...Nursing Management, 2000, 8, 265±272 The development of a model to manage change: re¯ection on a critical incident in a focus group setting. An innovative approach M. CARNEY RGN, RM, RNT, FFNRCSI, MBA (HONS) Lecturer, School of Nursing and Midwifery, University College Dublin, Ireland Correspondence Marie Carney School of Nursing and Midwifery University College Dublin National University of Ireland Earlsfort Terrace Dublin 2 CARNEY M . (2000) Journal of Nursing Management 8, 265±272 The management of change: using a model to evaluate the change process. An innovative approach management of change. The Change Management Model may provide nurse managers or change agents with a structured and measurable model for managing and evaluating the change process. A measurement constructs tools to further assist the evaluation process is also described. Background The author argues that certain key variables can be identi®ed which contribute to the successful implementation of change. These variables include critical success factors for change, communication issues, change dynamics that include resistance or acceptance of change, and the variables related to the management of the implementation and evaluation stages of the change process. Key issues Change is a constant in the health care ®eld. Nurse managers must learn to accept change as a normal process and to develop coping and managing strategies for the successful management of change. This acceptance of change as a...
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...Journal of Change Management Vol. 6, No. 3, 235 –256, September 2006 Challenging the Code of Change: Part 2. Crossing the Rubicon: Extending the Integration of Change NIGEL LEPPITT Haldane Associates, Middlesex ABSTRACT It has been argued that the two most common approaches to change management adopted by organizations, Theory E and Theory O, represent an inefficient dichotomy and integrating elements of both into any change initiative has been proposed. The dichotomy in a Theory E approach, incorporating practices driven by an economic imperative and a Theory O approach, incorporating practices for improving organizational capability are questioned by this research. By comparing the integrated model identified by Beer and Nohria (2000) with 18 other change management approaches, the limitations of their model are exposed. Considerable similarities are observed between change management models and this leads to the conclusion that a more comprehensive integrated model should be developed and tested. This includes the importance of identifying the context for change as a prerequisite to change design. Initial research validated the use of an extended list of critical success factors, the utility of a new model for initiating change and reinforced the importance of a contingency paradigm. KEY WORDS : Change, change management, integrated change, business transformation Introduction In the first part of this research ‘Challenging the Code of Change: Part 1. Praxis does...
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... Company Background…………………………………………………………………… Organizational change………………………………………………………………….. PESTLE analysis,…………………………………………………………………………….. Drivers for Change………………………………………………………………………….. Objectives…………………………………………………………………………………….. Organizational change………………………………………………………………….. Types of Organizational change…………………………………………………… Change Process…………………………………………………………………………….. Types of change …………………………………………………………………………. Planning the change process………………………………………………………….. Planning Change Models …………………………………………………………………. Change at Ranbaxy………………………………………………………………………….. Models for change…………………………………………………………………………… Guidelines for successful change management……………………………………. Human factors involved in the proposed change………………………………. Reasons for resistance to change:……………………………………………………… Process of implementing the change…………………………………………………. Change Management…………………………………………………………………………. Evaluation……………………………………………………………………………………… Conclusion…………………………………………………………………………………………. PURPOSE: This report try to explain the organizational change implemented by the company named Ranbaxy and how effectively they managed the change and how they met with success in achieving their objectives. For the purpose of this report, the cultural change Ranbaxy implemented and post merger integration of the R&D department...
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...THE CHANGE PROCESS Introduction: Iware Logic Solutions ℗Ltd is an IT Solutions firm and consultancy service provider. Iware offers world-class IT services to Commercial and Government sector clients. The firm has a group of clients that includes Small, Medium and Large Scale Industries. The establishment is located in Bangalore, a prominent city in the southern part of India. Change; be it bigger or smaller is a response to the internal and external environment of an organisation. Resilient organizations are repeatedly connected and quick to react to the situations they inhabit in the world of busyness. Managing the change process starts from identifying the necessity to change, designing the change and walking the organisational people through the process since organizations never change but people do. 1.1 - Determine the organisation’s position in the sector and market within which it operates Iware operates in IT sector and the competition is always increasing. The growing competition is challenging the sustainability of the firm and affecting the profitability. The company has to be careful in every contract to achieve the objectives since it is in the beginning stage. The organisation had faced issues with the decreasing number of clients and customers due to the challenges and competition in the market. The firm follows a centralized method of decision-making and control where decisions are made strictly at the top management. The management found...
