...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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...Modelling for Change: An Information Systems Perspective on Change Management Models Robert D. Macredie, Carl Sandom and Ray J. Paul Department of Information Systems and Computing, Brunel University, Uxbridge, Middlesex, UB8 3PH Tel: +44 1895 203374; Fax: +44 1895 203391 E-mail: Ray.Paul@brunel.ac.uk; Robert.Macredie@brunel.ac.uk Abstract This paper will focus on the topic of organisational change and its management from an information systems perspective. The paper will examine the issues raised during a review of the change management literature – looking at the major approaches to change management, namely, the planned, emergent and contingency approaches – as background to the issues raised in other papers in this theme of the book. As in the Management In The 90s (MIT90s) study, a very broad definition of the term IT is used to include: computers of all types, hardware, software, communications networks and the integration of computing and communications technologies. The paper will then examine change management within the context of Information Systems (IS) theory and practice. This will lead to a discussion of an emerging model by Orlikowski and Hofman which will be briefly reviewed to provide insight into the types of models which are likely to provide a focus for research in the area in the near future. The model also provides a strong and interesting framework against which to view some of the papers that follow in this theme of the book. 1. Introduction As...
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...been widely accepted that change is the only constant in life. Change is the process of moving from a current state to a potential future state, whether planned or unplanned and comprises of the expected and the unexpected (Dawson et al, 2014). Change is an ongoing phenomenon, existence is synonymous to change, as such, it is an integral part of the life of an organisation. Organisational change is the framework for managing the ‘transition state’ of the organisation. As earlier defined, change is a movement from a current state to a future state, however, for an organisation, there is a transition stage between the current and future state. The central managerial tasks rest within the transition state and centres around three core elements; “how to avoid resistance and motivate people to change, how to control and minimize the disruptive aspects of change, how to shape the political dynamics of change” (Dawson et al, 2014). As such, organisational change can be described as the movement over time from a current state to an emerging and uncertain future state which is sometimes planned and managed with the desire to secure set objectives and sometimes unplanned (Dawson et al, pg 90). In the hyper competitive and turbo charged changing business environment of today, managers strive to find stability within the uncertainties using planned change methods while conscious of the need for adaptability, flexibility and agility to leverage processual change methods in order to survive...
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...Change Management Organisations Title: 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. Eg. 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 behavior. Leaders have to make sure that such individual behavioral change is always regarded as instrumental to organisational change. * Change in the organisational structures and systems – reward systems...
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...RESISTANCE TO 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...
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...WEEK 1 – INTRODUCTION TO ORGANISATIONAL CHANGE Organisational change is an organisation’s response in process to external environmental changes. The pendulum of change: organisations will be at various stages, but desire to be on the OD side Organisational Focus vs. Organisational Transformational Focus OD – planned, long term, internal focus (strengthening the company for the future) (evolutionary) OT – unplanned, short term, reactive, external focus (revolutionary) Planned vs. Unplanned Planned change: an organisation’s ability to anticipate and respond to change (implementing new technologies) Unplanned change: organisations have limited time to respond and anticipate change (emerges as a response to unanticipated threat or event) Evolutionary vs. Revolutionary Evolutionary change: Slow, incremental but stable, change individual parts or departments, improve existing products Revolutionary: Fast, massive and establishes new equilibrium, transform entire organisation, new structure/management, introduce new products (Apple created a new smart phone in response to NOKIA, due to Steve Jobs). 1st order and 2nd order change First Order: incremental/episodic, adjustment in systems, changes maintains & develops Second Order: discontinuous, transformational, radical change that fundamentally alters the organisation (Revolutionary) Type of Organisational Change 1. Tuning: Incremental 1st order) 2. Adaptation: Incremental, reactive 3. Reorientation:...
