ADKAR Change Model - An Evaluation of Its Strengths and Weaknesses

The ADKAR change model was first published by Prosci in 1998. Prosci is the recognised leader in business process design and change management research, and is the world's largest provider of change management and reengineering toolkits and benchmarking information.

Prosci's own research shows that problems with the people dimension of change is the most commonly cited reason for project failures.

Change Management

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And in terms of change management, study after study shows that 70% of all business initiatives where there is a significant change element [which is virtually all of them!] fail to realise the envisaged benefits.

ADKAR Change Model - An Evaluation of Its Strengths and Weaknesses

Summary of the ADKAR model

It is based on 2 basic ideas:

(1) It is people who change, not organisations.

(2) Successful change occurs when individual change matches the stages of organisational change.

For successful change to occur at the individual level people need to move through each of these stages:

- Awareness of the need for change
- Desire to make the change happen
- Knowledge about how to change
- Ability to implement new skills and behaviours
- Reinforcement to retain the change once it has been made

For organisational change to be successful, these individual changes need to progress at or close to the same rate of progress through the business dimension of change.

Prosci define the business dimension of change as including these typical project elements:

- Business need or opportunity is identified
- Project is defined (scope and objectives)
- Business solution is designed (new processes, systems and organizational structure)
- New processes and systems are developed
- Solution is implemented into the organization

Evaluation of the AKBAR model

There are 2 quite different streams of thought that have shaped the practise of change management.

(1) The engineer's approach to business improvement with the focus on business process.

(2) The psychologist's approach to understanding human responses to change with the focus on people.

The single biggest reason for the astonishingly high 70% failure rate of ALL business change initiatives has been the over-emphasis on process rather than people - the failure to take full account of the impact of change on those people who are most impacted by it.

Closely allied to that reason is the lack of process to directly address the human aspects of change.

In my view their ADKAR model reflects the BPR background of Prosci and the engineers approach to business improvement, this is quite apparent in the language and tone of their description of the model and with their emphasis on management and process alone.

The clear strength of the model is that provides a useful management checklist of the phases of the transition.

The weaknesses, in my view, are as follows, the ADKAR model:

(1) Fails to distinguish between "incremental change" and "step change"

If the change involves any of these following factors then it will definitely need to be handled as a "step change" and treated as a specific initiative that sits outside of business as usual. The factors are: complexity, size, scope and priority.

The ADKAR model is, in my view, suited to incremental change and is an effective management checklist. But it misses out far too much to be fully effective in a step change initiative.

(2) Fails to distinguish between the roles and functions of leadership as well as management

Whilst the very definitions change management and project and programme management emphasise the management aspect [and of course this is important] much of the cause of the 70% failure rate in change initiatives is directly attributable to a lack of leadership... Leadership that sees the bigger picture - that ensures that people will follow - and the discipline of a programme management approach provides the tools and processes to facilitate that.

A step change initiative needs to be led - and it needs to be seen to be led.

(3) Ignores the need for leadership to address the emotional dimension

The transition between stage one of the ADKAR model - an awareness of the need for change and stage two - the desire to participate and support the change can be massive - especially in a step change.

One of the main points that William Bridges makes in his book "The Way of Transition " is that transition is not the same as change. Change is what happens to you. Transition is what you experience.

Many thought leaders in the world of change management and change leadership are now speaking vociferously about the importance of the emotional dimension of leadership and the need to address the human dimension of change.

So to summarise, in Bridges' own words: "A change can work only if the people affected by it can get through the transition it causes successfully."

(4) Fails to see the macro level of programme management

Steps three to five of the AKBAR model are about knowledge of how to change, ability to implement change and reinforcement - making change stick, and these all relate to one of the biggest issues re implementing change - which boils down to: translating vision and strategy into actionable steps.

The traditional project approach referred to by the AKBAR model - sees it as a set of tasks which if executed successfully get a result. In other words the typical process led approach which has failed so consistently and so spectacularly over the last 20 years.

There is an important distinction between the micro level and the macro level perspectives of change management - and which the AKBAR fails to recognise.

At the macro level the root cause of this is lack of clarity and lack of communication about the people aspects of how to manage change - and even more fundamentally - the lack of a language and contextual framework to articulate and manage the necessary processes of change that will work for people. At this level, a major part of the solution to this lies in employing a programme management approach to change, and this is because it is holistic and takes far more account of the many dimensions overlooked by the narrow scope of a project management led approach.

At the micro level, delivering a strategy and changing a culture requires hands-on detailed management - micro management on occasions - in the specifics of how to do it - especially during the early stages. So at this operational level people need to be enabled and supported to develop the capabilities to deliver your strategy and become what you want them to become [or as close to that as is realistically possible].

ADKAR Change Model - An Evaluation of Its Strengths and Weaknesses

For more on this: " ADKAR Change Model - An Evaluation "

I invite you to take advantage of this FREE download: Starting the Change Process "

Find out the 3 main reasons for the 70% failure rate of all step change initiatives and how to avoid it. This FREE 29 page document offers a brief introduction to some of the key themes and key points that you need to consider in starting the change process.

Stephen Warrilow, based in Bristol, works with companies across the UK providing specialist support to directors delivery significant change initiatives. Stephen has 25 years cross sector experience with 100+ companies in mid range corporate, larger SME and corporate environments.

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Organizational Change - 8 Reasons Why People Resist Change

With the rate of technological growth, our Information Age, and the global economy, change is now the normal state of business. Organizational change does not come easy, however. As many as two-thirds of organizational total quality management efforts fail. Senior sponsors of the change often blame its failure on employee and middle manager resistance to change. At times, this is true. More often, however, senior leaders and managers over-estimate how much change they can force on the organization. Some also do not understand how difficult it is to lead and implement change effectively. Leading and implementing change requires people skills!

