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Informationen zum Autor Since 1985, the Center for Chemical Process Safety (CCPS) has been the world leader in developing and disseminating information on process safety management and technology. CCPS, an industry technology alliance of the American Institute of Chemical Engineers (AIChE), has published over 80 books in its process safety guidelines and process safety concepts series, and over 100 training modules through its Safety in Chemical Engineering Education (SACHE) series. Klappentext An understanding of organizational change management (OCM) - an often overlooked subject - is essential for successful corporate decision making with little adverse effect on the health and safety of employees or the surrounding community. Addressing the myriad of issues involved, this book helps companies bring their OCM systems to the same degree of maturity as other process safety management systems. Topics include corporate standard for organizational change management, modification of working conditions, personnel turnover, task allocation changes, organizational hierarchy changes, and organizational policy changes. Zusammenfassung An understanding of organizational change management (OCM) an often overlooked subject is essential for successful corporate decision making with little adverse effect on the health and safety of employees or the surrounding community. Inhaltsverzeichnis List of Tables xi List of Figures xiii Files on the Web Accompanying This Book xv Acronyms and Abbreviations xvii Glossary xxi Acknowledgements xxiii Preface xxv Introduction and Scope 1 1.1 Case Study- Hickson and Welsh LTD, England (1994) 1 1.2 Introduction 3 1.3 The Need for Management of Organizational Change 5 1.4 Organization of the Book 6 1.5 A History of Organizational Change Management 11 1.6 Definitions Related to Management of Organizational Change 16 Corporate Standard for Organizational Change Management 21 2.1 Case Study - BP - Grangemouth, Scotland (2000) 21 2.2 OCM Background 24 2.3 Management Commitment 25 2.4 OCM Policy 26 2.5 OCM Workflow 27 2.6 OCM Procedure 28 2.7 Definition of Organizational Change 29 2.8 Roles and Responsibilities 32 2.9 Initiate an Organizational Change 32 2.10 Review the Change 34 2.11 OCM Risk Assessment 35 2.12 Action and Implementation/Transition Plans 55 2.13 Post-Implementation Monitoring 59 2.14 Closeout 61 2.15 Conclusion 61 Modification of Working Conditions 65 3.1 Case Study - Esso - Longford, Victoria, Australia (1998) 65 3.2 Modifying location, communication, or time allocation for people 68 3.3 Case Study - Changes in shift schedules and staffing during turnarounds 69 3.4 Changes to terms and conditions of employment (e.g. hours, shifts, allowable overtime) 72 3.5 Staffing during turnarounds, facility-wide emergencies, or extreme weather events 74 3.6 Impacts and Associated Risks 76 3.7 Special Training Requirements 79 3.8 Conclusion 80 Personnel Changes 83 4.1 Case Study - Union Carbide - Bhopal, India (1984) 83 4.2 Case Study - Bayer CropScience, LLC - Institute, West Virginia, USA (2008) 87 4.3 Changes in Plant Management, Such as Plant Manager or EHS Manager 91 4.4 Replacement of a Subject Matter Expert (SME) 92 4.5 Replacing the Incumbent in a Position that Directly Affects Process Safety 93 4.6 Strikes, work stoppages, slowdowns, and other workforce actions 93 4.7 Emergency Response Team Staffing 95 4.8 Impacts/Associated Risks 95 4.9 Organizational Change Procedures versus OCM for new hires, promotions, etc. 97 4.10 Conclusion 98 Task Allocation C...
