For flour, simply spoon the flour into a measuring cup and level off with a flat kitchen utensil. Page 13 C o o l In standard baking, the baker removes the bread from the pan immediately to keep the crust from turning soggy. The baking chamber will remain at a constant warm temperature for 60 minutes if you're not home to take it out immediately.
Shows the time. The arrows move minute-by-minute Timer Set up and down in Crust Med. Crust Dark Crust Med. Crust Rapid Rest 30 min 30 min 15 min Knead 1 6 min 6 min 6 min 6 min 6 min Page Special Tips G o u r m e t B a k e r Last Things Last You'll see this tip in several places in this book, but it bears repeating: Always put the liquids in first, the dry ingredients in next, and the yeast last fruits and nuts are added later, after the machine has completed the first knead.
Do not use the delay bake option for this recipe. Page Multigrain Bread Multigrain Bread Look for 7-grain cereal in the health food or hot cereal section of your supermarket. Serve with Choco-Banana Spread page Page Fruitcake Fruitcake Bread The rapid cycle is not recommended for this recipe. Page Pumpkin-Yogurt Pumpkin-Yogurt Bread Cooked and mashed pumpkin or squash can be substituted for the canned pumpkin. Drain strawberries. Spray pan with vegetable oil. Pre-Mix ingredients in order.
Place mixture in pan. Put pan in machine. Examples of these kinds of change include Six Sigma or continuous quality improvement methods like TQM. Radical changes are mostly driven by crisis or a new market situation which needs to be addressed quickly. As a result, immediate and dramatic change is required over a short period of time. The objective of the change is normally large since it sometimes replaces an existing business process with something brand new.
Examples of these changes include business process reengineering, mergers and acquisitions. Although both of above requires change management, it is a critical success factor for radical and dramatic change. With incremental change, employees get more time to adjust to the new conditions but this is not the case for radical changes. So depending on the type and size of change, a change leader should scale and adjust his management activities to fit the situation.
Also, it should be remembered that change management processes are most effective when they are flexible and can be tailored to meet a particular business need. Principle 6: The right answer is not enough — Managers often assume that if they are able to provide the right or correct answer to a business problem, it will be sufficient to overcome employee resistance. Unfortunately, change leaders who take this approach and force their solutions onto employees increase the chances of failure of the change they desire.
Even the best solutions require proper change management since employees will not simply go for it because it is good. They need to be explained why it is necessary and what impacts will it have on their lives. The issues that arise in their minds should be listened with patience and properly addressed. Coming up with a good solution does not always mean that its implementation will be successful and the desired business results will be achieved.
So along with a right answer, managers should come up with a plan or strategy that can help them to overcome all the potential resistances and hurdles. Principle 7: Change is a process — Managers leading a change should avoid treating it as a single event or a meeting. It is not possible to implement change in a single moment.
It encompasses a large geographic area characterized by relative isolation and a mainly rural, low density population of around 40, people. Lower socioeconomic profile than the NZ average. The region is bounded by coastline and mountain ranges and at times is cut off from the rest of the country as the result of poor weather conditions. Public transport within the district and to other centres outside the district is very limited.
For more than a decade the health and hospital services and facilities at Masterton Hospital had been in need of a major overhaul.
Facilities were unfit for purpose and non-compliant with a wide range of statutory requirements. Connections to higher level secondary and tertiary level services. No one else had our answer. Tampering around the edges was not an option.
The business case developed on population needs and a pathway to clinical and financial viability. Approval capital for the development of a Greenfield Hospital finalized December Focus on preparing to move. It is comparatively easy to predict the process and outcomes of change on operations and technology. But the effect of change on people is hard to judge since human performance is governed solely by perceptions and emotions rather than logical rules and formulae.
Moreover, it is a natural instinct of most people to resist change. Many questions arise in their mind when they hear about change: why is the change necessary? How will the change affect me? Will I be able to survive in the changed environment? Smith anonymous name was the president of a business association which included multiple businesses.
These businesses had their own condominiums in a single large office complex. Maintenance of that office complex was one of the responsibilities of Smith. One day Smith felt that that the parking lot of the office complex needed resurfacing and new stripping.
So he hired a local construction contractor for the job. On the following day, the construction company showed up at the office complex and blocked off the parking lot to complete the job. Problem As the business owners started showing up, they faced resistance while parking their cars.