8 Reasons Why People Resist Change

Change Management

As I coach managers on their change management efforts, I explain that resistance to change is rarely irrational. Their employees and their peers are resisting their change efforts from a perspective that makes perfect sense to them. In practice, there are 8 common reasons why people resist change:

Organizational Change - 8 Reasons Why People Resist Change

(1) Loss of status or job security in the organization. It is not our nature to make changes that we view as harmful to our current situation. In an organizational setting, this means employees, peers, and managers will resist administrative and technological changes that result in their role being eliminated or reduced. From their perspective, your change is harmful to their place in the organization! Forcing the change has its place. This approach alone is ineffective however. Managers who overuse this approach will harm their effectiveness over the long term. Without a thoughtful change strategy to address this area, leaders will trigger strong resistance and organizational turnover.

(2) Non-reinforcing reward systems. There is a common business saying that managers get what they reward. Organizational stakeholders will resist change when they do not see any rewards. When working with managers, I will ask them, Where is the reward to employees for implementing your change? Without a reward, there is no motivation to support the change over the long term. This often means that organizational reward systems must be altered to support the change that management wants to implement. The change does not have to always be major or costly.

(3) Surprise and fear of the unknown. The less the organization knows about the change and its impact on them, the more fearful they become. Leading change also requires not springing surprises on the organization! The organization needs to be prepared for the change. In the absence of continuing two-way communication with leadership, grapevine rumors fill the void and sabotage the change effort.

(4) Peer pressure. Whether we are introverted or extroverted, we are still social creatures. Organizational stakeholders will resist change to protect the interests of a group. This could be employees resisting change to protect their co-workers. Managers will resist change to protect their work group.

(5) Climate of mistrust. Meaningful organizational change does not occur in a climate of mistrust. Trust, involves faith in the intentions and behavior of others. Mutual mistrust will doom an otherwise well-conceived change initiative to failure.

(6) Organizational politics. Some resist change as a political strategy to "prove" that the decision is wrong. They may also resist to show that the person leading the change is not up to the task. They are committed to seeing the change effort fail.

(7) Fear of failure. Sweeping changes on the job can cause employees to doubt their capabilities to perform their duties. What is known is comfortable! Employees resist these changes because they are worried that they cannot adapt to new work requirements.

(8) Lack of tact or poor timing. Sometimes it is not what a leader does, but it is how s/he does it that creates resistance to change! Undue resistance can occur because changes are introduced in an insensitive manner or at an awkward time.

For any significant organizational change effort to be effective, organizational leadership must prepare a comprehensive change strategy to address these barriers. Are you responsible for a change management effort and need help in designing your change strategy?

Business Consulting Solutions LLC
Copyright 2009. All rights reserved.

Organizational Change - 8 Reasons Why People Resist Change

Robert Tanner is President of Business Consulting Solutions LLC, the author of Why Smart People Fail at Management (available at GetToThePointBooks.com), and an Adjunct Professor of Management. He provides training and development, managerial and organizational assessments, and management coaching services. With over 20 years of management experience, Robert is a seasoned business practitioner. His clients include Fortune 100 firms, start-up firms, and public agencies. He is a frequent seminar trainer on management and leadership and was featured in Smart Business Magazine. Robert is professionally certified to administer a variety of behavioral and psychological type assessments including Myers Briggs Type Indicator™ (MBTI®), TKI® Conflict Mode Instrument, Temperament Theory®, Interaction Styles®, and Fundamental Interpersonal Relations Orientation-Behavior™ (FIRO-B®).

If you enjoyed this article, visit Robert's blog at http://managementisajourney.com/ and join the management discussion. To learn more about his professional services, visit the Business Consulting Solutions LLC site at https://businessconsultingsolutionsllc.com.

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2012 Will Be The Year Civilization Changes Forever

THE CULMINATION

[This article was first published Dec. 14, 2007. It was last updated Oct. 15, 2011. Updates are often, but not always, in brackets.]

Change Management

The year 2012 marks the time that the world's old civilization will culminate. This is not to say that the world will be annihilated because the world will go on. In 2012, we will see a dramatic increase in the direct intervention of Jesus Christ as He begins to take control of governments of the world, beginning with the Government of the United States, the Parliament of Great Britain and the Government of the European Community. After Jesus unites His Western forces, He will rally them to destroy end-time Babylon and the Beast who rules over Babylon. Simultaneously, Jesus will use His Two Witnesses to unmask the Beast in front of the world audience. This act will provoke the Beast to murder the Two Witnesses of Jesus in front of a world audience.

2012 Will Be The Year Civilization Changes Forever

In 2012, many Old Testament personages, including Jesus Christ, will continue their ministries in the bodies of the Two Witnesses of Jesus. The resurrected ministries of prophets will proceed to their culminations. I am speaking metaphorically.

We will see a continuation of the end-time ministries of John the Revelator, Daniel, and Elijah. Those men were to stand up again at the end of time. They will stand up in the bodies of the Two Witnesses of Jesus. Those prophets of old will be embodied in the Two Witnesses of God.

666- DEFEAT OF THE BEAST

The year 2012 marks the time that Jesus directly intervenes to control affairs in the United States and Britain in order to thwart an upcoming Marxist/corporate dictatorship that would have succeeded by 2016.

[Update: A judgment period of 9 years after 2012 will lead up to the destruction of the Beast and Babylon. (The number 9 has Gematriatic meaning of "judgment.") The last 7 years (2015-2021) in this judgment period are the years of the "Great Tribulation." The number 7 has Gematriatic meaning of "complete." Judgment Day would follow in the year 2021 AD. In 2022 AD, Western forces will execute complete judgment on end-time Babylon.]

When the Beast and those who believe in the bestial way of life, murder God's Two Witnesses, the bestial world will culminate. The Old World of bestial conduct will soon after be annihilated.

The great turnaround of 2012 is associated with the 2012 Diamond Jubilee of Queen Elizabeth. This could be understood in the way that prisms and camera lenses work. When the world is focused into a camera lens, it is reduced to nothing. But, out of the other side of the lens the world is projected upside down.

Actually, our present world is upside down. The world that comes after 2012 will be right side up because the Beast and the bestial way of life will be identified. As a result, the world would be determined to destroy of the Beast and Babylon. The world would finally get the picture in a metaphoric sense.

DIAMOND OF QUEEN ELIZABETH

Queen Elizabeth's diamond in 2012 is such a prism. That was why Freemasons honored her Diamond Jubilee. The Washington Monument was built, in part, as a prophecy of her 2012 Diamond Jubilee. The aluminum cap on the monument represents Queen Elizabeth's diamond.