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...Organisational Change Management Name Institution Course Date Organisational Change Management Introduction Currently, the economic pressures and changing political priorities allow the need for organisational change in the public and private bodies (Bauer, 2008). However, carrying out changes in an organisation is a complex process that can lead to negative and positive outcomes, thus it is important to concentrate on accessible evidence that would make the process effective and efficient. Change is considered a multi-level phenomenon. There is a gap on the literature regarding to management change in administration perceptive. Management literatures provide a number of cases of sectorial and organisational in the public sector (Sminia and Van, 2006). This indicates the relevance of exploring a number of literatures to determine the nature and range of evidence that is based on the change within public sector. This paper establishes an exclusive literature review that will provide evidence related to organisational management change (Fernandez and Rainey, 2006). This paper will explore some examples of organisational change, factors that leads to resistance to change before looking at the psychological contract concept of change. The paper will also set out research on sustainability of change and psychological change theories before concluding by exploring a number of literatures to determine in detail information on management change. Due to the technological development...
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...Literature Review Introduction Through the inter-connection between change management, knowledge management and people management, the author believes you can look at, assess, and analyse organisational readiness and responsiveness to change. This will done through the narrative cyclical approach (FIGURE XX). All of this works together to answer the research question of, “Is there a framework/s that can be used to help organisations increase organisational readiness and responsiveness to change”. Organisational readiness and organisational responsiveness are addressed throughout this literature review. The determinants and impediments of change in each branch of change management have been considered and addressed. Some elements fall outside the scope of the literature review and research. The literature review is structured in such a way that echoes this integration as illustrated in the following diagram (Figure XX). Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change. Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change. People Management Leadership Organisational Context. Culture. Organisational Learning. Knowledge Management. Change Management. Change Management Change Management is neither an art nor a science; it is an individual process relying solely on the organisation, individuals within the organisation (employees)...
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...Management Essays - Change Management Organisations 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. We can help you with your essay! Professional Writers Our professional essay writers can help you to make the most of your studies. Look below to find out how we can help. ESSAY WRITING SERVICE ESSAY MARKING SERVICE PLACE AN ORDER * Change in the individuals who work in the organisation...
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...importance of conversation in organisational change Steve Ryan, 17 Aug 15 INTRODUCTION Change is often forces upon organisations, be it through internal forces (e.g. a change in organisational strategy) or external forces (a change in government legislation or customer demand) (Jabri, 2012, p. 4). No matter the reason, it is important that managers, leaders and change agents are able understand the change process, predict issues and react appropriately. In an effort to further our understanding of organisational change, this paper will discuss how change is relational and, therefore, the product of mundane conversations. In achieving this, the paper will consider the meaning of organisational change, the meaning of conversations and social construction, and the role of conversations within change. In discussing these definitions and examining the role of conversations within organisational change, we will be able to highlight fictions within the change process and identify methods of negating them. UNDERSTANDING ORGANISATIONAL CHANGE The definition of change is one that has been discussed and debated by philosophers throughout the ages. An ancient criterion of change states that an object, x, changes if and only if there are distinct times, t and t’, and property p, such that x has p at t and fails to have p at t’, or vice versa (Lombard, 1978, p. 63). This criterion looks at change in the widest sense. To understand organisational change, we need look deeper...
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...provides examples of faux change and superfluous change. Within this discussion, these areas of change context are considered and evaluated with regard to how they may be identified and resisted. The report also defines and evaluates organisational change and the frameworks within which it may be undertaken. The impact of change is discussed and is followed by an analysis of resistance to change and the factors that may enhance or weaken it. The report then focuses on force field analysis before concluding with the point that although change may be seen as being inevitable, it must be carefully considered and strategically planned and justified before being implemented. Table of Contents 1.0 Introduction 1 2.0 What is Organisational Change? 2 2.1 Definitions of organisational change 2 2.2 Frameworks in which organisational change can be undertaken 3 3.0 Faux Change and Superfluous Change 4 3.1 Faux change 4 3.2 Superfluous change 4 3.3 Case study examples 5 4.0 Impact of Change 6 4.1 Organisational culture and change suitability 7 4.2 Resistance to change 8 Conclusion 9 References 9 1.0 Introduction This report is concerned firstly with organisational change and then with the extent to which a change may be necessary and whose interests may be served by a change process. The case study which provides the background and scenario for the report has two examples where change is instigated by an incoming manager but this change is either not necessary...