They had no idea what was going on and confronted the construction workers. Dissatisfied with the uninformed answers from the contractor, the business owners instructed the contractor and his men to pack their equipments and leave.
The contractor had to abandon the job since Smith was not there to resolve the conflict. After Smith intervened into the matter later that day, business owners conveyed their annoyance regarding the whole incident and their concern about the unknown financial impact.
Analysis In the above case, the president Mr. Smith knew what was necessary, took the leadership and tried to complete it. The change he planned was small and he was doing the right thing in terms of maintenance. But he did not engage other people who could be affected by this change in his decision. He should have made the business owners about the construction work and the possible financial benefit it would have. Smith also did not communicate the business owners how and when the work will be done and what they need to do to support the venture.
As a result, there was a strong resistance from the business owners who had enough power to stop the initiative. The project failed completely because Mr. Smith completely neglected the people side of the change. How to successfully manage individual change Hiatt and Creasey in their book, Change Management: the people side of change, define individual change management as the process of providing employees with necessary tools and training required to manage their personal transition through change.
In their book, Change Management: the people side of change, they propose a model ADKAR which describes five required building blocks for change to be realized successfully on an individual level. The building blocks of ADKAR include: Awareness — of why the change is needed, Desire — to support and participate in the change, Knowledge — of how to change, Ability — to implement new skills and behaviors, Reinforcement — to sustain the change.
Hiatt and Creasey, This model can be used both as a diagnostic tool as well as a corrective tool for managing individual change.
It helps to build an effective communication framework during the change process and provides focus for conversations about change. How to couple individual change management with organization change management Organizational change management includes processes and tools for managing the personal side of the change at an organizational level.
These processes and tools have a well planned approach that can be used to successfully transition groups of individuals or the organization as a whole through change. When combined with the concept of individual change management, these tools can provide a successful framework for managing the people side of change under the umbrella of the organization. The organizational change management process, as proposed in the book by Hiatt and Creasey, Change Management: the people side of change consists of three main phases including preparing for change, managing change, and reinforcing change.
Preparing for change phase 1 includes preparing oneself and his team for managing the change and creating a high-level management strategy. Phase 2 — Managing change includes the design of the organizational change management plans and individual change management activities.
This involves the planning and implementation of communication plans, coaching and training plans, sponsor roadmaps, and resistance management plans. In Phase 3 — Reinforcing change, one assesses the results of previous phases and implements corrective actions. To sum up, organizational change management includes techniques for creating a change management strategy by assessing the readiness, building awareness about the need for change through unclogged channels of communication, and engaging senior managers as change leaders to provide an effective sponsorship.
In addition, it develops skills and knowledge to support the change, helps employees move through the shift providing guidance and coaching, and implementing methods to reinforce the change. Action and resolution Three months after the incident, a new board of director took charge. Resurfacing and stripping of the parking area was still the first task at hand for the new board.
The board members felt that some business owners may resist the initiative on financial grounds. They planned a strategy for implementing this change. They started a mail campaign to make the business owners aware about the initiative why it was necessary and what were the risks if it was not done and also held one-on-one meetings with potentially resistant business owners.
The mails also contained information about the estimates of the work and how it would save them money in the long run. The board members planned for a six week advance notification to each owner about the construction date. This was followed by a reminder two weeks before and a final notice seven days before the scheduled date.
The notification also mentioned how they are going to put barricades that would be out of way in the parking area seven days before the work to remind the business owners. This strategy worked well and the project was implemented without a single complaint. Conclusion The inclusion of the business owners by the board in every step of the change and enlightening them about why the change was necessary were the key factors of success this time.
The board members followed all the phases mentioned above for implementing successful change. First they assessed the potential impact of the change and created a strategy. Secondly, they made a change management plan and followed it.
At the same time they managed the potential resistance that could sabotage their efforts. Finally, they communicated well with the business owners about the process and were also successful in keeping the information about the work current in their heads.
Leadership Transition From countries to corporations to committees, the transition from one leader to the next is as sensitive and risky for an organization as it is inevitable. Since the time of Ancient Greece, political philosophers have mused and mulled over the question of how to ensure continuity and stability from one leader to the next.