Freemasons expressed their prophecies in a calendar. On their calendar, Masons drew a diamond that identified the year of Queen Elizabeth's Diamond Jubilee. Bear in mind that this calendar is 200 years old and probably thousands of years old.

THE GAP

There is a gap between our present world and the New World. This gap represents the 3 days that the Two Witnesses of Jesus would lie dead in the streets. The Two Witnesses of God will stand in the gap between the wrath of God and the world.

RESURRECTION OF TWO WITNESSES

After three days, God's Two Witnesses will be sparked back to life. They will stand up and shock the world. These two individuals will be the first people to enter into the new world that God is creating. They are the new Adam and Eve, and those who follow them are their spiritual children.

NEW ADAM & EVE

6,000 years prior to these end-time events, the first Adam and Eve had been created. The difference between the first Adam and Eve and the Adam and Eve of our time is that our Adam and Eve will reject the Beast. In the Garden of Eden, the first Adam and Eve submitted to the Beast, whose imposing reptilian body was genetically re-engineered by God to have the form of a lowly dirt-eating snake. The world suffered 6,000 years as a result of the choice of the first Adam and Eve to follow the Beast. Our Two Witnesses will be murdered because they will NOT submit to the Beast in the tree of Babylonian civilization.

You are probably thinking that God's Two Witnesses are men. This is correct in the sense that they complete the prophetic works of the two prophets, Daniel and John. Remember that God told both those men that they would return to do their work in the end-time? Metaphorically speaking, those two prophets have returned as God's Two Witnesses.

THE FEMALE LAMB OF PENTECOST

The Two Witnesses of God had been prophesied by animal sacrifices. On the Day of Pentecost, two unblemished lambs were sacrificed. Unlike those male animals that represented Jesus Christ, the lambs of Pentecost were either gender, male or female.

People have had a hard time with the sacrifice of a female animal because they assume that every sacrifice represented the male Jesus Christ. They had no way of knowing that Old Testament Israelites had been acting out the end-time sacrifice, by the Church, of one of God's Two Witnesses who would be the mother of God's new world. That lamb would be female. It will be the Church that sacrifices/murders the Two Lambs of God. That is why the female lamb was sacrificed on the Day of Pentecost. Pentecost was the day that the Christian Church was created on.

However, a male lamb could be sacrificed for this lady because she represents a male prophet. This understanding could have been why Leonardo da Vinci portrayed John the Revelator as a woman in his mysterious painting of the Last Supper. Leonardo understood that John's end-time counterpart would be an end-time Eve, one of God's Two Witnesses and a female lamb of God.

21-YEAR MINISTRIES

You might ask why you have never heard about God's Two Witnesses. The answer is that they have been ignored since 1991, when they began their 21-year ministry.

You remember that Elijah was taken to Heaven after he completed his ministry. The ministry of Jesus ended in the midst of a week. However, Jesus would return through His Two Witnesses in order to complete that week. Likewise, Elijah would return. Jesus would complete His week as a prophetic week, which became a span of 7 years rather than 7 days. Jesus would complete the remaining 1260 days of that week of years through His Two Witnesses.

God's Two Witnesses would also do a 21-year ministry, which would normally end in 2012 AD when they would be age 66 (Jesus was age 33). However, Jesus would use them to CONTINUE His work, and the work of Elijah, through His Two Witnesses.

Elijah had worked to overthrown evil Ahab and an evil son of Ahab. We could identify Ahab and his treacherous wife, Jezebel, with our present-day national leaders. The similarity is obvious.

AGES 33 & 66

God's Two Witnesses have a ministry that is similar to the ministries of Elijah and Jesus, because they are part of the work of end-time Elijah (God works through more than one person in order to do the end-time work of Elijah). Normally, God's Two Witnesses would be murdered at age 66, after 21 years of doing their Father's business. That would be because Jesus was murdered at age 33, after His 21-year ministry. Similarly, Elijah went to Heaven after his ministry. However, Jesus will have CONTINUED His ministry, and the ministry of Elijah, through His Two Witnesses. In a sense, Jesus and Elijah would continue where they left off.

Here is the concept: Jesus who went to Heaven at age 33. His end-time work would return through His Two Witnesses when they reached age 33. Jesus then raised them during the following 33 years, until His Two Witnesses would be age 66 in 2012 AD.

In 2012 AD, Jesus would repeat His ministry through them. In time, Jesus would be executed a second time when the Church executes His Two Witnesses.

The ministry of the prophet Elisha followed the ministry of the prophet Elijah. Jesus would do an end-time work of Elisha after He did an end-time work of Elijah.

The end-time ministry of Elisha would coincide with the 70th week of years that Daniel referred to. That week of years would be the Great Tribulation, 2015 to 2021 AD. Jesus would complete the Great Tribulation as an end-time Elisha.

The last 1260 days of the lives of God's Two Witnesses would be increasingly intense and their work would culminate with their executions by the Beast who ascends out of the Bottomless Pit of political obscurity.

THE SECOND EXECUTION OF JESUS

It is IMPOSSIBLE for Christians who reject the Two Witnesses of Jesus to receive eternal life, because they will have crucified Jesus a second time. Notice that this warning is in Hebrew 6:6, which has verse numbers of 66. These numbers refer to people who follow the Beast. Those Church members who follow the Beast, rather than the Two Witnesses of Jesus, have fallen away, and have crucified Jesus a second time. They may not crucify Jesus a second time and expect to receive eternal life.

(Hebrew 6:6)... them who have fallen away, it is impossible to renew them again to repentance, since they again crucify to themselves the Son of God and put Him to open shame.

Everyone in the world hated Jesus. He had no allies. His friends deserted Him. The religious establishment hated Him more others because He threatened their income and glory.

The ministry of God's Two Witnesses is described in Revelation 11 as a repetition of the ministry of Jesus Christ in some ways. We would rightly assume that the world establishment would also hate the Two Witnesses of Jesus- and for the same reasons that it hated Jesus.

