...business environment, organisations feel the need to look for quick change options, even if it means not giving proper consideration for the possible ramifications. Change theory argues that change must be considered and planned carefully. However, in this fast-paced business world, the complexities of change are sometimes overlooked in order to implement change quickly, especially in reactive circumstances, which leads to simplistic solutions and the search for one right way to change management. When possible though, change should be considered carefully so it does not act against an organisation’s strategic goals. This essay will firstly discuss the one right way to change and how no change theory is all encompassing, even though many models of change prescribe that it is the definitive change solution. The essay will look at environmental impacts that influence change. The punctuated equilibrium model and emergent change model suggest that the current business environment is volatile and unpredictable, which make planned change hard to achieve every time, especially when change is reactive. This essay will also discuss of the role of a change agent in organisations and whether using internal or consultant change agents affect the change process. On the surface, the one right way to change is unrealistic and potentially goes against the best interests of the organisation. Burnes (1996) argues that theory not only prescribes what an organisation should do, but also denies...
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...news that the upper management has decided to downsize his or her department; he or she have to find out the reason for the downsize and why? Once the manager has the answers, then he or she will figure a way to communicate with his or her employees about the change. It is not easy to mold the employees into accepting the changes that the upper management has issued, and there lies the challenge that a manager has to deal with. Before going into explaining ways that a manager will implement change, to include figuring out a way to motivate the employees through the change, it is best to explain first hand just what an organizational change is and the necessity of it. Many have sought to explain the fundamentals of change, how to manage change, and why change is so difficult to achieve. In spite of numerous theories, models, and multistep approaches, organizational leaders lack a clear understanding of, or ability to engage, the steps necessary to implement change successfully (Armenakis & Harris, 2002). Research suggests that the problem is limited understanding of change implementation techniques and inability to modify one’s management style. Organizational change simply means a form of transformation or alteration of major sections within an organization. The necessity of change within any organization is to improve its performance. Understanding organizational change involves examining types of change within firms. No matter its size, any change has a ripple effect on...
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...Knowledge Management. Contemporary Trends and Issues ORGANIZATIONAL LEARNING Povilas Brilius Baifoteka Ltd, Lithuania, povilas@baifoteka.com Abstract: Organizational Learning (OL) is recognized to have established itself as a discipline. However, it remains unclear what it is primarily focused onto – practical problem solving or theoretical descriptive analysis. Due to largely fragmented literature, sometimes interweaving concepts and a variety of attitudes, practitioners find it difficult to easily apply this field, meantime theorists call for more comprehensive understanding of OL. This article focuses on contemporary trends in OL research. It argues and unveils that current OL investigation has made a shift towards holistic and integrative approach in which individual has more powers to make a decision. Article illustrates such contemporary shift of mind by (a) summarizing most important literature in the field (b) providing examples of latest research in OL area. For a smoother analysis, author builds and applies working framework of dichotomies between concepts (dialectical approach). Keywords: organizational learning, contemporary trends, holism. JEL Classification: D800, D830 1. Introduction During the last 50-60 years Organizational Learning (OL) has undoubtedly established itself as a discipline – a number of concepts have been constructed and applied theoretically, numerous schools with distinct models have emerged. However, a question may be posed – to what...
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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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...Change Management and Leadership Theories 1. Introduction We live in a world of change impacted by the financial crisis and technological advances causing businesses that fail to evolve to fail. Change can be described as the ‘substitution or succession of one thing in place of another’ to the ‘alteration in the state or quality of anything’ (Hayes 2010). Hurn (2012) argues that “new market opportunities will arise and these will involve the need to adapt and adjust to change in strategic thinking in order to compete and survive”. Continuous change when it happens, needs constant updating of working approaches and social advances. Orlikowsky suggests that continuous change involves individuals and groups, who will be dealing with breakdowns, exceptions, opportunities that the change will bring with it (Hayes 2010). This analysis will show the most important theories of Change Management: Kotter’s 8 steps, Lewin and Prosci. Additionally we will look at Leadership theories such as Trait, Transformational and Great Man Theory, followed by a critical discussion on the role of Leadership in Change Management and finally an analysis in the case study of Biogen Idec Inc. 2. Literature Review 2.1. Change Management Theories 2.1.1. Kotter’s 8 Steps In 1995 Jhon Kotter introduced an 8-step change model for helping managers deal with transformational change, Webster (2012). The model outlines an organized and effective approach of managing a major change. Kotter (2007)...
