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More than 50% of FMCG & Durable revenue comes from Rural
Rural India accounted for around 35-38% of the total mobile handset sales by 2010.
Tax structure Cash management in rural India ( only 53000 bank branches are there in
rural India)
Demand Aggregation ( for most of the company, cost of demand aggregation and logistic
is very high)
Capacity building (To train people who can service citizen for the products like life
insurance of E- learning)
Results in
High off balance sheet transactions, fueling escalation in land prices making investment
in rural infrastructure a challenge.
MIC Services
Market Entry Studies: Profiling of rural and semi urban areas to understand the potential
consumer demand drivers and market potential to aid companies in penetrating new
markets.
Usage and attitude studies: Extensive studies to understand the usage and consumption
patterns of the consumer in various industry verticals
Diagnostics is the first step towards solving the clients problem. In order to understand the client
better, a detailed study of the organization and its various aspects is required.To help assess the
various aspects, both internal & external diagnostics is required.
Internal Diagnostics: To analyze Strength and Weakness and align differences in the
company, a detailed internal study is required. Various aspects studied here are:
Leadership,People, Relationship,Processes,Finance,Product/Pricing &Export Knowledge.
External Diagnostics:This requires a detailed study of the customers of the company, its
dealers & retailers.
After having known the current state & future aspirations of the client, MIC assesses the gaps. In
order to help achieve the clients goal, bridging of these gaps is important.
This is followed by conducting an environmental analysis of the situation in order to help the
client better. Here a detailed study of the Opportunity & Threats is done.
On the basis of the findings of the Opportunity & Threats models, gap closure is done in order to
achieve our Goal.
Finally complete Decision & Strategy Support is done by visits by senior consultants followed
by the below mentioned steps:
The above mentioned process is carried out by senior consultants of Market Insight Consultants.
The consultants start out by interviewing the Management & Senior personnel in order to gather
the necessary information.
An audit of the clients premises is carried out in order to complete the study.
Study of the balance sheet of the company is required in order to know the current position of the
client.
Market Insight Consultants & the client will jointly work to come up with the OTWS Model.
This helps us to further understand the areas that require attention & how will be solve the gaps,
to reach the goal.
The last step is the preparation of the report & then it is submitted to the client to share the
findings.
Innovation
This century has been full of innovation. New technologies, new products, new services,
whole new industries have emerged. Yet the call for innovation in business has never
been more intense. Innovation is the need of the hour for-:
For economic growth
This is the most often cited reason for needing innovation. Innovation is the route to
economic growth. Industries are maturing. Products are maturing. Innovation is the
creation and transformation of new knowledge into new products, processes, or services
that meet market needs. As such, innovation creates new businesses and is the
fundamental source of growth in business and industry
For competitive advantage
Companies that use and act on their insights get a jump on the competition. They are the
competition. They leave behind those that are lulled by the security of strong, enduring
economic performance and the conventional corporate wisdom that stays the course.
Often, the leader loses. The battle is swift; it's too late to respond. This is not a theory. It
is fact.
Because cost-cutting is not enough anymore
Profit = revenue cost. The profit equation shows that for profits to grow, or even be
maintained, you've got to manage cost, even reduce it. It is the most obvious way to grow
profits. And companies have been doing this: with technology; by downsizing; through
re-engineering. While U.S. companies have been very good at squeezing the last ounces
of efficiency out of their organizations and work processes, and while companies have
pared their costs to the bone, many are looking anorexic. These practices simply allow
you to stay in the game, to stay in the business. They alone are not enough.
Desire for higher business revenues
On the same side of the profit equation as cost is the revenue term. It is the most often
neglected term, but it takes only a little insight to see that profits can be increased by
increasing revenue. With costs reaching bottom and few opportunities to reduce them
further, companies can turn to increasing sales. Marketing innovations come to mind here
and do well to sell more of what you have to sell. But new products and services bring in
new revenues too. Innovation sells.
For a more constant flow of innovation
For some companies, it's feast or famine. They find themselves either scooping up the
wealth of new ideas turned into new products or waiting for one to arrive. Or pouring
money into existing operations with no visible new output. Or cutting back so hard that
output is a trickle. Innovation and the deliberate systematic management thereof can even
out the surges and slumps by providing a continuous stream of ideas for the innovation
pipeline.
For better returns
Innovations themselves not only break the mold (i.e., are truly novel, different, never
done before), but also yield far better returns than ordinary business ventures. Market
Insight Consultants has conducted empirical research along with national manufacturing
competitiveness council and IIM Bangalore and proved that innovation is the source
competitiveness of companies as it increases productivity and supply chain
competitiveness.
Alone
With JV
Product Strategy
Product Differentiation
Distribution Strategy
Suggestions
Promotion Strategy
Suggestions
Risk Management
Revenue Modelling
Where to play
What to produce
Targeting
Targeting is the selection of potential customers to whom a business wishes to sell
products or services. MIC targeting strategy involves segmenting the market,
choosing which segments of the market are appropriate, and determining the
products that will be offered in each segment. A business offering multiple products
can determine if the various segments should receive one generic product (such as
in mass marketing), or if each segment should receive a customized product (multisegment), based upon the market's diversity, maturity, the level of competition and
the volume of sales expected.
Positioning
Under positioning strategy, MIC assures that the consumer have a clear idea of
what their brand stands for in the product catgory, and that a brand cannot be
sharply and distincty positioned if it tries to be everything to everyone. Such
positioning is produced only through a brands marketing communications, although
its distribution, pricing, packaging and actual product features can also play major
roles. It is often said that positioning is not what you do to the product, but what
you do to the consumers mind through various communications.