You might ask why the religious establishment is not carefully listening for God's Two Witnesses. The truth is that it has no desire to meet God's Two Witnesses. YOUR religious leader absolutely does not want anything to do with Jesus and His Two Witnesses. Lukewarm religious leaders of the end time are using religion for their financial and egotistical benefits- just as Jesus said that they would be.

Jesus prophesied this very situation in parable. For example, Jesus said that religious leaders would be abusing the children of God. Abuse and exploitation is commonplace today. The homeless live in cardboard boxes outside the mansion gates of millionaire ministers. Poor believers struggle to support the comfortable lifestyles of Church leaders with tithes and offerings that would otherwise pay their bills and feed their children.

In His Book of Revelation, Jesus describes the Whore of Babylon who drinks the lifeblood of the saints out of a Communion cup. This is an apt description of modern-day Televangelists and other millionaire Church leaders. Instead of serving the children of God, ministers have the children of God serving them. This is the opposite of the example that was set by Jesus and His Apostles.

Jesus said in parable that ministers would be so busy with their religious businesses (bringing in money); they would reject Christ's invitation to His Wedding Feast. Many ministers are millionaires and/or wealthy nowadays. The last thing they want is to be Christ-like because they would need to give up their empires.

Too many ministers live lifestyles that are completely against the teachings of Jesus. It is all too obvious why most religious leaders of today do not want Jesus to actually return. It is all too obvious why lukewarm Laodicean ministers intentionally divert the attention of their lukewarm followers away from God's Two Witnesses, who, in stark contrast, are dressed in the sackcloth of poverty and humility.

TEMPLE AGAIN DESTROYED

At the time that Jesus came to earth as a human 2,000 years ago; the religious establishment believed that it was to be made into a great kingdom. People of God wanted to be greater than people of the Roman Empire were (talk about class envy). Jesus said that they would not be made into the rich and egotistical kingdom that they desired. So, the Church denounced Jesus as an imposter and murdered Him.

Today, the Church wants to be made into the Kingdom of God. Christians want to be raptured to positions of wealth and power so that they can lord over others. Like Jesus, God's Two Witnesses will tell them they will not be in God's Kingdom. Predictably, the Church will denounce them as imposters and murder them. We read in Scripture that God will retaliate against the lukewarm Church, just as He retaliated against the Temple in 70 AD by sending red Roman armies to destroy it. (In the time of Jesus, Babylon was the Roman Empire.)

Jesus wept because He foresaw that red Roman armies would destroy the Temple because it rejected Him. Likewise, God's Two Witnesses are distressed to foresee that Red armies will destroy the Church because it will have reject them and their life-saving warning about the worship of the Beast. Their profound message is that no Christian who follows the Beast, or is predatorial like beasts are, will receive eternal life. God would destroy those incorrigible members of the Church, just as He had destroyed those incorrigible members of the Temple. Predictably, death awaits predatorial religious leaders and their followers if they no not heed this end-time warning from God through His Two Witnesses.

YOUR ETERNAL LIFE OR ETERNAL DEATH?

The main importance of 2012 as far as you are concerned is that you could begin your 9-year journey to the Rapture.

God's Two Witnesses have information that could lead to your eternal life. It is the identity and basic character of the Beast. They know his identity because they identified his Mark. The Mark is not 666. God has used 666 as a diversion and a way to seal unwanted people out of understanding. God does not want incorrigible sinners to cheat during their 9-year judgment, 2012 to 2021.

If you humble yourself to learn the identity of the Beast, you could examine his personality, character and behavior. You could compare yourself to him. If you found a match, then you would realize that you would need to change in order to be ready for Judgment Day.

Do not despair because everybody has a match. Your Bible says that, the whole world follows the Beast. However, you may not continue to follow the Beast.

DO YOU WORSHIP THE BEAST?

Yes, you presently follow the Beast, just as Jesus said. However, you could make changes by repenting and altering your mindset and behavior. The first word out of the mouths of men who preached the gospel was REPENT. You must measure yourself against the Beast and make the necessary changes.

In order to assure your success, you need to receive the Spirit of God through baptism. On your own, you cannot change from your bestial state. It is impossible. Only the Holy Spirit can convert you into the Godly state.

After you make the necessary changes, you would no longer follow the Beast. You would be headed toward eternal life as either a resurrected person or a raptured person at the return of Jesus in 2022 AD.

In summation, the year 2012 is the most important year in your life if you desire to have eternal life. If you do not, then it is just another year. Oblivion awaits you at death.

UNSEALED BIBLE PROPHECY IS THE GOLDEN OIL

If you want to stop following the Beast, learn his identity so that you can begin the process of change that leads to eternal life.

In our featured book, there is research that will identify the Beast. It will take you back through 2,000 years of Bible translation history in order to re-discover the original Mark of the Beast. This is the oil of the Two Olive Trees, which true Church leaders are destined to use to enlighten the way to eternal life.

You will reconstruct the Mark of the Beast as you go back through English, Greek and Aramaic. Then you will see the original Mark and the original words that John used to describe the Mark. Those words are not the current words in the King James Bible. And, the Mark was not 666.

Why is it that none have done this before? Simply stated, most people are lazy. There have been very few people who intensely study the Bible as independent researchers. Rather than study, they made up theories about he Beast that are diversionary.

After you learn what the Mark of the Beast is, you will advance through Daniel and Revelation and understand verses of prophecy for the first time. If you do not first learn the identity of the original and real Mark of the Beast, this would be impossible.

COME OUT OF BABYLON NOW!

Daniel and John wrote complementary versions of world history. Their accounts show how the world is like a tree. That tree is Babylon. The whole world has been part of Babylonian culture. Dictatorship is the primary characteristic of Babylon.

God intervened twice in world civilization to set up an alternative to Babylonian culture. The first intervention was at the time of Moses. Through Moses, God set up the Israelite nation with a libertarian form of government. The second and most important intervention by God was the founding of the representative government of the United States. It was originally libertarian.

God is now taking total control of the world through the export of representative governance from the United States and other representative nations. Europe and the USA make up His base of operation.