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...INTRODUCTION Organisational change is a crucial matter in any organisation. Through organisational change, organisations normally boost performance as it they work towards their preferred ideal state. Normally organisational change takes place as a reaction to an ever changing environment, a response to a current crisis, while sometimes the change is just triggered by the leading team or the management. Successful organisational change is not simply a process of adjustment but also requires appropriate managing capabilities. For achieving a successful change within an organisation there are so many topics to be taken into consideration. Thus this document looks at the causes of organisational change, its elements approaches, process, reaction to the change, management issues during the process of change as well as the possible factors that may lead to the unsuccessful organisational change. Part of this assignment will focus on techniques on how managers can effectively plan, organize, guide, control and create a culture that promotes a healthy employee attitude, motivation and behaviour during the period of organisational change. In the recent years it has been observed that most organisations went through changes in one way or the other. Organisations like Pay Pal, Google, Facebook, and YouTube has been observed to be among the top companies that change took them to higher heights. Just like any other organisations Botswana Post has in the recent years underwent through...
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...__________________________________________________________________________________________________ A Review of the Concept of Organisational Learning By Catherine L Wang & Pervaiz K Ahmed Working Paper Series 2002 Number ISSN Number Catherine L Wang WP004/02 ISSN 1363-6839 Research Assistant University of Wolverhampton, UK Tel: +44 (0) 1902 321651 Email: C.Wang@wlv.ac.uk Professor Pervaiz K Ahmed Chair in Management University of Wolverhampton, UK Tel: +44 (0) 1902 323921 Email: pkahmed@wlv.ac.uk © University of Wolverhampton 2002 - All rights reserved A Review of the Concept of Organisational Learning _________________________________________________________________________________________ Copyright © University of Wolverhampton 2002 All rights reserved. No part of this work may be reproduced, photocopied, recorded, stored in a retrieval system or transmitted, in any form or by any means, without the prior permission of the copyright holder. The Management Research Centre is the co-ordinating centre for research activity within Wolverhampton Business School. This working paper series provides a forum for dissemination and discussion of research in progress within the School. For further information contact: Management Research Centre Wolverhampton Business School Telford, Shropshire TF2 9NT !01902 321772 Fax 01902 321777 2 Management Research Centre 2002 A Review of the Concept of Organisational Learning _________________________________________________________________________________________ ...
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...Managing Change in a Contemporary Organisation At the beginning of the 21st century the forms of change within organisations have been innovatory and a widespread conviction has arisen as to the revolutionary nature to such changes as a sign of the times, (Pettigrew & Massini, 2003). While Tushman & O’Reilly III (1996) argue that the industry level of studies has not been helpful in illustrating the path of organisation’s change, Greiner (1972) outlines a corporate growth model in order to provide a useful framework in understanding organisational change. Psychologists believe that learning as a human behaviour can be defined as the relatively permanent change in actions as a result of experience or practice, (Baars, 1986). Reflecting and highlighting this concept in relation to an organisation it is subsequently essential to look at organisational change from a historical perspective as organisations learn from their own experiences. Thus innovations in terms of evolutionary and revolutionary change occur at each organisational growth level as determined by Greiner (1972). To answer these fundamental questions about the nature of organisational change it is vital to distinguish between two levels of change. Similarly the factors that directly influence organisational behaviour and organisational features that determine these factors should be examined in turn need to be considered. In line with Greiner’s (1972) theory each of the organisational elements and processes are shaped...
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...John Becker a man with a good history in organisational management became the General Manager. Becker introduced an empowerment strategy as an aspect that would increase employee motivation and satisfaction. The practice reduced the bureaucratic governance that was embedded in the past management. The employees were now able to get involved in decision making, creativity, and innovation. Interaction with top management was also encouraged. Becker's policy however did not improve the performance of the organisation, he spent a great deal of time solving employee problems, there was an increase in the number of complaints by customers and an increase in mistakes made by the employees. The performance of the organisation therefore deteriorated. Symptoms & Causes of Deterioration of Performance: Symptoms & Causes of Deterioration of Performance, Cultural factors, Communication factors, Staff performance: 1. Personality and organisational fit 2. Job design and role ambiguity 3. Espoused and enacted values Power hierarchy & decision making process 4. Stress 5. absenteeism, 6. high staff turnover and 7. Job satisfaction Major issues in the case: Major issues in the case Organisational change inadequately managed. • Following this, Becker did not employ a communication strategy that supported the dissimilarity between management and employees and their different cultures. • Unclear decision making process and power hierarchy within organisation...
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