In more recent times, business journals have pondered the trends and tendencies of transitioning CEOs. While the transitions of presidents and CEOs garner the most attention, these issues apply analogously not only to all C-rank officers but to leaders within any organization. The challenges of executing a smooth leadership transition can be divided into four stages: 1 Planning and grooming, 2 Selection of a candidate, 3 Preparation for the change, and 4 Transition.
The first stage begins with the fundamental decision to prepare for the inevitability of leadership transition, coupled with a strategy for grooming internal candidates for leadership while also tracking external candidates. Once the gears of an actual transition are set in motion, the second stage is to select from the candidate pool based on a variety of relevant factors, and then to prepare for a smooth handoff with the current leader.
Finally, the leader leaves, the new candidate takes their place, and steps should be taken to ensure leadership is transferred smoothly. Planning and grooming Even before this first stage, there lies a step which should be obvious, but which many organizations fail to choose. That choice is to prepare for transitions at all. Such negligence is exceedingly common even in the business world Charan, This self-inflicted handicap leads to mismatched CEO selection, which in turn reduces the effectiveness of an organization and penalizes stakeholders Grusky, This strange denial is disproportionate to the significance of a departing leader.
If a strategy exists for considering potential successors from within the company, it usually involves some form of deliberate fostering of talent. At the least this is an informal awareness of potential successors. At its most developed, such a plan may involve annual reviews of internal leadership potential and ongoing parallel assessments of multiple executive candidates Charan, And yet a comprehensive and multi-faceted candidate-fostering and -evaluating strategy is as challenging to implement as it may be impressive to see.
Most companies simply lack an appropriate talent pool within their ranks, much less a program to groom promising leaders from it Charan, Selection Even provided that an organization is attempting to foresee what is needed for each stage, and that it has groomed and studied its pool of candidates, the choice of a candidate is no simple matter.
Many factors go into the selection of a successor, starting with the background of the candidates themselves and encompassing the organizational context of the entire leadership transition. Each category of candidate has advantages and disadvantages. Internal candidates are well-connected within the company but can be harder to examine for political reasons, while external candidates are conversely difficult to evaluate Charan, External candidates are more likely to meet with quicker failure than internal candidates, yet insider candidates who are not chosen for CEO posts almost invariably leave the company of their own accord Carey et al.
Changing economic conditions may render obsolete an insider groomed to take over, yet an outsider with the perfect skill set will be more expensive to bring in Charan, Even shareholder reactions are, while somewhat predictable, hardly straightforward, depending on the process and alternative choices between internal and external candidates Shen et al.
In addition to candidate considerations, there is also the question of the direction of the company. Different sorts of candidates will be suitable depending on the nature of the transition. Is the CEO retiring after a successful tenure, whose vision and policies should be preserved? Or is this a transition initiated to drastically change the organization's direction in order to save it Watkins, ?
Each situation entails a very different rubric for selection. Another problem with internal selection, in addition to the rarity of grooming processes, is a sheer lack of appropriate talent. Here, broader social causes and gender issues may even come into play McGrath, Preparation Once a candidate has been selected, preparing them is arguably the simplest step in the succession process.
A psychological reluctance often manifests between transitioning leaders, however, akin to a company's odd resistance to the initial planning stage. Whether a smooth handoff should even be attempted can be dubious.
While issues of pride and insecurity may cloud an outgoing leader's judgment, it is arguably vital for any organization that such bestowing of advice and experience take place. Even alone, an outgoing CEO can do much to ensure a smooth transition. Transition The official transition of power is equally crucial to a successful succession. An outgoing leader who loiters around the office undermines the authority of the newcomer.
Without a clean break, the heir cannot establish their own style and presence, and the former head cannot move on. Contrasting assumptions and advice in the literature, some perspectives on succession appear to have shifted in the last two or three decades, from disconnected, go-it-alone approaches to more holistic, communication-centered attitudes.
For an age-old problem, I had hoped for greater overall progress and fewer raw human failings. Perhaps this sort of planning aversion can be compared to the individual tendency to avoid contemplating the mortality of ourselves or others. Further research into the details of such attitude and strategy shifts would, I expect, prove interesting. His original motivation was to identify and address issues of efficiency in the industrial workplace by systematically observing work processes in detail The strength behind Taylor's concepts of management are in the ideals of his observations.