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...Change Management Organisations Change Management Strategy Report Organisations are highly specialized systems and people working within the organisations are generally cynical to change in the work environment as they don't want to get into uncharted territory. It is the natural tendency of human being to live in their comfort zone and no one likes to be comfortable being uncomfortable even for a short duration (during the change process). But, for organisations to survive and succeed in the current environment change is no longer optional. Organisations have to learn to love change to stay ahead of competition. * An overview of change management Definition - Change management is about moving from one state to another, specifically, from the problem state to the solved state (Jung, 2001). But, the organisational terminology for change management can be varied and ‘change' may be used under different terms. E.g. when a company talks about re-engineering, restructuring, promoting cultural transformation, or keeping pace with the industry, then it is talking about change. Lewin (1951) conceptualized that change can occur at three levels. * Change in the individuals who work in the organisation – that is their skills, values, attributes, and eventually behaviour. Leaders have to make sure that such individual behavioural change is always regarded as instrumental to organisational change. * Change in the organisational structures and systems – reward systems, reporting...
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...Table of context Introduction 2 Theory Kurt Lewin 2 Organization culture and the need for change 4 Develop management 6 Conclusion 7 References 9 MANAGING CHANGE AND CHANGING MANAGERS FROM ABC TO XYZ. Introduction According to: (http://staffs.academia.edu/documents/0032/6728/RJCM_A_135908.pdf) “Change management has been defined as “the process of continually renewing and organization’s direction, structure and capabilities to serve the ever-changing needs of external and internal customers” (Moran and Brightman, 2001, 111). In fact, a kind of things enclose organization such as customer, top manager, employee and organization culture which could influence organization and show the way to internal changes. This research paper analyzes managing change in two different companies; ABC engineering company and XYZ Construction Company. XYZ could manage some difficult changes successfully but ABC still has problems from refusal to accept organizational changes. It means the company could not achieve the required changes, unless it saw the need for change in management and organizational culture. Theory Kurt Lewin This theory has 3 stage models: 1. Unfreezing stage According to: (http://nationalforum.com/Electronic%20Journal%20Volumes%5CKritsonis,%20Alicia%20Comparison%20of%20Change%20Theories.pdf) “Lewin, the first step in the process of changing behaviour is to unfreeze the existing situation or status quo. The status quo is considered the equilibrium...
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...Change management Name Institution Affiliation Change Management Introduction Change is unavoidable in the modern business environment due its dynamics. Managers have to plan for change effectively to ensure that they achieve their desired objectives and there is little resistance to change from the employees. The following discussion analyzes leadership change management intervention. Change management entails the transformation of business processes or structure of the firm to ensure the firm can adapt to the business environment. The management has to determine the factors that are necessary for change in the company such as new legal requirement or business opportunity in the market that makes the change necessary for the company (Cameron & Green, 2012). After identifies factors that promote change in the enterprise, the management has to determine the result that they aspire to gain from the change and the people that will be affected by the transition (Creasey & Hiatt, 2003). Project change phases For change to be successful, the management has to plan for the transition process. The first phase entails preparing for change. The business management has to define its change management strategy by determining what will be changed, who will be involved, and why the change. Transition in business should focus on the people in the workplace to ensure that the process goes smoothly and according to the plan (Harrington, 2006). The plan should indicate the...