Click here for MIC Services
Management Horizons in
Changing Economic
Environment: Visions and
Challenges
THE VALUE MEASUREMENT SYSTEM OF INTERNAL
MANAGEMENT DECISION POINT O. STRIPEIKIS (Lithuania)
INNOVATION MANAGEMET N MODELS IN SMALL BUSINESS
COMPANIES
I. BERZKALNE (Latvia)
APPLICATION OF INNOVATIVE COMPANY VALUATION METHODS
IN LATVIA: ANALYSIS AND POSSIBILITIES FOR IMPROVEMENT
BUSINESS ENVIRONMENTAL FACTORS IMPACT ON THE LOGIST
ICS OUTSOURCING MANAGEMENT
A. ERGLIS (Latvia)
SOCIAL NETWORK ELEMENTS (GROUNDSWELL) AND
PRINCIPLE S IN STRATEGIC PLANNING INSTEAD OF
MANAGERS INTUITION UNDER ASYMETRIC INFORMATION
CONDITIONS IN SERVICE ORGANIZATION
SUPPLY CHAIN CHALLENGES AND THEIR IMPLICATIONS FOR
BUSINESS STRATEGIES: A SMALL AND MEDIUM SIZE
ENTERPRISES PERSPECTIVE IN LITHUANIA
K. MUCENIEKS (Latvia)
THE METHODOLOGY FOR THE IMPLEMENTATION OF
CORPORATE REORGANIZATIONS
A. LASKAI (Hungary)
FINANCIAL PERFORMANCE OF THE INTERNATIONAL BUSINESS
PLANNING: IN THEORY OF KRUGMAN'S NEG AND IN THEORY OF
THE APPLIED-ECONOMICS (BUSINESS-MANAGEMENT)
SCHOOLS
A. PA
RAIT
, M. KRAKAUSKAS (Lithuania)
DEVELOPMENT OF NEW CLEAN TECHNOLOGIES
IMPLEMENTATIO
N METHODS IN THE
LITHUANIAN ELECTRICITY GENERATION SECTOR
19:30 VMU RECTORS RECEPTION INCLUDING DINNER AN
D MUSIC OPUSES
(VMU Faculty of Catholic Theology, Address: Gimnazi
jos St. 7)
, A. KAMANDULIEN
(Lithuania)
ASSESSMENT OF ECONOMIC AND SOCIAL IMPACT OF MINIMUM
WAGE ON INDIVIDUALS
E. ZUBULE (Latvia)
EVALUATION OPTIONS OF OPERATIONAL EFFICIENCY OF PU
BLIC SECTOR
J. VARANAUSKIEN
, K. LEVIAUSKAIT
(Lithuania)
MACROECONOMIC FACTORS INFLUENCE ON MORTGAGE
INTERE
ST RATE TYPE DEMAND
A. JAUNZEMS (Latvia)
THE MODIFIED LANCASTERIAN DEMAND MODEL
M. DAPKUS (Lithuania)
HYPOTHESIS OF MACROECONOMIC LYING: THE FRENCH AND
GERMAN CASES
. OROSZ (Hungary)
FORESEEABLE CONSEQUENCES OF CRISES
V. PUKELIEN
, J. KISIELIAUSKAS (Lithuania)
THE INFLUENCE OF INCOME ON SUBJECTIVE WELL-BEING
16:00 16:30 Coffee Break
(Hotel Park Inn by Radisson Kaunas, Lobby)
16:30 18:00 E. BENDORAITEN
, V. DARKUVIEN
(Lithuania)
ANALYSIS OF STAKEHOLDER FRAMEWORK: THEORETICAL PER
SPECTIVE
A. VIRBLIS, A. BURA
AS (Lithuania)
MAIN INTEGRATED ASSESSMENT PRINCIPLES OF THE CORPOR
ATE FINANCE MANAGEMENT
D. KAUPELYT
, A. BENDORAITYT
(Lithuania)
FORMATION OF COUNTER CYCLICAL CAPITAL BUFFER IN THE
EUROPEAN DEVELOPING
COUNTRIES
R. RUPEIKA-APOGA, R. NEDOVISS (Latvia)
QUANTITATIVE RISK ASSESSMENT OF HYPOTHETIC INVESTME
NT PORTFOLIO: CASE OF THE
BALTIC STATES
V. DARKUVIEN
, P. ASTROMSKIS (Lithuania)
VISIONS AND CHALLENGES OF PAYDAY LENDING IN LITHUAN
IA
A. PUZULE (Latvia)
ASSESSMENT OF LABOUR INCOME TAXATION IN LATVIA
19:30 VMU RECTORS RECEPTION INCLUDING DINNER AND
MUSIC OPUSES
(VMU Faculty of Catholic Theology, Address: Gimnazi
jos St. 7)
,
assoc. prof. E. Stonkut
, R. KATILIEN
(Lithuania)
THE EXPRESSION OF HIGH SPIRITUAL INTELLIGENCE CULTU
RE IN LITHUANIAN MEDIUMSIZED BUSINESSES
I. KATANE, I. KRISTOVSKA, G. KATANA (Latvia)
THE SUPPORT AND PROMOTION OF THE STAFF COMPETITIVEN
ESS DEVELOPMENT IN
MODERN ENTERPRISE
A. BAL
NAITIEN
, V. BARVYDIEN
, N. PETKEVI
(Lithuania)
CAREER DEVELOPMENT IN CROSS-CULTURAL ENVIRONMENT
J. VVEINHARDT, E. GULBOVAIT
(Lithuania)
COMPARATIVE ANALYSIS OF THE RESEARCHES ON PERSONAL
AND ORGANIZATIONAL
VALUES
S. STANIULIEN
(Lithuania)
THE ROLE OF EMPLOYEE RELATIONS IN LITHUANIAN COMPAN
IES ORGANIZATIONAL
CULTURE FORMATION
16:00 16:30 Coffee Break
(Hotel Park Inn by Radisson Kaunas, Lobby)
16:30 18:00 M. KORENKOV (Slovakia)
DEPENDABILITY OF THE SUCCESSFUL SLOVAK COMPANIES ON
THE QUALITY OF
MANAGERIAL SKILLS WITH THE USE OF QUANTITATIVE METH
ODS OF THEIR EVALUATION
N. PETKEVI
, A. GIEDRAITIS (Lithuania)
FORMATION AND REPRESENTATION OF THE FIRST LEVEL MAN
AGERS LEADERSHIP
COMPETENCE IN WORKGROUP
J. VVEINHARDT, L. PETRAUSKAIT
(Lithuania)
INTENSITY OF NEPOTISM EXPRESSION IN ORGANIZATIONS
OF LITHUANIA
I. BAKANAUSKIEN
, L. ALPYT
(Lithuania)
ANALYSIS OF LITHUANIAN LABOUR MARKET TRENDS AND ITS
IMPACT ON HUMAN
RESOURCE MANAGEMENT IN ORGANIZATIONS
R. LEGENZOVA, L. PILELIEN
, K. ZIKIEN
(Lithuania)
-imanauskien
, Z. LYDEKA (Lithuania)
DYNAMIC PRICING MODELLING AND ITS METHODOLOGICAL AS
PECTS
D. ALEXOVA (Bulgaria)
PLANNING AND DEVELOPMENT OF TOURISM IN THE PROTECT
ED AREAS IN BULGARIA
-IMANAUSKIEN
(Lithuania)
EVALUATION OF AGRICULTURAL LAND MARKET DEVELOPMENT
IN LITHUANIA BASED ON
KAUNAS DISTRICT LAND SURVEY
J. BINDE, M. FUKSA (Latvia)
MOBILE TECHNOLOGIES AND SERVICES DEVELOPMENT
IMPACT
ON MOBILE INTERNET
USAGE IN LATVIA
11:00 11:30 Coffee Break
(Hotel Park Inn by Radisson Kaunas, Lobby)
11:30 13:00 T. METS (Estonia)
TOWARDS THE ENTREPRENEURIAL COLLEGE MODEL
M. ONTAIT
-PETKEVI
IEN
(Lithuania)
THE VIEW OF STUDENTS TOWARDS CORPORATE REPUTATION
OF LITHUANIAN UNIVERSITIES
I. KATANE, I. KRISTOVSKA, E. KATANS (Latvia)
ECOLOGICAL APPROACH IN THE MANAGEMENT OF DISTANCE E
DUCATION
L. GASPAR
NIEN
, V. SNIEKA (Lithuania)
io st. 62)
(Lithuania)
ASSESSMENT OF LITHUANIAN EXPORT COMPETITIVENESS
H. HILMARSSON (Iceland)
AN ICELANDIC GEOTHERMAL CLUSTER AND THE TRANSITION
TO CLEAN ENERGY IN
EMERGING MARKET ECONOMIES
H. HILMARSSON (Iceland)
SMALL STATES AND BIG FINANCE. HOW DID LATVIA AND IC
ELAND RESPOND TO THE
ECONOMIC AND FINANCIAL CRISIS?