Before Taylor, management was not understood, or studied as a scientific endeavor. While the methods of research and investigation have changed dramatically from what Taylor originally pioneered, he was the first to start work in scientific management, laying the path for new methods and research to come. Taylor was the first man in recorded history who deemed work deserving of systematic observation and study.
On Taylor's 'scientific management' rests, above all, the tremendous surge of affluence in the last seventy-five years which has lifted the working masses in the developed countries well above any level recorded before, even for the well-to-do. Taylor, though the Isaac Newton or perhaps the Archimedes of the science of work, laid only first foundations, however. Provide detailed instructions and supervision for the employee based on the process and task details as created by the first principle.
Divide work equally between managers and employees — managers creating the tasks through scientific management and assigning these tasks to the employees. Principles of Scientific Management, Frederick Win. Principles of Scientific Management. Kurt Lewin - "If you want to truly understand something, try to change it. Most influential of which being his Force field analysis, which provided a framework for analyzing forces driving and restraining in the workplace and in social situations. These forces either contributing or hindering progress towards a particular goal.
The Force field analysis can be used as a tool to assist in decision making and to examine the likelihood of a successful change based on the consideration of driving and opposing forces. Lewin's approach to describing behavior was to observe an individual's situation holistically — understanding the context of the individual, as well as all forces acting upon them.
The Field Theory described by Lewin begins with a situation as a whole — then breaks that situation into component parts, building a model to describe behavior with respect to all of the forces influencing the group or individual in the situation To place the forces that act upon an individual in terms of their own behavior, environment, and all other contributing factors is one of Lewin's great contributions to change management, influencing later research in the field.
For instance, if fear of technology is identified a force opposing the institution, training can be implemented to negate that force. Lewin also introduced the concept if unfreeze-change-refreeze with regards to change in an organization. This method describes the process of successful change in three stages: 1. Unfreeze — Prepare the organization for change, or identify areas of hurt in the organization where change can begin, and spread from. This stage involves identifying the desire for change, capitalizing upon it and building the momentum necessary to carry through with the next stage.
This is where the problem is made clear to the organization. Change — the change is made. This is where the solution is presented that will address the problem that has been outlined in the unfreezing stage. The problem is addressed and the change is made. Refreeze — Make the change stick. If employees learned new skills, then find methods to get them to use those skills and pass them on. Modify standard operating procedures, process documentations, workplace rules if necessary.
In this step it is key to ensure that the initial problem will not come up again. Theories of personality. New York: Wiley. In the event of a tragic event in a business — whether it is layoffs, redistribution of responsibilities, or re-assignments of roles— this model can assist in understanding the situation. While it is not always clear how a change in a community or an organization might incite these reactions, the model does provide some insight into how subjects of change may react.
Understanding the change and the emotional states of the subjects of that change can assist in facilitating change and ensuring its acceptance and support. In terms of business or organizational change the model can be perceived as less applicable because of the different context in which it was developed. It can be argued that this model, or any model, needs to be used in a similar context to the one in which it was first identified or developed for maximum effectiveness Morrison, The 20 Kubler-Ross.
It relates back to the Lewin model, expressing the context for change as a factor of its environment, providing a simple basis for modeling a change and making a decision based on supporting and limiting factors.
The strength of this model is the simplicity in which it illustrates the conditions for change. It influences an individual to identify the forces acting on the change, as well as to plug a concise vision of what is possible into the equation. As this model focuses primarily on feasibility, it lacks a robust consideration of how to conduct the process of transformation in an organization.
Thus, if used, it should be used to support or supplement a more complete model of change. The model assists in identifying forces opposing change, supporting those needed to participate in the change, and developing a plan to implement and sustain the change after it has been carried out.
Often this involves rewarding those who support change, teaching the change to any new hires, implementing the change into existing processes as well as day to day work. The ADKAR model provides a robust model for change management — identifying the major steps for the path to transformation. It is generalized, and leaves more room for interpretation than some similar models. Kotter is currently a professor at the Harvard business school, and maintains a steady record of publications.
The work Kotter is best known for is his 8 step process for instituting change within an organization, a model that a number of his books describe and support — though often in different ways and from different perspectives.
