve a passing final grade. A change management strategy is made up of tools which fall into two divisions; upline and downline. For each Practice and Projection category, review audit scores and recommendations, and then develop objectives to enhance alignment. Use the metrics you have established to judge how successful the organization is during this process.

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