M. DAPKUS, I. MAKSVYTIEN
(Lithuania)
THE EVALUATION OF LITHUANIAN WATER SUPPLY SECTORS E
FFICIENCY IN THE CONTEXT
OF DUTCH AND DENMARK SITUATION
R.
IEGIS, K. ANDRIUKEVI
IUS (Lithuania)
MERGERS AND ACQUISITIONS ANNOUNCEMENT EFFECTS TO
BI
DDING COMPANY
SHAREHOLDERS: THE CASE OF EUROPEAN UNION DURING 200
4 - 2011
R. RUPEIKA-APOGA, E. ZELGALVE (Latvia)
FINANCIAL LEVERAGE AND FINANCIAL MARKET INSTABILITY
: THE CASE OF LATVIA
I. AVOTINS
(Latvia)
IMPROVEMENTS IN GOVERNMENT DEBT SECURITIES SYSTEM I
N LATVIA WOULD INCREASE
DOMESTIC DEMAND ON THEM
11:00 11:30 Coffee Break
(Hotel Park Inn by Radisson Kaunas, Lobby)
11:30 13:00 V. DARKUVIEN
(Lithuania)
FINANCIALIZATION: CONCEPT, ACTORS, FACTORS AND IMPA
CT ON MARKETS
L. KAVALE, I. BR
NA (Latvia)
NEW CHALLENGES OF THE TAX POLICY AFTER CRISIS: CAS
E OF LATVIA
A. GAIGALIEN
, Z. LYDEKA (Lithuania)
INTERNATIONAL FINANCIAL NETWORK CHARACTERISTICS AND
THEIR IMPLICATION FOR
MEASURING FINANCIAL INTEGRATION
S. SAKSONOVA (Latvia)
INVESTMENT CLIMATE IN LATVIA AND OPTIONS FOR ITS I
MPROVEMENT
M. RA
KAUSKAS, K. LEVIAUSKAIT
(Lithuania)
POSSIBLE CHANGES IN THE PERFORMANCE OF CREDIT UNION
S ACCORDING TO NEW
CENTRAL BANK REGULATIONS
R. LEGENZOVA (Lithuania)
INVESTIGATION OF FINANCIAL AUDIT REPORTS OF LITHUAN
IAN CORPORATIONS
I. GECKOV, V. PAPCUNOV, R. GREG
OV (Slovakia)
THE USING OF ECONOMIC ANALYSES FOR REGIONAL DEVELOP
MENT REGULATION ON
REGIONAL MANAGEMENT LEVEL IN THE SLOVAK REPUBLIC CO
NDITIONS
13:00 15:00 CLOSING CEREMONY. LUNCH
(Restaurant Architectai. Address: K.Donelai
io st. 62)
-Petkevi
ien
, V. GRIGALI
NAIT
(Lithuania)
DETERMINATION OF CUSTOMER SATISFACTION WITH
SUPERMA
RKETS IN LITHUANIA
M. ONTAIT
-PETKEVI
IEN
, K. DILINSKAIT
(Lithuania)
MANAGEMENT OF THE SHOPPING CENTER BRAND: THE
IMPACT
OF CORPORATE BRAND
MANAGEMENT ON CONSUMER BEHAVIOR
J. LIONIKAIT
, P. ZAKAREVI
IUS (Lithuania)
INTERNAL PLACE BRANDING: A FRAMEWORK TO APPROACH IN
TERNAL STAKEHOLDERS
INVOLVEMENT IN THE PROCESS OF PLACE BRANDING
K. ZIKIEN
, K. PRESKIEN
(Lithuania)
THE ASSESSMENT OF CUSTOMER LOYALTY PROGRAMS IN LITH
UANIAN PHARMACIES
NETWORK IN THE ASPECT OF GAINED VALUE
11:00 11:30 Coffee Break
(Hotel Park Inn by Radisson Kaunas, Lobby)
11:30 13:00
V. BI
NAIT
-SVOBONIEN
, A. BAKANAUSKAS (Lithuania)
THEORETICAL INSIGHTS INTO THE BRAND VALUE CONCEPTUA
LIZATION
L. PILELIEN
, S. JURGILAIT
(Lithuania)
PRODUCT PLACEMENT IN MOVIES: RECALL, RECOGNITION, F
UTURE PURCHASE INTENTIONS
G. GUDAIT
, N. KLEBANSKAJA (Lithuania)
RISK COMMUNICATION. THE CASE OF SWINE FLU EPIDEMIC
IN LITHUANIA
L. MELECE (Latvia)
AGRICULTURAL COOPERATIVES FOR SOCIAL CAPITAL DEVEL
OPMENT IN LATVIA
A. PA
RAIT
, P. KRAKAUSKAS (Lithuania)
TOWARDS LIBERALIZED DISTRICT HEATING MARKET. KAUNAS
CITY CASE
M. DIDGALVYT
(Lithuania)
TIPPING PHENOMENON EVALUATION: LITHUANIAN CASE
J. LIONIKAIT
, P. ZAKAREVI
IUS (Lithuania)
AN INITIAL FRAMEWORK FOR UNDERSTANDING THE CONCEPT
OF INTERNAL PLACE
BRANDING
13:00 15:00 CLOSING CEREMONY. LUNCH
(Restaurant Architectai. Address: K.Donelai
io
In 200
, 58.1% of management
positions were filled internally. In
5
Situation
Talent
is about a leaders ability to leverage and maximize the
impact
of his or her people. To harness the power of their people
assets, leaders
must be committed to building a supportive culture and
effective
organizational structures and people processes.
Organizations that
have not proactively developed talentwho lack the right
people
skilled in the right areas, when and where theyre likely to
be needed
are more vulnerable to rapid change. Leaders need to
attentively
develop, engage, and motivate people. They must be
mindful about
.
6
Our perspective
Business leaders
must
shape their
organizations
to better deliver
value.
Our perspective
Figure 1
Talent can be an
organizations
greatest asset
or liability. The
good news is
that whether it is
the former
or the latter, it is
entirely
within
managements
control.
Footer
Business
impact
Approach to managing talent
Activity-based
approach
Strategic
alignment
with business
priorities
Anticipatory
Adaptive
Reactive
10
the status quo and take the risks that go hand in hand
with defining
new products and services. Respondents to our CEO
survey stressed
the importance of innovation in helping them shape the
future of their
organizations and adapt more effectively to the rapid
pace of change.