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...Leadership experience Introduction Management is a vital process in the smooth running and operation of a company or organization. It is in the management level that a clear vision and mission of a company is set (Holan & Phillips, 2002). Leadership and management are therefore essential in achieving organizational goals and objectives. The Riverside Pediatric Associates case is common in companies and entities that fail to fit into the dynamics of an expanding work place. Human population is constantly increasing and so are clients of a once best rated health facility. However, the changes of the Riverside pediatric facility are not in conformity with the fast increasing demand for medication. Worse still are the incongruities of management and leadership at the facility leading to a mess of situation. Doctor’s roles have been inflected and assumed the roles of administrators; fields which they have no glimpse of or even knowledge of how management of a hospital is run for a dynamic society. The effect is devastating as patients’ demands are neglected. The doctors, also feel unhappy about their job, and so the whole system comes down crumbling due to the rot in the leadership and management of the facility. To reverse the trend, drastic and deliberate changes have to be effected in the leadership and management of the facility. In this assertion, the whole range of management, leadership and administrative principles of a company or organization have been discussed. More...
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...Change Management MGT 426 July 29, 2013 Change Management The roles of managers and individuals in change management are often intertwined; the organizational arrangement consistently seeks to engage both individual employees and his or her management teams in the course of organizational change. The goal of this is to engage employees and encourage them to adopt a new way of functioning in their careers, and it often falls to the management team specifically tasked with change management to make this process as painless as possible. The change management process usually consists of five parts: the change management team, executives, senior managers, middle managers, supervisors, the project teams, and the project support level (Change Management Learning Center, 2013). When each manages to fulfill their roles, healthy change occurs at the individual employee level, and the change is often successful. The change management team is responsible for developing the change management strategy and plans and is integral to the success of the change. The executives and senior managers launch the changes set forth by the change management team and are known as sponsors for the change. The middle managers and front-line supervisors coach their direct reports through the changes that will imprint on their day-to-day work. The project team manages the technical side of change, and integrates change management into the project plans. The project support functions support the different...
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...Managing Resistance to Change August 24, 2010 EXECUTIVE SUMMARY Organizations initiate change efforts for countless reasons. Failure to properly manage these changes can cause an organization to decline or even fail. Most organizations are faced with ongoing changes due to internal and external pressures. These pressures can lead to strategic changes that affect the entire organization or incremental changes that have a direct impact on a specific area. Given the economy today, organizations must continually scan their external business environment to maintain their competitive advantage by making internal adjustments. Whenever you have change that moves employees from a known to an unknown state, you can best believe you will encounter resistance. Taking employees out of their comfort zone creates fear and uncertainty which results in resistance. Employees resist change for a number of reasons such as a lack of understanding around the change, personal conflicts, differing perceptions, mistrust, social disruption or the potential for loss on a personal level such as power, status and influence. Most of these barriers are a result of ineffective communication. Effective communication can be seen as the bloodline through a change process. Without it, you risk failure to your change initiative. When a change initiative is undertaken, it’s important the organization employ a change manager who is skilled and competent in change management. Change managers must be...
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...MANAGEMENT OF CHANGE INTRODUCTION It is said that the only constant thing in life is change. This means that change is to be expected in all aspects of life yet most people find it difficult to adapt to change. Change is so fundamental to all things in the world that it is the most important obstacle to overcome in a game of survival of the fittest. It is constant for all times. Those who adapt to change evolve and become better like the butterfly while those who resist become extinct like the dinosaur. Bill Gates, the founder of Microsoft, believes that people who are reactive and let change overwhelm them or pass them by will perceive change negatively. But those who are proactive seek to understand change and embrace it; the idea of something new is positive, exciting and uplifting. Organisations that have realized the inevitability of change have accepted the onerous tasks of managing it. This unchallengeable fact may have been the reason behind the craving by many to understand change, as a phenomenon from wider and deeper perspectives. Consequently, this perhaps, has attracted to the field of management, a flood of change theories and practices. Peter Drucker defined Management as a multipurpose organ that manages a business, managers, workers and work, while Peterson and Plowman defined Management as the process by which purpose and objectives of a particular human group are determined, clarified and effectuated. According to Harold Koontz, "Management is the art...