DEFEAT OF BABYLON

The Battle of Armageddon is the final crushing defeat of Babylonian culture. God will use the military might of Western nations to annihilate the last vestiges of Babylon, including communist and terrorist nations. Some Muslim nations will be severely reduced in population because they have remained dictatorial in government and religion. They hold on to their Babylonian past.

Red China would ultimately be defeated. Marxists in the old Soviet Union will lead their people and their allies to a disastrous confrontation with Europe and the USA. Needless to say, God is on the side of representative government.

On a personal level, God is against individuals who are dictatorial in character. So a weeding process will occur whereby angels will seek out such individuals for death. Remember the parable of the tares. There will be no place for weeds to hide.

Our featured book could allow you to see things in the Bible that you would not see through any other book.

YOUR OPENED EYES

In your Bible, you will be able to identify Bush I, Clinton, Bush II, Saddam Hussein, Milosevic, Tony Blair, Margaret Thatcher, Gorbachev, Schwarzkopf and other world leaders. You will be able to see events that include the Persian wars and Armageddon. With prophecy calendars, you will be able to see the years that these events were scheduled to occur in.

You could also learn personal information about God's Two Witnesses, which includes the day that Gabriel first visited them in 1991. Gabriel describes the merciless beatings that Satan has given them in his attempt to prevent their upcoming ministry.

Forefather prophecy calendars are natural complements to our books about God's Two Witnesses. Our calendars give dates, while our books tell you what will happen and why it will happen.

GOD & YOU- INTIMATE FRIENDS

The why part is an examination of the very heart and mind of God Himself. You could have a very personal understanding of God, whom you are a replicate of. You could know how the brain of God works. You could know how the emotions of God work. If you need a father figure, why not take on the attributes of God the Father?

WHEN WILL ARMAGEDDON HAPPEN?

After you learn what and why of 6,000 years of world civilization, you will need to know when end-time events will occur. This is the value of our prophecy calendars. They give dates. You do not want to be in a city that has ICBM's aimed at it.

I hope this article has given you a panoramic view of end-time years that includes the year 2012. I hope that you see the spiritual significance of upcoming events that have been prophesied for thousands of years.

2012 Will Be The Year Civilization Changes Forever

Get Your FREE Bible Prophecy Commentary at http://www.twoprophets.org/newsletter_tp.htm

Books by Edward McKinney: http://stores.lulu.com/edwardmckinney.

He can be emailed through manager@twoprophets.org.

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Management Styles - A History and Case Study

Introduction Lewis Jeans has been operating as a manufacturer of jeans for ten years, and is currently one of the UK's leading manufacturers. 300 employees are divided over 3 geographic areas, with the head office in Croydon.

Due to an array of contributory factors, there has been a downturn in sales and profits over the previous 12 month period.

Change Management

Sales - 20% reduction
Profit - 40% reduction
Returns due to quality issues - 15%

Management Styles - A History and Case Study

These figures, coupled with a worrying turnover of staff, and high manufacturing costs have ensured that a fundamental review of the whole structure of the company is necessary to halt further degeneration, and to allow the company to re-establish itself as a market leader.

This report will investigate the following areas:
Organisational and Managerial Structure
Organisational Culture
Staff Motivation

Each of these areas will be considered within the Lewis Jeans framework and formal advice will be given covering: Inherent strengths and weaknesses within Lewis Jeans. Recommendations for improvement.

Organisational and Managerial Structures

"An organisation is a system, having an established structure and conscious planning, in which people work and deal with one another in a coordinated and cooperative manner for the accomplishment of recognised tasks"

The above paragraph is a typical definition of what makes an organisation. The type of structure will influence everything about the organisation, including the relationships between individuals, who is empowered within the authority to make decisions, and how information is communicated throughout the organisation. Getting the correct structure in place to suit the objectives of the organisation, and the aspirations of its staff is imperative if the business is to flourish.

Lewis Jeans currently operates with a geographical structure. Three manufacturing facilities are located in the Northern, Central, and Southern areas of the United Kingdom. This geographic grouping of functions can be a viable option for some organisations, Tesco PLC being a prime example. Tesco needs retail outlets in most towns to allow it's customers to purchase the goods it offers.

The geographical structure can have a number of distinct advantages: Responding quickly to local needs and issues, allowing the organisation to become more sensitive to customer and employee needs. Bureaucratic 'red tape' can be reduced if each division is empowered with more decision making authority. There is a greater ability to tailor operations to local differences, such as language, law etc.

However, there can also be significant disadvantages: The duplication of facilities and roles. Additional management positions are required. Lack of unity in objectives and direction of semi-autonomous units.

Lewis Jeans has little necessity for a geographic structure to the organisation and many of the disadvantages discussed manifest themselves within the company. The argument for three plants could reasonably be made if Lewis Jeans were manufacturing multiple products which required different processes, staff specialisations, tooling and machinery, and supplying these products to differing markets with unique needs. A company which essentially manufactures one product range may benefit from one central production plant. It could be argued that additional storage and distribution depots may be advantageous, and could result in a more economical production process, with efficient distribution throughout the UK.

The simplified organisational chart below demonstrates how the organisation could be streamlined. The links flowing from top to bottom demonstrate the hierarchical structure (the direction of authority from top to bottom). The horizontal lines demonstrate the lines of communications which should exist between functional areas. Each 'area' forms a specialized team which will encourage team-working.

A Central Management Team consisting of specialists in each field make strategic decisions on company objectives and policy. Daily meetings will allow current and future issues to be decided quickly and efficiently. Lower level managers, who must be developed through training, appraisals etc, will make decisions on the day to day running of their departments. This allows the management team to look at 'the bigger picture' and not be consumed by the day to day production, sales and distribution issues.

Functional Structure

The simplified organisational chart above demonstrates how a functional structure may work for Lewis Jeans. The business is divided according to the business function performed by each department. Each functional area plays its own specialist role in working towards the objectives of the organisation. Groups of specialists are delegated control over specific work areas, thus avoiding duplication within the company. Potential problems regarding inter-departmental transfers and rivalry can occur but it is for the management team to resolve such issues before they occur.

Product Based Structure

An organisation is divided by the products it sells. Each product division performs all of its business functions, whilst working towards the organisations aims and objectives. With only one main product, or a variation on the theme, this structural framework would not benefit Lewis Jeans.