Standardizing processes also contributes to an agile
environment.
For example, in todays dynamic environment, decisions
must be
made quickly. Therefore, it is critical that leaders
demonstrate agility
by empowering others to make decisions rather than
limiting decision
making to a select few at the top. To further expedite the
process,
decisions should be based on guiding principles rather
than on a fixed
set of rules.
Weve created a
corporate
environment
based on
encouraging
employee
initiative,
delegation of
authority, and
strong career
development.
These factors
motivate.
Respondent,
PricewaterhouseCoopers
10th Annual Global CEO Survey
12
Our
15
Our perspective
Leaders must
become actively involved in harnessing and maximizing
the power
of their people to build competitive strength that will
differentiate the
organization in the marketplace of the future. That not
only means
going beyond defining career paths and development
opportunities,
but also taking an active mentoring role.
2 Ibid.
Ibid.
16
PricewaterhouseCoopers,
PricewaterhouseCoopers,
Managing Tomorrows People: The Future of Work to 2020
(2007).
Our perspective
Section Title
Statement is set at
6/
6, Helvetica
Roman, in light
color,
lines maximum.
20
20
Figure 2
A distinctive
leadership
framework
Implications
Anticipate change,
maximize talent,
embrace
social
responsibility, and
demonstrate
authenticity.
22
The information contained in this document is for general guidance on matters of interest only. The
application and impact of laws can vary widely based on the specific facts involved. Given the
changing nature of laws, rules and regulations, there may be omissions or inaccuracies in information
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obtained from reliable sources, PricewaterhouseCoopers is not responsible for any errors
or omissions, or for the results obtained from the use of this information. All information in this document
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70
.762.7276
dolores.wilverding@us.pwc.com
pwc.com/us/advisory
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perspective
This classic guide to organizational change management best practices has been updated for the
current business environment. To read the newest article, click here. Or, to watch a related video,
click on the play button above.
Way back when (pick your date), senior executives in large companies had a simple goal for
themselves and their organizations: stability. Shareholders wanted little more than predictable
earnings growth. Because so many markets were either closed or undeveloped, leaders could
deliver on those expectations through annual exercises that offered only modest modifications to
the strategic plan. Prices stayed in check; people stayed in their jobs; life was good.
Market transparency, labor mobility, global capital flows, and instantaneous communications
have blown that comfortable scenario to smithereens. In most industries and in almost all
companies, from giants on down heightened global competition has concentrated
managements collective mind on something that, in the past, it happily avoided: change.
Successful companies, as Harvard Business School professor Rosabeth Moss Kanter told s+b in
1999, develop a culture that just keeps moving all the time.
This presents most senior executives with an unfamiliar challenge. In major transformations of
large enterprises, they and their advisors conventionally focus their attention on devising the best
strategic and tactical plans. But to succeed, they also must have an intimate understanding of the
human side of change management the alignment of the companys culture, values, people,
and behaviors to encourage the desired results. Plans themselves do not capture value; value
is realized only through the sustained, collective actions of the thousands perhaps the tens of
thousands of employees who are responsible for designing, executing, and living with the
changed environment.
Long-term structural transformation has four characteristics: scale (the change affects all or most
of the organization), magnitude (it involves significant alterations of the status quo), duration (it
lasts for months, if not years), and strategic importance. Yet companies will reap the rewards
only when change occurs at the level of the individual employee.
Many senior executives know this and worry about it. When asked what keeps them up at night,
CEOs involved in transformation often say they are concerned about how the work force will
react, how they can get their team to work together, and how they will be able to lead their
people. They also worry about retaining their companys unique values and sense of identity and
about creating a culture of commitment and performance. Leadership teams that fail to plan for
the human side of change often find themselves wondering why their best-laid plans have gone
awry.
No single methodology fits every company, but there is a set of practices, tools, and techniques
that can be adapted to a variety of situations. What follows is a Top 10 list of guiding
principles for change management. Using these as a systematic, comprehensive framework,
executives can understand what to expect, how to manage their own personal change, and how to
engage the entire organization in the process.
1. Address the human side systematically. Any significant transformation creates people
issues. New leaders will be asked to step up, jobs will be changed, new skills and capabilities
must be developed, and employees will be uncertain and resistant. Dealing with these issues on a
reactive, case-by-case basis puts speed, morale, and results at risk. A formal approach for
managing change beginning with the leadership team and then engaging key stakeholders and
leaders should be developed early, and adapted often as change moves through the
organization. This demands as much data collection and analysis, planning, and implementation
discipline as does a redesign of strategy, systems, or processes. The change-management
approach should be fully integrated into program design and decision making, both informing
and enabling strategic direction. It should be based on a realistic assessment of the organizations
history, readiness, and capacity to change.
2. Start at the top. Because change is inherently unsettling for people at all levels of an
organization, when it is on the horizon, all eyes will turn to the CEO and the leadership team for
strength, support, and direction. The leaders themselves must embrace the new approaches first,
both to challenge and to motivate the rest of the institution. They must speak with one voice and
model the desired behaviors. The executive team also needs to understand that, although its
public face may be one of unity, it, too, is composed of individuals who are going through
stressful times and need to be supported.
Executive teams that work well together are best positioned for success. They are aligned and
committed to the direction of change, understand the culture and behaviors the changes intend to
introduce, and can model those changes themselves. At one large transportation company, the
senior team rolled out an initiative to improve the efficiency and performance of its corporate
and field staff before addressing change issues at the officer level. The initiative realized initial
cost savings but stalled as employees began to question the leadership teams vision and
commitment. Only after the leadership team went through the process of aligning and
committing to the change initiative was the work force able to deliver downstream results.
3. Involve every layer. As transformation programs progress from defining strategy and setting
targets to design and implementation, they affect different levels of the organization. Change
efforts must include plans for identifying leaders throughout the company and pushing
responsibility for design and implementation down, so that change cascades through the
organization. At each layer of the organization, the leaders who are identified and trained must be
aligned to the companys vision, equipped to execute their specific mission, and motivated to
make change happen.
A major multiline insurer with consistently flat earnings decided to change performance and
behavior in preparation for going public. The company followed this cascading leadership
methodology, training and supporting teams at each stage. First, 10 officers set the strategy,
vision, and targets. Next, more than 60 senior executives and managers designed the core of the
change initiative. Then 500 leaders from the field drove implementation. The structure remained
in place throughout the change program, which doubled the companys earnings far ahead of
schedule. This approach is also a superb way for a company to identify its next generation of
leadership.
4. Make the formal case. Individuals are inherently rational and will question to what extent
change is needed, whether the company is headed in the right direction, and whether they want to
commit personally to making change happen. They will look to the leadership for answers. The
articulation of a formal case for change and the creation of a written vision statement are
invaluable opportunities to create or compel leadership-team alignment.