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...1981, Asda wanted to increase profits by reducing costs and offering higher-priced products. With this change, Asda lost the price-leadership position and started to lose its customers. In 1991, the £4.5 billion organization had a debt over £1 billion and Asda’s stock price had crashed from over 100 pence to below 30 and had become highly bureaucratic and hierarchical. Archie Norman was offered the position as the chief executive who hired Allan Leighton shortly after. During 1991 – 1997 they turned an organization nearing bankruptcy into a profitable one. In 1999 Walmart bought over Asda for 8 times the price at 1991. How did Norman and Leighton do this? This was achieved by simultaneously integrating Theories E and O effectively they were able to implement a successful approach to the organizational change. Listed below are changes that were made to the respective dimensions using the integration of the Theories O and E to improve both Economic Value and Organizational Development. GOALS Theory E – Increase Share Holder Value Norman’s number one objective was to secure value for the shareholders and on his first day he fired the CFO who was a contributor to ASDA’s disastrous financial policies, he then hired a new CFO to oversee the sale of business that were not the core of ASDA. The spending was halted by imposing a wage freeze on Management and workers. Excess...
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...OrganizationaL Development Considerable changes occurs when an organization make compensation for errors within its overall strategy for achievements or make any modification to its existing operations. The purpose of this paper is to study the broad principles of organizational development, explain the process of organizational development, identify the theories associated with organizational development and describe the conditions necessary for successful organizational change and development. “Organizational development is a set of behavioral science–based theories, values, strategies, and technologies aimed at planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members’ on-the-job behaviors’’ (Porras & Robertson, 1992). Process of Organizational Development Organizational development is a process by which organizations use the theories and technology of the behavioral sciences to facilitate changes that enhance their effectiveness (Jex & Britt, 2008). According to an article found in The Resource Behind Human Resources website, the OD Process is based on the action research model that begins with an identified problem or need for change. The process proceeds through assessment, planning of an intervention, implementing the intervention, gathering data to evaluate the intervention, and determining if satisfactory progress has been made...
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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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...How Organizations Are Reacting to HRD Change Author Note How Organizations Are Reacting to HRD Change Change can be a difficult concept to rationalize, especially when it comes to organizational change. Just imagine that an organization or institution has been operated in a certain way for a long time and now all of a sudden there is a feeling that change is needed. There could be fight back coming from both leadership and employees. Sometimes people get into a comfort zone and they feel there is no need for change. This is especially evident if it is a common thought that the organization is doing well. So why would you need change if you feel you are doing well? The main reason is that pressure from increasing competition, globalization, technological developments, and other forces has created an environment that rewards organizations that are capable of identifying trends and issues and responding quickly to them (Werner & DeSimone, 2012). With this thought, it is imperative that organizations are able to make the changes necessary to remain competitive and strive in challenging times. The important aspect of change is how the organization plans for the change. The organization needs to use planned interventions in order to ensure that the change is having the original positive impact. An intervention, or intervention strategy, can be thought of as the plan in which the organization intends to improve the organization and how it intends...
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...3 3. Change Analysis Model...……………………………………………..3 3.1 SWOT………………………………………………………………3 3.2 PESTEL…………………………………………………………….3 3.3 Type of Change…………………………………………………....6 4. Change Model……………………….…………………………………..6 4.1 Kurt Lewin’s 3 steps Model…………………………………….....6 4.2 John Kotter’s 8 step Model…………………………………….…7 5. Leadership Theories for Change Management……………………...7 5.1 Transactional …………………………….………………7 5.2 Transformational…………………………………….…...7 5.4 Relationship………………………………………………8 5.3 Contingency …………………………..………………….8 5.4 Situational………………………………………………....9 6. McKinsey’s 7S Model ………………………………………………..….9 7. Critical Analysis of Change and Leadership Theories……………… 10 8. Recommendations….…………………………………………………....11 9. References………………………………………………………………..13 10. Appendices……………………………………………………………..19 1. Introduction 1.1 Change and Change management Change is the need of all organization’s to remain in completion and satisfy the increasing demand of the clients and achieve the desire objectives of the firm. The need to change is driven by internal factors such rapid technology advances or innovations, or external factors such as competition or new legislations (Chahal and Price, 2006). According to (Jeff and Timothy, 2003), Change management is the implementation of systematic process and tools for directing the people side of change to achieve the goals. Change management...
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...BHM329 STRATEGY, CHANGE AND LEADERSHIP Number of Aston Credits: Number of ECTS Credits: 15 7.5 Staff Member Responsible for the Module: Dr Yves Guillaume Work & Organisational Psychology Group Aston Business School, South Wing, Room 8017, Extension 3252 Email: y.r.f.guillaume@aston.ac.uk Dr Nicholas Theodorakopoulos Work & Organisational Psychology Group Aston Business School, South Wing, Room 8015, Extension 3472 Email: n.theodorakopoulos@aston.ac.uk Availability: See Blackboard or contact WOP Group Administrator Mrs Jenny Thomson, SW802, Extension 3257 Pre-requisites for the module: None. Mode of Attendance: On Campus Module Objectives and Learning Outcomes: Enhance understanding of different forms and levels of organisational change, using key concepts from organisational theory and practice. Introduce students to theoretical concepts and tools that can be used to manage effectively organisational change. To provide students with the most current, and best available scientific evidence on approaches of leadership effectiveness and development in organisations to enable students to critically evaluate the validity and usefulness of these approaches. To provide students with the knowledge and practical skills to enable them to work most effectively in organisations through leading and influencing At the end of the module students will be able to: Appreciate the organisational and environmental factors that drive organisational change. Understand different...