Matrix Structure

In a large organisation it may be useful to allow members of the company to be within more than one functional group. The introduction of 'Product Development Teams' which may produce more than one product (jeans, denim jackets) may be useful. Marketing and Sales could be linked, with specialists working in both areas.

Matrix structures do have a number of advantages: The organisation can focus on a number of aims at the same time. Flexibility to adapt and respond to changing demands and resources. Exchange of ideas between multi-role staff, instead of the insular approach of isolated departments.

The 'matrix approach' can result in an overcomplicated structure, with employees losing sight of the major aims of the organisation, a due to more than one chain of command, power struggles can occur.

The geographical structure of Lewis Jeans cannot be justified at the present time. One central production unit would make good business sense, providing premises could be adapted, or new premises located. Alternatively, North and South production facilities with an additional central distribution depot may allow suitable financial savings, coupled with an increased efficiency. A new single production unit may allow for a reduction in staff by as much as 30 - 40%, dependent on improvement in processes, technology etc. Relocation of staff may be possible if local distribution depots are introduced. Final consideration to locations would need to take into account customer locations, export markets and the need for storage. If products are transferred very quickly then a single distribution unit may suffice.

A further advantage of a single production unit would be the ability to implement a robust quality control system to ensure satisfactory standards. There may be additional factors involved in the quality issue, which will be discussed later.

Managerial Structure

At present, authority and decision making is firmly centralised at head office, with Mr. Bart Lewis making all decisions, and cascading those decisions down to his managers at the production units. The flow of communications is very much in a downward direction, with managers purely responsible for carrying out the directions of the Managing Director. The hierarchical principle stemmed from the theories of Bruno Lussato. The 'Scalar Concept' viewed an organisation as a group of grades, arranged in a sequence. Superior grades carried authority which could be delegated to the grade immediately below. Lower grades carried no authority at all. Authority descended from the top to the bottom along a well defined scale of posts. In the current system within Lewis Jeans, little authority is delegated at all, with managers little more than supervisors, passing down the orders from above.

Management Styles

Lippitt & White are among many researchers who have identified a range of leadership styles. Tightly controlled (autocratic) The leader alone makes decisions, with staff being informed of these decisions and then carrying out the task. Democratic (Persuasive or Consultative) The leader makes the decisions, and then persuades workers that his decision is the correct one. The leader consults staff before a decision is made. The leader has the final say, but takes staff views into consideration. Laissez-faire (loose) Opinions are not forced on staff, with no formal structure for decision making.

None of the above is the correct approach, but they do have differing effects on those within the organisation. The style adopted at Lewis Jeans is autocratic in nature. This type of management style may have a negative effect on middle managers and workers alike. Managers may feel that they are not trusted or empowered to manage their departments. The organisation is output orientated, and this will certainly affect motivation of all staff. A supportive management style, as argued by Charles Handy is said to foster: Worker satisfaction. Lower staff turnover and grievance rates. Fewer inter-group conflicts.

With extremely high levels of staff turnover, the style of management may have an important role to play in this area. Motivation is also significant and this will be discussed further on in this report.

Spans of Control

The span of control within an organisation is important. General Sir Iain Hamilton once said that, "No one brain can effectively control more than 6 or 7 other brains". It has been proven through research that the span of control (the number of subordinates that a person is directly responsible for) should be 3-6.

At present Mr. Lewis controls sixteen managers at present, five in each of the factories and a centralised sales manager. Each factory has eleven managers and three supervisors. This is not an efficient allocation of power and authority. One person having day to day responsibility for all areas of an organisation, some of which may not be his area of expertise can create failings in certain functions. As the organisational chart on page 4 demonstrates, with a higher level of trust and authority vested in professional, skilled managers, the 'span of control' could be significantly reduced for Mr. Lewis, but widened for lower level management staff. This would allow Mr. Lewis to concentrate on the 'strategic' decision-making of the organisation within a central management team, whilst allowing lower level managers to concentrate on the day to day issues of production, distribution, sales, and marketing. Regular managerial meetings would allow for updates on production, sales targets and organisational objectives which may change due to the dynamic nature of the clothing industry. A suitable structure would include weekly or monthly targets communicated to the responsible managers. Daily communication as happens at present will only reinforce managers opinions that they are not allowed to 'manage'. The flow of communication will be up as well as down the chain of command, giving local managers and subordinates a role in decision making. Those in the local facilities will be able to supply quality feedback on problems of stock, quality, retention issues etc. This will allow the management team to adjust their aims and objectives according to the latest information available. In addition to this, a well-organised system of recording and monitoring will ensure that all communication, orders, sales, returns and forecasts can be used as historic data to support future decisions.

Organisational Culture

The structure of an organisation is strongly influenced by the culture within it. A definition of culture is "the way we see and do things around here". History, traditions and structure are influencing factors on a company's culture. Behaviour of new workers within an organisation is often influenced by the 'norms' of behaviour already prevalent. The need to 'fit in' and be 'accepted' can often put pressure on individuals to conform. Culture can change over time as new people join the organisation, and as external factor change.

Charles Handy observed behaviour in a large number of organisations and described four main types of culture.

Power Culture

The centralisation of power is the main factor of this type of organisation. One person makes all the decisions. Individuals may feel suppressed by those with power. A 'Power Culture' is evident within Lewis Jeans.

Role Culture

Typically found in large organisations divided into layers of offices and officials. Power is hierarchical and determined by a person's position within the company. Strict job descriptions and communications prevail. Very little scope for individual growth or development.

Task Culture

A job or project orientated organisation. The task dictates how a team works, not strict, set down rules and regulations. The freedom and flexibility can make for a rewarding work environment. Due to the lack of formality, the management and control of a task culture can be difficult.

Person Culture

An organisation with a cluster of people, all working at the same level. Hierarchies cannot be formed without mutual consent.

Changing a culture to fit the objectives of the organisation is not straightforward. Some writers believe that the culture is created by the people, and a manager cannot change it on a whim. It is widely agreed that the actions of managers can have a profound influence on the culture within an organisation, far more so than written statements about what should happen.