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...ORGANISATIONAL CHANGE Introduction Resistance is a common reason for the failure of change initiatives. The subject is thus of extreme importance to management. This paper explores the contention by King and Anderson that a common theme in defining resistance is “a naïve and managerialist assumption that resistance is counter-productive – even irrational – behaviour which needs to be overcome” with an emphasis on organisational change. It begins by looking at organisational change and its managerialist perspective and then examines resistance in an organisational setting. It ends with suggestions on how resistance to change should be managed by organisations. What is organisational change? Organisational change can be described as the transformation of an organisation from a current state to another, desired state. In all definitions of change there is the emphasis on the alteration from one state to another (Goodman and Kurke 1982). This process can be either structured or unstructured and can be either incremental (an improvement on an existing state) or transformational (a total transformation to another state). Organisations themselves have been defined as “social arrangements for the controlled performance of collective goals” (Huczynski and Buchanan 1991) and Rogers (1962) defines change as an alteration in the structure and function of a social system. While no consensus exists as to why organisations change (Hughes 2010), it is generally accepted that change is an inescapable...
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...Change is an inevitable part of any organization. Organizations are faced with the challenge of choosing how to correctly handle the organizational change process. Establishments have two options when it comes to the change process they can choose to handle the change with organization and proper planning or they can choose to implement the change without ensuring proper planning or implementation. Many theoretical models have been established to ensure that organizations have references to use when implementing change in an organization. Below Kurt Lewin’s change model will be explained and used to analyze the change that occurred several years ago at successful independent bookstore called Concord Bookshop. The Concord Bookshop is a 64-year-old independent bookstore in New England that underwent big changes. Kurt Lewin was a psychologist who studied change implementation. Lewin’s change model includes three phases the unfreezing, changing, and refreezing stage. The first stage in Lewin’s model is the unfreezing stage. In this stage the individual or individuals are proposing a process to change and have to provide the individuals affected with an understanding of why this change is necessary. Nancy Borkowski (2005) states that the unfreezing stage is when the, “workers involved in perpetuating resistance acquire an understanding of variances that exist between current practices and behavior and desires activities and behavior” (p.384). This stage did not occur during the...
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...Team A Management and Communication Plan XXXXX MGT/311 February 25, 2014 Instructor XXXX Team A Management and Communication Plan Introduction Riordan Manufacturing has requested team alpha as consultants to implement a single customer managing system. Team alpha must create a management plan, since the company does not have a formal management plan in place. Secondly, the team will devise a communication plan for Riordan Manufacturing. The management and communication plan will include outline details of each system. A conclusion at the end of the paper will explain why this would an optimum plan for Riordan Manufacturing. Change Management Plan Since Riordan Manufacturing does not have a formal customer managing system for their employees, Team alpha must first create a formal power structure that informally empowers all employees effectively. The management plan will examine the business culture, employee’s behavior, and employee’s resistance. Backup strategy implements are included at the 12-month period if the primary power structure fails. First, team alpha will discuss their primary power structure. Current Formal and Informal Power Structures The current power structure at Riordan Manufacturing based on the principle of using controlling force to motivate their employees. The company uses threatening tactics with negative write-ups or even termination. This type of formal power structure is a coercive power structure. The negative formal power structure...
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...Change Management in British Airways Name Class Affiliation Instructor Date Table of Contents Introduction 3 Context of the change 3 Evaluation of the nature of such changes 4 The change management strategy 5 The challenges and difficulties in implementing such changes 6 Change management model 8 Stakeholders 10 Managerial challenges 11 Overcoming resistance to change 12 Managing change 12 Conclusion 14 Reference 16 Introduction UK largest international Airline, British Airways, is among the leading airlines in the world, with one of the most extensive route network, running internationally (British Airways, 2010). The income of the airline has been on the increase with the profits for the period between 2007 and 2008 being a total of £8,753, which translated to 3.1% more than the previous period. Throughout its operating years, British Airways has faced different challenges, as it is for all other companies in the industry. During the year 2007, the American economy experienced a crunch due to the bursting of the housing market. This was the beginning part of the 2008 economic crisis, or recession, which had global effects (Åslund, 2010). Like any other industry, the UK airline industry faced a major setback, British Airways being one of the companies and there was a need to implement changes for long company survival. This paper is an analysis of the changes implemented by the British Airways in the period between 2009 and 2011, and the challenges faced...
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