Change Management Foundation

Manage Change in Organisations

ABOUT THE PROGRAM

Change is the law of nature and one must follow it. Organisations need to accept these change with time. How organization manage this change and dealing with its impact is the real point of discussion. The joint venture of CMI and APMG  introduces The Change Management Certification. It is designed to impart these skills to the interested candidates. Change Management is purely collective approach by both these institutions. It serves as the best example for the professionals looking to be effective change managers.

  • Learn how to Manage Change in an organization with the help of agile Techniques

  • Develops a quality to Initiate Change Programs for your Organisation

  • Prepare Communication Plans with tour team To Bring About Change

  • Learn to Manage Change From APMG Certified Instructors

  • Best Price in the industry

  • One can expect high Salary after Course Completion

WHAT'S INCLUDED ?

Find out what's included in the training programme.

Includes

Key Learning Points

Clear and concise objectives to guide delegates through the course.

Includes

Tutor Support

A dedicated tutor will be at your disposal throughout the training to guide you through any issues.

Includes

Courseware

Courseware will also be provided to the delegates so that they can revise the course after the training.

PREREQUISITES

The MSP Training design change management course with no such primary condition. But if a delegate does have experience of organisational change then surely understand the course easily and quickly over his counterparts. It is always understood that prior experience of any task is helpful. The training with MSP Training will be a wonderful experience for all the delegate. Here, we provide the best learning Environment.

 

 

 

 

TARGET AUDIENCE

This course is designed for Business managers, Project managers, HR representatives, Program Managers and any member of a team who involved in an organizational change

WHAT WILL YOU LEARN?

After successful completion of the course, the candidate will learn following concepts:

  • Change drivers Recognition
  • Checking the impact of change on team members in organization
  • Organization culture Isolation
  • Check the impact of these cultures on change management
  • Do planning of learning activities to support change
  • Examine and Identify stakeholder’s  influence
  • Execution and creation of a communication management plan
  • Develop an Active team for change

Enquire Program

Fill in the form below & we'd get back to you.

PROGRAM OVERVIEW

The extent of the change is controlled by the Change Advisory Board i.e (CAB) which actually examine the 7 R’s that are added in the process of change. These 7 R’s are as following:

Resource: What are the different resources that are essential to make a change successful? what is the maximum time one needs to manage that resource?  what is the maximum budget we can ask from the organisation? The quality of the resources is also the important factor that needs to be included in it.

Reason: Does change require? Why one organization needs any change? To what extent change should be there in it. All the changes applied in the best possible way.

Return: what is the return organization needs from the change? After that, the proper evaluation of the work needs to be undertaken. The best change credit goes to the workforce and the one who is leading them.

Relationship: what is the relationship between the change and other requested change ? is its congruence with the earlier change and proper scrutinization is required.

Risks: one of the most important factors is to take a calculated risk while going for a change. What types of risk are there?

Responsible: who is responsible for build, test and implementation of the change?  It is very challenging task to look for the right leader in the organisation. so, whenever a project met any kind of status whether get successful or meet with failure. So, who will come and take responsibility is the important thing?

This course covers the following topics:


PROGRAM CONTENT

  • Change and The Organisation
    • Reasons for Organisations to Change
    • Implications on The Design of Change Programmes
  • Change – Organisation and The Individual
    • Change Management Perspective
    • Impact of Change On An Individual
    • It's Implications While Planning Change
    • Frameworks to Support the “People Focused” Change Management Plan
    • Main Roles in Supporting Change
  • Education and Learning Support
    • The Learning Process
    • Recognising and Meeting The Learning Needs
    • Implications of Learning Styles While Designing Learning Interventions
  • Communication and Stakeholders’ Engagement
    • Stakeholder Plan
    • Identify and Analyse Stakeholders
    • Develop Change Management Foundation Effective Strategies
    • Communication and Commitment
    • The Effective Communication Theory
    • Different Communication Channels and their use
    • Developing a Communications Plan
    • Monitoring and Evaluating The Effectiveness of a Communication
  • Change Management In Practice
    • Change Impact
    • Tools to Ensure A Comprehensive Change Management Plan
    • Change Readiness, Planning and Management
    • Increase The Level of Motivation to Change
    • Build Organisational Readiness to Change
    • Prepare for Resistance
  • Personal and Professional Management
    • Develop Teams To Help Manage Change

Change Management Foundation Enquiry

 

Enquire Now


----- OR -------

Reach us at 0121 368 7851 or info@msptraining.com for more information.

ABOUT York

York is a walled city in the northeast England with a population of around 153,717 according to 2011 census. It lies at the concurrence of the Foss and Ouse rivers in North Yorkshire, non-metropolitan and Ceremonial County in England. The town is considered as the county town of the historic Yorkshire County. The town served a base for two major political events in England. The town became a famous tourist destination for millions of tourists for its unique and rich heritage, notable historical attractions and also offer a range of cultural and sporting activities. The Romans founded the city in 71 AD and became the largest town and a provincial capital in Britain. The town developed as a major trading centre of wool in the Medieval Period and. By the middle ages, it became the capital of the northern ecclesiastical of the Church of England, also termed as the international Anglican Communion’s mother church.

The economy of the town was primarily based on confectionery manufacturing centre and railway-related industries. The town became a centre of the railway network in the 19th century. The focus of the economy shifted to the service sector in recent decades. The major employers of the city are health services and the University of York, and the local economy of the city is largely dependent on the tourism sector. The ‘city of York’ term represented the unitary authority area and covered the rural areas beyond the boundaries of the old city.

History

The oldest inhabited settlement of the town recorded between 8000 and 7000 BC was Mesolithic. The site was occupied by the tribe of Romans, known as Brigantes during the Roman conquest of Britain and the tribal area became a Roman client state. The origin of the city established in 71 AD when the Ninth Legion built a wooden military fortress on flat ground at the concurrence of the River Ouse and Foss. The fortress was occupied by the 6000 legionary soldiers and spread on an area of 50 acres land. The population of the town reduced in the post-Roman era due to occasional flooding from the Foss and Ouse rivers. York became the chief city of King Edwin of Northumbria in the 7th century. The first wooden minster church was built, and restoration of the other parts of the town took place in 627.

The town experienced revolutionary phase after the two years of Norman Conquest of England. William the Conqueror, the first Norman King of England, stopped the rebellion and built a wooden fortress and timbered castle across the Ouse River. Later on, these were demolished in 1069 and remains are visible on the banks of the Ouse River. Due to its strategic location and its closeness to the Great North Road, the town became a significant trading and cloth manufacturing centre. The first charter was granted in 1212, provided trading rights in England and Europe. The economy of the city declined in the Tudor times and many monastic houses, hospitals and institutions were closed under the Dissolution of the Monasteries. The city became a service centre in this period.    

The railways arrived in the city in 1839, and it became a major railway centre by the end of 9th century. George Hudson, railway promoter was responsible for introducing the railway in the city. The engineering industry flourished with the arrival of railways in the city. The city is home to the North Eastern Railway and provided job to more than 5500 people. The two major industries emerged in 1900 are railways and confectionery. The National Railway Museum was built in the city in 1975 and brought prosperity to the city with the emergence of the tourism industry. The historic core of the city was marked as a conservation area in 1968.

Change Management and process

The prominent theo...