A move away from the 'power culture' within Lewis Jeans could have profound effects on the attitude of workers. Empowering managers to make decisions, to run their departments, and to build confidence and desire within the workforce, to succeed for both themselves and for the organisation. A narrower span of control for the management team will force them to concentrate on the direction of the business and not be directly involved in the intricacies of production, distribution, and marketing. Providing suitable structures, quality managers, systems of work, and staff motivation needs are met, the Managing Director and his team need to be figureheads for the organisation, inspiring confidence, fairness and trust in all.

Staff Motivation

Lewis Jeans has developed a trend for a rapid turnover of staff. Less than 50% have been within the company for more than a year. This creates problems for the organisation: A lack of specialised and skilled staff. Low Morale amongst current staff. Poor image in the wider community, from where new employees may come. A lack of team vision. Little motivation to excel, and to rise to the challenges facing the company.

Managers can only perform well, and achieve the objectives required if they have an equally motivated team working with them.

To make a realistic analysis of the workers at Lewis Jeans, it is necessary to relate to some research into motivation, and lack of it.

Abraham Maslow

Maslow popularised the theory that people have needs. Maslow developed a 'Hierarchy of Needs' and concluded that when the needs of an individual were met at one level a higher level of motivation would develop. The levels from lowest to highest are: Physiological Needs Shelter & Safety Love & Belonging Esteem Self Actualisation

When applied to the workplace it can be seen that work can provide a means of helping people satisfy their needs. Not everyone has the same needs, so this must be taken into account.

Frederick Hertzberg

Hertzberg carried out research based on interviews to find out what satisfied and dissatisfied workers. He found a number off areas which were a potential cause for dissatisfaction. He called these 'Hygiene Factors'. Only when the hygiene factors have been adequately met can other factors improve performance. These are called 'Motivators'.

By considering the structure, management style, leadership and culture at Lewis Jeans, and then considering the factors mentioned above, it becomes clearer as to why the retention of staff is at a low ebb. The giving of financial bonuses and such incentives can provide short term solutions. It is necessary to consider that these production bonuses, coupled with low levels of motivation within the company are the major factor affecting the poor quality of goods. Staff have little loyalty to the organisation, and can see that turning out large quantities of goods, regardless of quality can result in useful additions to wage packets. There is a wider range of needs and motivators for most staff. If they feel used, undervalued, and have little chance of self improvement then motivation to perform will suffer. Whether it involves leaving the company, or working at levels that reduce quality purely to realise financial bonuses. These symptoms are all clearly visible within the company.

However, it is also a basis to design strategies which will alleviate such problems. Motivating the workforce through empowerment, delegation, recognition and a chance to improve themselves will promote a real change in the workforce.

Staff Appraisals

Regular staff appraisals are an essential part of developing a company's human resources. A yearly meeting with each member of staff allows both sides to highlight areas where performance has been good, and to look at areas of difficulty which may need some attention. It allows the appraisee to highlight development needs they may have; this could include training courses or aspirations for promotion. The appraiser needs to ensure that a fair and non-confrontational approach is adopted, and to make it clear that the meeting is for the benefit of both parties. Ideally, the appraiser and appraisee should have suitable paperwork to record their views at least 2-3 weeks before the appraisal meeting. When the discussion takes place, a 'meeting of minds' should occur, with both sides agreed on a way forward for the next year. An appropriate system of referral to another manager should be in place in case agreement cannot be reached. The process needs to be transparent and honest. Staff can become resentful of appraisal systems if they are not treated to all the facts surrounding the system.

Recommendations for Change

Lewis Jeans as been running under the same organisational and managerial structure for some ten years. In recent times performance has dropped and most of the problems have been created by the organisation itself. This can be changed. Changes in structure can be made fairly quickly. Cultural change can take considerably longer. Strong leadership will play a vital role in changing this culture. The recommendations below should be implemented as soon as practicable to ensure that change takes place. With a change such as this there will have to be a transitional period, but the impetus for change must be immediate.

Initiate changes to a functional structure for the company. Considerable planning will be required to implement changes in property use and re-deployment of staff. This may not be possible in certain cases and decisions will have to be made. Redundancies may be unavoidable, but should be a last resort. There is no reason why the organisation cannot introduce multiple structures to afford the best options to functional departments. Within the Finance Department there is a need for formal structures due to the procedural systems which need to be adopted. This would almost certainly set down fairly prescriptive definitions of what staff should do. Within a production or distribution department there will be considerably more scope for staff to demonstrate individual flair and team-working qualities. There is more option for an informal structure to these departments. This does not imply that an autocratic management style is suitable for any department, but demonstrates that different organisational and management structures can co-exist within one organisation.

Management and Leadership style must change. A Central Management Team will decide on aims and objectives. This should consider input from all levels of the organisation. A Staff Council allowing workers to contribute to the success of Lewis Jeans will undoubtedly motivate workers. Meetings with all levels of management will ensure that managers feel trusted and empowered to deal with their own departments, the areas in which their expertise lies.

Changes in management style will certainly affect the 'culture' within Lewis Jeans. The 'power culture' which currently exists is detrimental to the future success of the business. People will determine the success or failure of this organisation. A move towards a 'task culture' where staff work in teams, where there is little need for authoritarian management, where people feel that they can succeed and develop, should be the aspiration of the company. There can still be a discipline within the culture, but it should be more orientated towards 'self discipline' rather that autocracy.

Motivation of staff needs to be a focal point. All the recommendations above will contribute to this. Financial incentive, if delivered correctly can to a certain extent motivate workers. There are many other factors involved. A share of profits rather than production bonuses will focus staff on company success rather than short term individual gain. The need to ensure quality of goods thus increasing the good reputation of Lewis Jeans will lead to success and higher profits. These successes, which the workforce will have played a direct role in, will lead to financial reward and personal pride.

Communication between all sections must improve. Within this report we have discussed various strategies to enhance inter-personnel communication. There is also a need to communicate organisational plans to the correct areas. The Central Management Team meetings will agree strategy. This should be a consultative process. It is essential to draw on all areas of expertise within the organisation. Consultations with key staff and trades union officials / staff council members will assist co-operation. Weekly team meetings will allow concerns to be passed up the chain of command if necessary. Senior managers need to communicate directly with team leaders where possible. The telephone should be in place as a backup system. The use of electronic communication / video conferencing can be utilised for remote locations.