Three steps should be followed in developing the case: First, confront reality and articulate a
convincing need for change. Second, demonstrate faith that the company has a viable future and
the leadership to get there. Finally, provide a road map to guide behavior and decision making.
Leaders must then customize this message for various internal audiences, describing the pending
change in terms that matter to the individuals.
class service organization. Getting more than 100,000 employees to think and act differently
required more than just systems redesign and process change. IRS leadership designed and
executed an ambitious communications program including daily voice mails from the
commissioner and his top staff, training sessions, videotapes, newsletters, and town hall meetings
that continued through the transformation. Timely, constant, practical communication was at the
heart of the program, which brought the IRSs customer ratings from the lowest in various
surveys to its current ranking above the likes of McDonalds and most airlines.
7. Assess the cultural landscape. Successful change programs pick up speed and intensity as
they cascade down, making it critically important that leaders understand and account for culture
and behaviors at each level of the organization. Companies often make the mistake of assessing
culture either too late or not at all. Thorough cultural diagnostics can assess organizational
readiness to change, bring major problems to the surface, identify conflicts, and define factors
that can recognize and influence sources of leadership and resistance. These diagnostics identify
the core values, beliefs, behaviors, and perceptions that must be taken into account for successful
change to occur. They serve as the common baseline for designing essential change elements,
such as the new corporate vision, and building the infrastructure and programs needed to drive
change.
8. Address culture explicitly. Once the culture is understood, it should be addressed as
thoroughly as any other area in a change program. Leaders should be explicit about the culture
and underlying behaviors that will best support the new way of doing business, and find
opportunities to model and reward those behaviors. This requires developing a baseline, defining
an explicit end-state or desired culture, and devising detailed plans to make the transition.
Company culture is an amalgam of shared history, explicit values and beliefs, and common
attitudes and behaviors. Change programs can involve creating a culture (in new companies or
those built through multiple acquisitions), combining cultures (in mergers or acquisitions of large
companies), or reinforcing cultures (in, say, long-established consumer goods or manufacturing
companies). Understanding that all companies have a cultural center the locus of thought,
activity, influence, or personal identification is often an effective way to jump-start culture
change.
A consumer goods company with a suite of premium brands determined that business realities
demanded a greater focus on profitability and bottom-line accountability. In addition to
redesigning metrics and incentives, it developed a plan to systematically change the companys
culture, beginning with marketing, the companys historical center. It brought the marketing staff
into the process early to create enthusiasts for the new philosophy who adapted marketing
campaigns, spending plans, and incentive programs to be more accountable. Seeing these culture
leaders grab onto the new program, the rest of the company quickly fell in line.
9. Prepare for the unexpected. No change program goes completely according to plan. People
react in unexpected ways; areas of anticipated resistance fall away; and the external environment
shifts. Effectively managing change requires continual reassessment of its impact and the
organizations willingness and ability to adopt the next wave of transformation. Fed by real data
from the field and supported by information and solid decision-making processes, change leaders
can then make the adjustments necessary to maintain momentum and drive results.
A leading U.S. health-care company was facing competitive and financial pressures from its
inability to react to changes in the marketplace. A diagnosis revealed shortcomings in its
organizational structure and governance, and the company decided to implement a new operating
model. In the midst of detailed design, a new CEO and leadership team took over. The new team
was initially skeptical, but was ultimately convinced that a solid case for change, grounded in
facts and supported by the organization at large, existed. Some adjustments were made to the
speed and sequence of implementation, but the fundamentals of the new operating model
remained unchanged.
10. Speak to the individual. Change is both an institutional journey and a very personal one.
People spend many hours each week at work; many think of their colleagues as a second family.
Individuals (or teams of individuals) need to know how their work will change, what is expected
of them during and after the change program, how they will be measured, and what success or
failure will mean for them and those around them. Team leaders should be as honest and explicit
as possible. People will react to what they see and hear around them, and need to be involved in
the change process. Highly visible rewards, such as promotion, recognition, and bonuses, should
be provided as dramatic reinforcement for embracing change. Sanction or removal of people
standing in the way of change will reinforce the institutions commitment.
Most leaders contemplating change know that people matter. It is all too tempting, however, to
dwell on the plans and processes, which dont talk back and dont respond emotionally, rather
than face up to the more difficult and more critical human issues. But mastering the soft side of
change management neednt be a mystery.
Adapting to Change in a Rapidly Changing Business Environment
understanding change
What is going on now in your job? If you dont know, you must take steps to find out! Relevant
questions to ask include:
How do peers and managers view the importance and performance of your
unit?
If you are unable to answer questions like these, you should begin immediately to do your
homework, for you are in a prime position to be overwhelmed by unexpected forces of change.
People often miss important information when they employ selective perception, habit, and
specialization to keep themselves from being exposed to ideas they might not want to hear.
While this is human nature, it is not a good strategy for handling change. Instead, supervisors
should face their fears and broaden their sources of information to explore new ideas. By
increasing their awareness of change through a willingness to take in new information, they will
have a distinct advantage over those who tend to isolate themselves.
While you are gathering information, try to spot the trends which may be signaling change on the
horizon. Look for seemingly isolated facts that may fit together like the pieces of a puzzle.
When you think you have spotted a trend, you should investigate it in further detail. Dont just
react to change; anticipate and prepare for it.
Understanding Change
Compare your reaction and a small childs reaction to thunder. You ignore it, but a child may be
anxious and seeks assurances from the nearest adult. Its only human to fear the unknown
confidence comes with understanding. From long experience, you know that thunder is a natural
phenomenon that cannot harm you. The child does not yet understand it. That is why an
important step toward coping with change is understanding it: what is happening, why, and how.
Is your department being reorganized? Are you worried about the impact on you? Thats natural.
But dont fall victim to rumors, speculation, or the inclination to assume the worst. Wait for your
boss to explain why the reorganization is being done, how the new department will work, and
what specific changes will result. It is likely that the changes represent an improvement of some
sort. If your manager does not explain the change to you, ask about it.
Flexibility and a willingness to embrace change will make you a more valuable member of your
organizationone who can reliably deal with many different opportunities and circumstances.
You may not like all the changes that are occurring, but you can be sure that if you resist them,
you will not prosper. It is fine to voice your opinion and make suggestions, but it is also
important to appreciate that competition and technology are constantly combining to force top
management to reevaluate company operations. It is helpful to look on changed circumstances
and the challenges they present with the attitude of a new employee and, as a new employee
would, take on these challenges enthusiastically and with a desire to learn all you can to perform
well.
When you recognize the possibilities created by change, youre more prepared to exploit them.
You will find change as not something to fear, but as something to welcome and turn to your own
advantage.
Build Your Skills and Keep Learning
Adapting to change frequently requires the effective use of all your acquired skills. In some
cases, adapting to change will call for the use of other skills as wellskills which you might not
yet have mastered, or even begun to acquire! In a fast-changing work environment, skills also
become obsolete. To be prepared to deal with change successfully, it is important to build as
many skills as you can before their use becomes essential for organizational survival. You dont
want to be caught short in a crunch.