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...random changes in climate occur and global warming is on a rise, environment has become an area of concern for all. Organizations are keen to attain benefits along with environmental sustainability (Lewin, 1964). Organizations have to cope up with numerous challenges like reducing its carbon footprint, measuring emissions and innovating technologies (MSA, 2008). Change is a never-ending process, having an impact on both our personal as well as professional lives. Changes in an organization can occur both internally and externally. A variation in the management system, financial procedures or organization’s culture is all internal changes, where else external change include technological change, social or political change or economical change. All these happenings have a major impact on the environment as well as on the organization's growth. Researches have shown that the question of concern is “What is the importance of organizational change model?” The Models assist the managers to understand change in a wider scope as why change occurs (the causes and drivers), how and to which extent the change will occur (the timings, procedures and stages), and what will be the outcome of the changes (its effects and ways to measure). It is wise to review different models by researchers, as each model will give us a clearer picture and understanding about the aspects of change. Furthermore, We shall discuss the effect of changes in organizations on environment and one of the Change Models...
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...and understanding of change management: Change management is a process of a continuous development of an organisations structure, capability and direction to serve the changing business environment as well as changing needs of customers (Moran & Brightmen, 2001). For both operational and strategically level of an organisation change is essential. There are number of change management model and theories have been evolved over time in order to successfully implement change in an organisation. The three step model of change is the considered as the first step of change. This three step model has three different components; 1. Unfreeze, 2. Freeze and 3. Refreeze. The unfreezing process model concentrates on breaking organisations current regulations so that changes can be brought. Moreover, the second step on the other hand is the implementation of the change and the third step explains the acceptance of change. The first step however, was taken into consideration so that employees are not resistant to change and make more acceptable way of doing things for the organisation. (Lewin, 1947). The third step on the other hand and the final step of the change which attempts the institutionalisation of new behaviour. However, the three step model thought to be too simple and has ignored many facts that impact change in an organisation. According to Lewis (2003), Kazmi (2013), the three step model of Lewin’s is the base of many later theories of change, but it’s too simplistic...
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...The Heart of Change Review Introduction What is organizational change? Organizational change occurs when a company makes a strategic effort to improve the performance of the organization or functions of the organization, such as a group or a practice. The goal of organizational change is to increase the effectiveness of the change effort, while decreasing employee opposition and the cost associated with the change. Change is inevitable in today’s business community if an organization wants to remain competitive and to increase profits. With an increase in globalization and advancements in technology, companies are forced to make changes if they want to stay in business. Unfortunately, most change efforts fail due to resistance and lack of support. Most people are afraid of change, and managers have to be very skilled in getting the employees to commit to implementing the changes. Successful change efforts are based on individuals at the organization responding positively to the transformation. So what can an organization do to bring about successful change? Research suggests that change is more effective when it’s driven from within by the upper management team of the organization. Employees are more than likely to buy into the effort if they feel it’s being supported by the top brass. If the employees get a sense that upper management is not championing the cause, then they will not support it. In addition, the change effort must also tie in with the culture...
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...Content A. Preface 2 B. Motivation i. Introduction 2 ii. Understanding Motivation - Herzberg Theory 3 iii. Applying Motivation - Personal Life and Work Condition 4 - Participative Management 4 - 5 - Rewarding Employee 5 C. Communication i. Introduction 6 ii. Function of Communication 6 - 7 iii. Organization Communication 7 - 8 - Physical Group Networking 8 - 9 - Perception 9 - Language 9 - 10 - Filtering 10 - Modern Technologies Communication 10 - 11 D. Organization Change i. Introduction 11 - 12 ii. Process of change - Unfreezing 12 - Minimizing resistance in unfreezing 12 - 13 - Change 13 - Minimizing resistance in change 13 - 14 - Refreezing 14 - Minimizing resistance in refreezing 15 E. Conclusion 15 F. References 16 - 17 A. Preface In the following study, we were asked to choose three topics from which that is being applied to our own workplace. I have picked “Motivation”, “Communication” and “Organization Change”. In reading and understanding more about management during the past few modules, I have learnt how can organization uses several key points to drive employees to work harder. These...
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