Tuesday, April 2, 2013
1:45 PM-2:45 PM
: Council/Industry Specific
: General Presentation
: 200 level
Consider that facility management addresses the functionality of the built environment by integrating people, place, process and technology. Then consider some of the major forces behind organizational change: people, technology and economic interdependencies. Given the common elements of FM and organizational change, it is easy to see why the FM profession has such a significant impact on the success of corporate organizational performance. The FM organization must be able to enact change internally if it is to be able to support successful change at the corporate level and be considered a strategic corporate partner.
This session illustrates the importance of leading change in ways that support and enhance organizational performance and focuses on what drives organizational change. Also illustrated are common reactions to organizational change and strategies to navigate through change, while arriving at a new organizational reality.
Discuss what drives organizational change.Review how management and leadership differ in the context of organizational change.Explore common reactions to organizational change.Gain strategies to work through common reactions to organizational change.
Judie Cooper, CFM
Facility Management Analyst
Office of Facilities Management and Reliability
Judie Cooper is a facility management analyst in the Office of Facilities Management and Reliability of the Smithsonian Institution. Her major areas of responsibility include strategic initiatives, organizational development, benchmarking, research and implementation of best practices, and staff professional development and training, as well as a large FM internship program. She is also responsible for facilities policy development and work process analyses. Cooper’s background is in facility management and leadership, training and organizational development. She is a Certified Facility Manager and a graduate of the George Mason University's Facility Management Program. She was a change management consultant as a participant in an executive development program, and she worked with Fortune 500 companies as they experienced corporate mergers and acquisitions. She is the past chairperson of the IFMA Capital Chapter Education Team and the current president of the Museums/Cultural Institutions Council of IFMA. She is active in the American Society for Training and Development, the Society for Human Resources Management and the International Association of Museum Facility Administrators.