You can never stop learning if you want to maintain your value in the job marketplace. Nor can
you wait for your employer to send you to seminars or pay for additional education. You need to
take responsibility to educate yourself. Doing so will help you keep your skills current, and it
will demonstrate an initiative for self-improvement that makes you a more visible and viable
candidate for a promotion or new assignment.
You may also want to consider making lateral moves to learn new skills and become a wellrounded employee. Read trade magazines and attend conferences, when possible. Take refresher
training in your area of competence. Enroll in a college course that interests you, even one not
given for credit. See if your professional association offers training sessions and workshops.
Aside from these major efforts, you can also take smaller measures to ensure that you are
compatible with change and adapt easily to it:
Learn to Live with Ambiguity and Uncertainty. Most people do not like
ambiguity or uncertainty, which are major sources of anxiety, but they are
also facts of life in this fast-changing world. Often you will have to make
decisions without having all the facts you need or knowing with any certainty
what will happen. But, if you are willing to accept ambiguity and uncertainty
and not let them prevent you from trying new things, you ultimately enhance
your value to the organization. Learning to improvise and adapt to different
and unexpected situations will give you important skills that will help you
progress in your career.
Act like an Entrepreneur. Entrepreneurs are always concerned with doing their
best and getting the most out of their employees. Why? Entrepreneurs
behave this way because its their company, their responsibility to keep
customers satisfied, their reputation, and their money. These factors provide
them with powerful incentives to perform at a high level. An entrepreneurial
attitude can also serve supervisors and employees well. Having an
entrepreneurial attitude can provide you with the extra push to cut costs,
improve productivity, and go out of your way to keep customers satisfied. As
change continues and organizations begin to use more outside contractors,
you may become one yourself. An entrepreneurial attitude will help prepare
you for that possibility.
Most problems are due to common causes, meaning no one person or event
can be identified as the cause.
To become a fixer, you should identify the source of the problem and suggest direct actions to
deal with it. The person who blames doesnt solve problems; the person who fixes does, and
becomes a valued member of an organization as a result.
Conclusion
Organizational change is not optional to keep pace with business. All organizations, at one time
or another, face substantive modifications to some aspect of their business. Supervisors can
These GREEN TAXES can be used to make our society better and turn the
GLOBAL ECONOMY into a GREEN ECONOMY.
10.10. Cultures and multiculturalism Making a strength of DIVERSITY will be the
necessity for the successful managers operating in the next century.
Managers have to think differently about the complex mosaic of cultures.
11.11. Inventing and reinventing organizations Reengineering involves
redefining processes as patterns of relationships connecting organizational
members with people outside the organizations. SPEED,QUALITY OF
SERVICE,OVERHEAD COSTS are the important competitive issues that
reengineering can address.
12.12. Risk managementIn risk management, aprioritization processis followed
wherebythe risks with thegreatest loss and thegreatest probability
ofoccurring are handledfirst, and risks withlower probability ofoccurrence and
lowerloss are handled indescending order.
13.13. em ent ma nag C risis often t e men ocus on anag ng f m t ro cove r
eCrisis ludes s ions to r public inc c relat o i e t ssure publ damag d a very any
e a n t re c o e g ima holders ay. tha Thre o e stak underw comm risis on t : is
ts are s of c the ele men efinition to st d threat (b) the mo a d (c ) n (a) a tion,
rprise, a ganiz t of su time. or en n e lem t decisio r a sho
14.14. It includes forecasting potential crisis and planning how to deal with
them. For example, how to recover if your computer system completely fails.
Hopefully, organizations have time and resources to complete a crisis
management plan before they convert in stress.
15.15. Knowledge management Knowledge Management programs are typically
tied to organizational objectives such as improved performance, competitive
advantage, innovation, developmental processes. From management point of
view , knowledge workers are those individuals whose jobs are designed
around the acquisition and application of information .
16.16. Security management is a broad field of management related to:
Assets management, Human resource safety function. It is the set of
functions that protects telecommunications networks and systems from
unauthorized access by persons
17.17. Newer organizational design and challengesTwo newer organizational
Virtual organizationdesigns that have emerged recently are : Boundaryless
organizationChallenges in organizationAre:Managing
workforceDiversity,Providing effectiveLeadership
18.18. Virtual organization Network of independent institutions, businesses or
specialized individuals, who work together in a spontaneous fashion by way
of information and communication technology, in order to gain a competitive
Canada Ltd., the International Institute for Sustainable Development, Industry Canada, The
Pembina Institute, Research In Motion Limited, SAP Canada Inc., Suncor Energy Inc., TD Bank
Group, Teck, Telus, Tembec, and Unilever Canada Inc. These firms identify global priorities
from the Canadian perspective, to ensure that the priorities have global relevance. These
representatives engaged in a 3-stage process:
1. Identifying their own individual issues;
2. Aggregating and refining the issues into meaningful categories; and,
3. Ranking priorities by importance.
This process yields a set of issues that is representative, prioritized, and agreed-upon. Current
and past priorities for the Network for Business Sustainability can be found here.
The evidence is in: Firms that invest in sustainability are no worse off financially than those that
do not.1 Plus, their employees, customers, and investors are happier and more committed.2 Even
the simplest of activities, such as philanthropy, can yield financial rewards.3 So, why isnt every
firm jumping on the sustainability bandwagon?
We asked 15 organizations that are on the leading edge of sustainability to tell us why. In fact,
every year, we assemble representatives from leading corporations in different industries to
brainstorm and discuss the reasons why Canadian firms dont take action on social and
environmental issues. The top 10 reasons they identified are listed below.
Top 10 hurdles for business sustainability in 2011
1. There are too many metrics that claim to measure sustainabilityand theyre
too confusing.
2. Government policies need to incent outcomes and be more clearly connected
to sustainability.
3. Consumers do not consistently factor sustainability into their purchase
decisions.
4. Companies do not know how best to motivate employees to undertake
sustainability initiatives.
5. Sustainability still does not fit neatly into the business case.
6. Companies have difficulty discriminating between the most important
opportunities and threats on the horizon.
What gets measured gets managed. Issues or goals without obvious metrics are much harder to
tackle. Sustainability initiatives can be particularly difficult to measure because they often affect
people and society at a macro level, and their organizational implications are unclear. Further,
their impacts are not immediately obvious and they depend on who implements them and how.
Many suites of metrics and measurement systemssuch as the Global Reporting Initiative,
ecological footprint, and life-cycle assessmentcurrently exist to help managers measure their
sustainability.
The range of options often results in more problems than solutions. What makes one metric or
suite of metrics better than another, and how can businesses judge which is most appropriate for
their needs? As one manager said: Its important to know which sustainability metrics are most
meaningful and integrate them with traditional business metrics. Managers recognize that
different metrics serve different purposes: some are most relevant to particular sectors, such as
manufacturing, while others focus on specific issues, such as carbon. Some metrics focus on
products whereas others focus on organizations; some set common benchmarks, whereas others
inspire leadership. It seems as if there is a veritable cacophony of metrics, standards, and
certifications. Even leading businesses need guidance on which ones will help them benchmark,
signal their commitment to sustainability, and identify areas that need improvement.