The strength of the model is that it breaks down the process of change and transformation in a business into the most crucial elements, clarifying the process greatly. The books authored by Kotter act to supplement the 8 step process by explaining the theory behind the process, putting the process in context, and providing examples of the theories in use The Kotter model is still one of the primary foundations for change management theory.
The model is further explained in chapter 3 which focuses on current models of change management. The heart of change: Real-life stories of how people change their organizations. The convergence of said fields of thoughts Each model and field of thought is related in several ways. Most of these methods come from the scientific study of work and management, a practice originally pioneered by Frederick Taylor.
Beyond that, methods introduced by Lewin identify the importance of identifying areas where the need for change is palpable by employees. Parallels between these models and several others in change management and leadership theory are described in a summary of classic theories book by J.
While there are clear similarities among a number of the models, each one serves to identify the problems and address the solution in slightly different ways.
For the models where the similarities do not exist procedurally, such as the Kubler-Ross model, it can be shown that these models fit into the change management process differently. The Kubler-Ross model is a framework for understanding the process of a subject accepting change, and is a tool for better understanding, and better planning for certain types of change and how it might be received.
The convergence of these models represents the improved understanding of change management. Beginning with Taylor, who first started scientifically observing management and the metrics of work, to modern models such as Kotter's 8-step process. Through time the models have progressed from broad to more concise, and the convergence of the fields represent the isolation and combination of the key ideas from each model being isolated, studied, expanded upon and focused into new models, approaches and examples.
Table - Pros and cons of the earlier historical models of change management Authors Pros Cons Frederick 1. One of the first formal 1. Taylorism can easily be Winslow Taylor divisions between workers abused to exploit human - and managers. Conflicts with 2. Contribution to efficient labor unions. Not useful to deal with leading to major global groups or teams. Leaves no room for 3. Focus on the individual task individual preferences or and worker level. Direct reward mechanisms 4.
Overemphasis on 25 Ott, J. Classic readings in organizational behavior. No attention pointless end-of-year profit for soft factors. Treating 5. Early proponent people as machines.
Separation of planning 6. Suggestion schemes for function and doing. Loss of skill level and rewarded by cash autonomy at worker premiums. Not very useful in 7. Emphasis on measuring. Pragmatic and useful in an antithesis. Field theory has had a used to examine punctuated change resurgence in complexity theory. It gets an insightful 1. It applies psychology model in environment.
It focus on grief, while this is great provides a context for the for doctors and councilors, it is human response to change not helpful in business. It might lead to subjective 3. It gives suggestions to overcome understanding. Managers might not know how happened in change to use psychology methods management.
Formula for 1. The simplicity of this model is a strong The model focuses only on negative change - D x V x point. It is helpful in identifying what needs David Gleicher to happen in order to get a change process of the ground. The model shows the from organizations. Therefore, it is hard phases that individuals go through in for this model to address business side of any kind of change - personal or change management. The model is an outstanding framework for business 2.
This model slightly oversimplifies the management of large projects, and can change management. As a manager, you can use this model to identify gaps in your change management process and to provide effective coaching for your employees.
Framework of Kotter's model is useful 1. While the model is long on the "what" Leading for orienting action around the change of leading change, it is short on the "how. A second concern lies with the listing of Management tool. Do these stages always need 2. This model breaks down the process occur in every change effort? Do they of change and transformation in a always need to occur in the same order?
The Model is focused on the organizational activities initiated to bring about change. It sits, so to speak, at the mountain-top, and does not descend into the valleys to describe in a detailed manner the process of helping individuals work through the psychological process of change, moving them from possible resistance through to active commitment.
But still each organization type has different purposes, different cultures, and they differ in the situation within which they operate. To make the change in the public organization like government or military, the one has to go through and solve various problems. Frank Ostroff has identified five principles from the examples of successful transformation of government organizations. We will talk about the five principles with the help of these three organizations.
Those three organizations are: i. This example shows how OSHA has successfully changes its mission statement that each employee agrees on and believes in. Special Operations Forces SOF Principle 1: Improve performance against agency mission Public sector organizations do not run for making money for their shareholders but their goal is to increase public welfare. Their mission is very important for them and should be important for the employees who work in the public organization.