For growth to occur for Lewis Jeans, a wholesale evaluation of the marketing strategy needs to take place. The previous ten years have allowed Lewis Jeans to fall behind the current market leaders, with regard to diversification of the product base. The days where one style of jeans suited all are gone. There needs to be a thorough evaluation of current and future trends, and a marketing strategy adopted to reflect this. There may be a need for project team to be developed (this could draw on expertise from throughout the company) to create a radical marketing plan. This will need to consider product development, publicity, distribution methods (mail order catalogues, internet based sales, retail outlets). New products need to satisfy the needs of the existing clientele, but to drive the products into the 21st Century.

The image of the product is important. Potential users need to feel that these products can make a fashion statement. A large scale public relations exercise should be used to change opinions among the targeted public. This can consist of press releases, product publicity, advertising to show this exciting brand. If packaging is necessary it can be used to make the product noticeable, to convey the brand image, and to make it appeal to customers. Marketing therefore, needs to be at the forefront of the strategy.

Conclusion

This report places some exacting demands on Lewis Jeans. There are no simple solutions to its current problems. However, the organisation can turn its fortunes around if it accepts this report as the first building block towards future success. There will be no room for egos in the revitalised Lewis Jeans. Everyone MUST pull together to make this happen. People are the strength within this organisation, and with a unified, dynamic, progressive team, success is certain.

Management Styles - A History and Case Study

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What Is Change Management?

Organisational change is something many of us will experience in our careers, often more than once, yet many managers find themselves tasked with managing business continuity whilst change is taking place, yet have received little change management training or have little experience in managing change. This may sound familiar.

Leading and managing change in an organisation is critical if the change is to be achieved within timescales, budget and with a committed and engaged workforce. Often change programmes confuse and distract people from their everyday work; productivity becomes affected with uncertainty regarding the future becoming the preoccupation of many.

Change Management

Good training for managers is essential. Senior managers must be able to communicate the strategic vision clearly, be able to explain the purpose and gain the commitment of middle managers quickly. Middle managers are often the key to successful change programmes, they face more questions from their colleagues and team members and are under mixed pressures of implementation, dealing with their own uncertainties and emotions, finding solutions to unexpected problems during changes and acting as a conduit between those they manage and those they report to.

What Is Change Management?

Investment in change management training to create leaders with more tools in their managerial and leadership toolbox, goes a long way to improve the quality of the experience many have when going through change in the workplace.

Good change management training should ensure that delegates develop
• A comprehensive understanding of change management strategy
• Be aware of the principles of successful change programmes
• Have knowledge of models of change management
• Strategic vision
• Tactical panning for improved implementation of change
• An exploration of Emotional Intelligence EI and be able to put it into practice
• Increased self awareness of how they cope and deal with change
• Coaching skills for use in the workplace
• Advanced communication skills of effective leadership

The provision of coaching for managers in organisations that are involved in change has long been recognised as being beneficial. All to often a main source of tension and stress for the manager lies in the fact that they feel unable or unwilling to discuss their thoughts and feelings with others whilst coping with the change they have been tasked to manage.

External coaching goes a long way to both relieving that stress and tension. The coachee having the opportunity to verbalise thoughts & feelings, explore and develop strategies, review difficult situations with a coach that is separate from the organisation, in a safe confidential and non judgemental environment.

What Is Change Management?

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Suffering From Hip Pain? Use The Leg Wedge Pillow And Feel The Change

Hip pain is a common discomfort people have, it does not let you feel comfortably either when you are awake or when it is time to sleep. But in order to understand this pain, why it happens and how we can obtain hip pain relief, we have to know how the hips work. A joint is formed by the ends of at least two bones that are connected by ligaments. The hip consists of two parts: a ball or femoral head at the top of the femur, and a rounded socket or acetabulum in the pelvis. The surfaces of the ball and socket are covered by a material called articular cartilage, which cushions the bones and allows them move easily.

So what causes hip joint pain? Arthritis is one of the most usual causes, and more precisely osteoarthritis, which involves a breakdown of cartilage in the joints, and when cartilage wears away the bones rub against each other causing this pain. It is more frequent in people older than fifty years old. Another cause is the avascular necrosis, which happens when there is not enough blood supply to the bone, like when someone has been through organ transplantation.

Change Management

Treating hip pain

Suffering From Hip Pain? Use The Leg Wedge Pillow And Feel The Change

In most cases that are not as extreme as the ones which require hip surgery or hip replacement, doctors recommend medication, physical therapy like hip exercise and changing your sleeping position and getting an ergonomic pillow to accommodate your legs in the right position. This is where the Leg Wedge Pillow proves to be right what people who suffer from hip pain need. This orthopedic pillow keeps pelvis correctly aligned and relieves pressure on the hips as well as in all joints. People will feel a great difference in how their hips, lower back and the rest of the body feels after sleeping comfortably without feeling pain.

But there is more. Most people are side sleepers, which mean they prefer to sleep on their sides. However, people who like this sleeping position know that the most common set of discomforts are hip and lower back pain. And here is another cause for hip pain: sleeping in this position the natural shape of the body causes that the leg that is furthest from the sleep surface to be misaligned and it is pulled straight down by gravity, creating pressure and tension on the hips causing more pain. The Leg Wedge Pillow, when used as a leg spacer pillow, helps people to stay on their side without feeling any discomfort. People can feel the pressure and tension release as your spine and your hip are properly aligned right after they place the Leg Wedge Pillow between their legs, which allows them to sleep comfortably and quietly and forget about hip pains.

Suffering From Hip Pain? Use The Leg Wedge Pillow And Feel The Change

If you want to know more about hip pain and the Leg Wedge Pillow you can visit the site at http://www.legwedgepillow.com/

Nicholas Anderson is a freelancer journalist and editor, schooled in health, pillows and sleep disorders, and has 7 years of experience in those fields. He has written many articles specializing in writing web content and newsletter articles for several companies.

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