2. Government policies need to incent outcomes and be more clearly
connected to sustainability.
Governments have several tools at their disposal, such as taxes, regulations, and markets, to
encourage businesses to steward environmental resources. However, they are often applied in
piecemeal fashion, poorly measured, or used ineffectively. Businesses and management often
want to do the right thing, and appropriate policy can support this mindset. Leading businesses
want policies that push all organizations to improved sustainability outcomes. In doing so, firms
can put into place long-term measures and innovate new products and practices that move them
closer to those goals.
Businesses also want to know the best practices for collaborative consultation and policy
development involving government, business, and other stakeholders. They do not want to be
adjuncts, but to work with government collaboratively and meaningfully. One manager asked,
How can we build bridges between government and business that will allow for knowledge
sharing and a solid foundation for future business sustainability-related policies? In other
words, business wants to be involved in the process such that the resulting policy is effective,
efficient, and consistent with both the needs of business and society.
3. Consumers do not consistently factor sustainability into their purchase
decisions.
Many decisions consumers makefrom what food to buy to how much energy to useinvolve
sustainability-related tradeoffs. We constantly trade off different types of impacts (social,
environmental, or economic) at different levels (personal, communal, or societal) over different
time periods (now or later). In the words of one manager: Many people demand cleaner energy
but refuse, for example, to allow windmills in their community. How can we help consumers
make informed tradeoffs when it comes to sustainability?
Understanding how consumers value sustainability in the context of other product attributes
would help businesses develop products that meet their needs. Further, there may be a role for
business in educating consumers on issues and product attributes, resulting in more informed
purchasing decisions.
Still, this doesnt just apply to consumersit also applies to investors. Shareholders and lenders
must decide where to invest their money. How do they choose between different companies,
which requires trading off one set of corporate attributes for another? Should they invest in a
power producer using cheap coal or another moving towards renewable or alternative energy?
Understanding how people make tradeoffs will help businesses make sustainable choices.
4. Companies do not know how best to motivate employees to undertake
sustainability initiatives.
Survey research shows employees would rather work for sustainable firmsand some would
even forego higher earnings to do so.4 Firms must better leverage this knowledge to attract and
retain the best employees. To do this, sustainability managers want to know which employee
incentive plans are most valued, and so likely to be effective. One manager clearly identifies this
need, asking: What does the cumulative experience of business tell us about how best to
incorporate sustainability performance targets into employee incentives?
These mechanisms should allow firms to leverage their sustainability initiatives and values,
building the right capacity internally and ensuring progress is made towards sustainability goals.
An enduring commitment to sustainability, one that can only be achieved over a long time
horizon, may separate those companies that are truly committed to leading change from those
that are only keeping pace with their peers. One manager at a leading firm points out: Its easy
to generate ideas and start initiatives at the grassroots level. But how do we sustain that
momentum for fruitful innovation across the entire organizationand over the long term?
However, such commitment requires the buy-in and sustained interest of employees. In this way,
good employees attract other good employees, and the firm moves towards a virtuous and
enduring cycle of sustainability.
5. Sustainability still does not fit neatly into the business case.
Most sustainability managers are beyond asking if it pays to be good (or green). However, they
are often called on to explain and defend sustainability activities. Current financial decisionmaking does not fully capture the value of sustainability-related investments. These investments
are often based on long-term and intangible rewards, whereas many investments made are based
on the short-term impact on the bottom line. One manager pointed out that the payback period
for sustainability investments often exceeds that required to approve projects. Sustainability
executives may resort to intangibles to justify corporate environmental and social investments.
Initiatives are often treated therefore, as off-grid or one-offs, rather than a recurring
component in all decision-making activities. Another manager said: We need to be able to
value brand, reputation and the externalities arising from our business activities.
Sustainability managers want to know exactly how returns on sustainability investments can be
measured and seen. What are the short-term and long-term ways to assess and justify these
investments? How can sustainability executives demonstrate the value of sustainability within
the decision-making language and framework of finance executives? Until sustainability
becomes accepted as a legitimateand value-creatingactivity, it may lose out to projects that
are more easily understood and evaluated.
6. Companies have difficulty discriminating between the most important
opportunities and threats on the horizon.
Numerous threats are looming for businessfrom financial crises, to climate change, to local
land issues, to health pandemics. It is difficult to judge which of these risks warrants attention,
and often more challenging to prioritize them. Businesses need guidance on how to evaluate the
materiality of an issue, both for disclosure purposes and for strategic planning. One manager
points to the complexity facing their business: There are myriad opportunities and risks we
could tackle as an organization. We need to understand where to focus our attention to advance
our practices now and in the future.
Equipped with an understanding of which risks and opportunities are most material to their
organization, managers can then prioritize material issues, translate them into internal strategies,
and communicate them to stakeholders.
Claims made by some businesses and NGOs regarding sustainability are perceived to be
credible, whereas others are met with skepticism or disbelief. The different reactions are likely
related to attributes of the organization making the claimsits size, its structure, its actions, or
its motivations. Even leading businesses are wary of touting their successes, as such
communications can invite public criticism for the things that they arent doing.
Companies want to know how to communicate their message credibly, so the integrity of their
efforts is clear. This issue is critically important as most of the benefit of CSR activities can
depend on whether stakeholders believe the message to be truthful. One manager noted: Polls
show people consider academics and NGOs more credible than corporations and government.
What sincere action can organizations undertake to foster public credibility?
8. Better guidelines are needed for engaging key stakeholders, such as
aboriginal communities.
Many businesses have experienced very positive interactions with aboriginal groups, resulting in
benefits for both parties. Other businessessometimes operating in the same regionshave had
negative interactions. One manager recognizes the unique viewpoint that is required to navigate
such situations: Organizations need to understand the aboriginal perspective on sustainable
developmentwhich extends the traditional view of sustainability in resource development
beyond the environmental, social and economic pillars to include cultural and spiritual
dimensions.
By building a more robust understanding of the aboriginal perspective on sustainability, the
relationship between the business and the aboriginal community can be built on mutual respect
and trust, which is more likely to lead to positive engagement. Furthermore, this understanding
may inform the business community of new approaches to sustainability and stakeholder
engagement, both within the aboriginal communities and outside of them.
9. There is no common set of rules for sourcing sustainably.
Businesses want to purchase products and services that are environmentally and socially
responsible. But the process of identifying sustainable suppliers is not always straightforward,
and the means for comparing products is not always obvious. Sustainable sourcing decisions may
also require industry-specific knowledge and practices, or data that just may not be available.