It is really important for any organization that the employees do believe in its mission. But after a while employees and leaders start forgetting about the mission and their goal. Same thing happened with OSHA. OSHA started measuring success by number of inspections conducted and fines imposed. Transformation efforts started with the mission as a focal point. OSHA started pushing employees to rediscover the underline purpose of the organization and then encouraged innovative thinking about thinking beyond the original purpose.
The fundamental objective of this transformation effort is to improve performance against agency mission. Principle 2: Win Over Stakeholders In general, all the stakeholders fall into two major groups: internal and external. Internal stakeholders are the employees of an organization.
In public sector, employees tend to stay for a longer period of time in a single organization and time span of the leader is much shorter than any of the employees. So employees have experienced the different leaders and their change efforts.
A good leader should take advantage of this. The possible disadvantage of experienced employees is that they may tend to go against the change proposed by new leader. In any case, leader should make sure that all the employees should see the need for change and support the change initiative.
When Government Accountability Office GAO went through the transformation, the leader wanted that each employee should get accustomed with the new procedures.
The leader of the change initiatives tried to focus on incentives given to the employees. Previously, in GAO, the pay increment was dependant on the time period for the employment, job classification etc. But this reward system has changed to reward on performance. Employees are rewarded based on their expertise, leadership quality and such performance based measures.
Principle 3: Create a road map It is really important to see a transformation process as a step by step process. This process has three phases-identify performance objectives, set priorities, and roll out the program Identify performance objectives: Every change management effort stats at the top level organizational hierarchy but it needs to expand so that broad cross section of employees can take part in the change process and support.
It is very important to define the mission. One group was a group of managing directors and one was a group of employee representatives. GAO leader discussed with all of them about what needs to be done so that they can give their views and also ask questions. After this, a team for managing change is built. The team is composed of individuals with the capabilities like- individuals highly respected by others in the agency, individual that strongly supports for the change, each individual should represent the various areas which will get affected by the change.
Then the change team can hold workshops to get recommendations for improving performance of the agency. A facilitator at the workshop first stated the current process to the workshop attendees. At the end of this workshop, there were around ideas on the board. Set priorities: Once all the suggestions are on the table, the next step is to decide which suggestions to incorporate in the action plan and in what sequence. One recommendation given by Frank Ostroff is to construct 2x2 matrix like shown below.
After putting each recommendation in one of these buckets, it is really easy to say that the recommendations that we should consider fall into the bucket of high performance low difficulty. But some times it happens that the initiative has such a big impact so that even though the difficulty level is high, it is recommended that we should consider that suggestion.
In the example of OSHA, they used similar metrics to identify which ideas to implement first. In this exercise, they found that they needed to spend on five weeks worth of training to staff to implement the process redesign. Everybody agreed on the fact that the cost of training is justified as the initiative will have significant impact on the performance.
Roll out the program: It is really important for the agencies to identify the places to start the change program. The staff members of these offices became virtual members of the change team, making sure whether the ideas put through in the workshop were practically possible and well suited in the field.
Training plan was developed. The people from the change team were available to answer any questions, provide guidance, and to note down what worked will and what did not. After success of the pilot phase, the change implementation was extended to incorporate more offices. Each office going through a change had one observer who was observing the process as it went through the change process. The observer, along with the representative from change team, made sure that the there was no problem implementing the change.
But because this change initiative had already made a huge impact on the employees, OSHA did not change its track as it was happening before change initiative, and were able to succeed achieving the goal of improving performance against its mission. Principle 4: Take a comprehensive approach To be successful in redesigning the organization, the various factors must be taken in to consideration.
Some of those factors include leadership, structure, processes, infrastructure including technology , people, and management. First is it is in the nature of bureaucrats to respect barriers to change. Good leaders do not always knock down the barriers but they try to find the ways around it.
SOF needed a speed boat. But it generally takes 10 to 15 years to actually get the equipment in a traditional way in the military. SOF used innovative approach. Owner's Guide. Previous Page. Next Page. Rival Crock-Pot Owner's Manual 23 pages. Rival Crock Pot Owner's Manual 14 pages. Rival owner's guide slow cooker , , , , , , , 19 pages. Read all instructions before using. Clean all components before use. Do not touch hot surfaces. Use handles or knobs. Page 3: Save These Instructions Avoid sudden temperature changes, such as adding refrigerated foods into a heated pot.
Place padding under stoneware before setting on counter or table. There are two temperature settings.
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