Identifying a set of best practices for sustainable sourcing would provide organizations with
targets for benchmarking as well as guidance on managing their supply chains. It would also
yield an opportunity for leading businesses to showcase their good practices. One manager says:
Sustainable sourcing is key for us. How can we get people to understand what it means for our
business? Are there lessons from what weve done that can help other industries? Sustainable
sourcing is not just about sustainabilityit is also about managing and mitigating risks. This
issue is clearly one in which the business case and societal good are aligned, and yet many
businesses remain perplexed about how to manage their supply chains sustainably.
10. Those companies that try leading the sustainability frontier often end
up losing.
identified the hurdles and challenges described in this report, along with those businesses that
aim to overcome them, will help to shape this new business landscape. The concept of
sustainability is undeniably compelling. Done right, both business and society benefit.
bottom
up
principle, endogenous development JEL classification:
M100; M380.
Introduction
The changes in rural areas are closely related with dynamic,
constantly changing conditions of rural internal and real-life
environment that should be managed in order to avoid the
consequences of negative changes. There are many investigation data
of changes in management organizations, management models, etc. in
management literature (
Clement 1994; Zakareviius, Hannan, 2003; Vanagas, 2007; Melnikas,
Smaliukien, 2007; Raipa, 2010 et al.).
Unfortunately, the management of changes in rural areas is analyzed
insufficiently. Mostly the economic and social rural development
(Jasaitis, 2006;
Baleentis, 2011), rural development and environment protection
(Aliauskas, Jakien, Jankauskien, 2007), and other spheres of
sustainable development (Dapkus; Lisinskien; ukys)
are analyzed. Flora, Sharp, 1997 investigated the aspects of the
development of rural communal organizations, the dichotomy and
interaction of cities and villages, the changes of rural social
infrastructure, etc. One of the models of the rural area management
changes is the endogenous development model that is peculiar of the
change management using strategic means the basis of which
consists of the driving forces of rural area, and the utilization of the
potential of local resources to reach and implement strategic
priorities. Because every rural area is unique due to the behaviour of
the rural development actors, the abundance of local resources,
values, culture and problems, thus the changes
of the latter elements should be managed in the limits of the internal
country structure using the bottom
up principle.
Strategic directions of the European Union and the national
agricultural and rural development policy are oriented to the
improvement of the life quality of rural inhabitants and the economic
well-being while solving social and cultural problems, implementing
the integrat
ed strategies of rural development prepared following one of the main
bottom
up principles of
LEADER method and its utilization. Complexity of the rural
development policy, expansion of the EU, and intensification of the
local initiatives reveals the demand for intensive collaboration
between the scientists and local people. The determination of new
possibilities, the models of change management and strategic
directions, as well as the formulation of problems and problem
solutions requires some knowledge, and on the side of local population
readiness to study, participation and planning of the country future.
Therefore, the theoretical concepts of the rural area change
management should be analyzed more widely and after their utilization
are as follows: 1.
3.
Life Standards in Kretinga Municipality in 2007 2013 prepared by the local activity group, where great attention is
given
to the involvement of the population into the process of the strategy
preparation. The analysis of the
force-field
has been fulfilled trying to define the opposing and stimulating forces
by involvement of the local community into the strategy preparation
process. Theoretical and empirical tests allowed to appear the model
of the rural area change management in
accordance with the bottom
up principle.
Theoretical concept
s of the rural area change management in accordance with the
bottom
up principle
Criterion of classification
Content
Types of changes
technical; organizational; economic,
political, social, cultural,
demographic; sectorial.
Extent
Complexity
partial, systematic.
Management frequency
Speed
Environmental
slow, rapid.
internal (endogenous); external
(exogenous); mixed (neoendogenous);
positive, negative
are the system of values of the local population, rural history and
interests of the people, their attitude, recognition of forms, etc.
are the system of values of the local population, rural history and
interests of the people, their attitude, recognition of forms, etc.
Human resources
are the area-resident men and women, families, demographic and
professional characteristics of the population and social structure.
B o
u p
t t o m p r
i n c
i p
l e
Environmental services; -
Environmental safety; -
Landscape; -
Living environment; -
Agriculture; -
Crafts; -
Economical farming; -
Alternative activities; -
- Human capital; - Rural culture; - Education; - Employment; Traditions; - Values and principles; - Rural history.
Structures of rural public administration; - Community relations; Partnership and cooperation.
o p d o w n
p r i n c
i p
l e
2013
has been chosen. The aim of the analysis is to establish one of the
"bottom-up
2013
,2low impact
,1very weak or insignificant effect
).
The force-field of involvement of the rural population into strategy
development process of Kretinga district
Driving forces PROS
TOTAL: 21 POINT
TOTAL: 18 POINTS
increasing the forces pushing the plan of the changes forward. In the
present case there is a combination of two techniques, such as a
stimulating of driving force, i.e., the target problem / priority setting
policies to eliminate such negative developments as the forces
opposing the fear that the villagers will not allow for social innovation,
and will not want to get involved in the decision-making process. In
this case, involving rural people in decision-making process, it is
necessary to use different methods of involvement and awareness (of
their activities, and production of goods, possibilities to perform
certain functions, and continuity). In summary, there may be slight
errors in decision-making in the development of the strategy "The
Improvement of Life Standards in Kretinga Municipality in 2009
2013.
However, the more rural development actors will be voluntarily
involved in the decision-making process the lower will be the risk that
the strategy of the change management in rural areas is not feasible
or less effective. Utilization of the change management, and positive
stimulating or driving forces to eliminate the impeding or hindering
forces, ensure the greater opportunities for the prompt and effective
realization of the change tasks.
With the help of force
field an
alysis the composite elements of the change management of the rural
areas in accordance with the "bottomup principle of model should be oriented to the change of concerns
about culture, knowledge, perceptions of the actors of rural
development, as well as in promoting change, objectives and the
precise formulation of the distribution of tasks and functions.
The composite elements of the rural area change management in
accordance with the bottom
up principle of the
model
Managing the change in rural areas in accordance with the "bottom
up" principle there is a large and ever expanding management of
concepts, methods, and instrument abundance. On the other hand,
there is a significant gap between the tools of theoretical analysis and
their practical application. In this case, the great importance for the
model of the effective
change management based on the selection of the bottom
-up" principle have both internal and external or real-life environmental
factors. Rural development actors of all levels in order to achieve the
effective performance, and development, should coordinate their
the power and competence. At the same time, all the actors of rural
development perform certain functions in rural areas, which according
to figures from the surrounding environment can be divided into
environmental, economic, social, and political (institutional) ones.
These features of rural development actors include four main
dimensions of sustainable rural development and ensure an
integrated, continuous development. After the splitting of the function,
it is appropriate to provide lightweight, easily achievable targets and
initiatives to support their management. For long-term goals, but for
the fear of changes and the consequences of the lack of competence,
shortterm goals can be provided, as well as the quick wins" to achieve the
set plans by implementing a step
-bystep practice.
At the same time, the implementation of changes should be promoted
by including more rural development actors into the decision-making
process. In this way, not only the decision-making responsibility could
be shared, but also ensured the effective communication. The human
culture, understanding of the change management activities and, in
general, about the processes taking place in rural areas are faced
with.
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