...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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...Business Model Canvas with Assumptions – Tool for Growth Map ASSIGNMENT _CHALLENGING BUSINESS ASSUMPTION Vinaya Thite | MBA 2013-14_MG6506 | December 6, 2013 PG. 0 Table of Contents Introduction ............................................................................................................................................................ 1 Key Aspects to learn ........................................................................................................................................... 1 Literature Review .................................................................................................................................................. 2 Force Field Analysis .......................................................................................................................................... 2 Figure 1 Force Field Analysis ........................................................................................................................... 2 Theory of Business ............................................................................................................................................ 2 Business model .................................................................................................................................................. 4 Integration of Theory of Business and Challenging business assumptions ....................................................... 5 Case Study - i-Secure Consultancy ....
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...Evolution of Management The picture above shows how management evolved and changed with times. The style of management seen today is far different from the ones used in the previous century but it definitely has its roots dug in its predecessors. Classical Approach: Classical approach to management is dated back to the Industrial Revolution. The classical approach was an approach that places significance on management principals of unity of command, a balance between authority and responsibility, division of labor, and delegation to establish relationships between managers and subordinates. This approach constitutes the core of the discipline of management and the process of management. Systematic Management: Systematic management is an approach to management that promotes the breakdown of job duties. It enables both management and employees to see small sections of the bigger picture. It also allows for planning, forecasting, and budgeting being more efficient. This approach to management evolved throughout the late 1700's and early 1800's, but did not come to the forefront until the 1890's to 1900's. Adam Smith, Charles Babbage and Henry Towne were some of the few believers of this theory and insisted that division of labor was the best way to increase productivity. Scientific Management: Scientific management theory is a theory of management founded by Frederick...
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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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...of Leadership and Management Leadership & Management Level 5 Motivating People in the Workplace Name: Paul Bolton Company: Baxter Healthcare Date: 18th May 2014 TASK The purpose of this unit is to be able to examine how levels of motivation can be improved to increase performance in the workplace. The nominal word count for this assignment is 2000 words: The suggested range is between 1500 and 2500 words, however individuals have different writing styles, and there is no penalty if the word-count range is exceeded. Check your assignment carefully prior to submission using the assessment criteria and marking sheet. Understand the factors that may affect performance and motivation in the work place “Evaluate two or more theories of motivation that are clearly relevant to your workplace to provide a conclusion or recommendations, and evaluate the principal factors that may affect performance and motivation in the workplace to provide a conclusion or recommendations.” • 1. Evaluate theories of motivation relevant to your workplace (28 marks) Motivation is vital for Baxter Healthcare as it’s the people in the organization than drive productivity and create success. If employees lose interest, the business does not perform because efficiency suffers particularly in a sales company. The following two motivation theories particularly resonate within the Sales and Marketing environment of Baxter. Maslow’s Model says employees have...
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...Avon Products By Laura Argo The main domain of subject study is Strategic Human Resources Management and is mainly aimed to conceptualize the concept of Talent Management. The Talent Management refers to the process employed in order to anticipate human resources requirements to an organization at particular time and include strategy formulated in order to meet that requirements (Groysberg, 2006). The talent management process includes distributing the responsibilities and accountabilities from human resources department and personnel to all departments throughout an organization. The strategic importance of locating and retaining employees around the business world has recognized this as “War for Talent”. This field of management is also termed as the Human Capital Management. 1. Provide a brief description of the status of the company that led to its determination that a change was necessary. The Avon Products, Inc. is one among the popular American based organizations dealing in personal care manufacturing and seller firm (Groysberg, 2006). The Avon Products, Inc. is a multinational organization operating in almost 140 countries around the globe with sales revenues from its operations more than $ 10.8 billion during last fiscal year. The Avon Products Inc. is the world’s largest firm selling its products directly and is standing at fifth spot among the firms dealing in beauty and care products (Gardner, 2003). In order to achieve subject study the Case Study of Avon...
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...Journal of Management Studies 34:1 January 1997 0022-2380 SOFT AND HARD MODELS OF HUMAN RESOURCE MANAGEMENT: A REAPPRAISAL* CATHERINE TRUSS Kingston Business School LYNDA GRATION London Business School VERONICA HOPE-HAILEY Crarford School of Management PATRICK MCGOVERN London School of Economics PHIUP STILES London Business School ABSTRACT Two of the most widely adopted models of human resource management are the hard and soft versions. These are based on opposing views of human nature and managerial control strategies. The hard model is based on notions of tight strategic control, and an economic model of man according to Theory X, while the soft model is based on control through commitment and Theory Y. We argue that because these assumptions are so divergent, they cannot both properly be incorporated within a single model of human resource management. Human resource management (HRM) has frequently been described as a concept with two distinct forms: soft and hard. These are diametrically opposed along a number of dimensions, and they have been used by many commentators as devices to categorize approaches to managing people according to developmental- humanist or utilitarian-instrumentalist principles (Legge, 1995b). The terms have gained some currency although, from a theoretical point of view, the underlying conflicts and tensions contained within the models have not been sufficiently explored and, from a practical perspective, available empirical ...
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...The Leadership Grid Perhaps the best-known model of managerial behavior is the Managerial Grid®, which first appeared in the early 1960s and has been refined and revised several times (Blake & McCanse, 1985). It is a model that has been used extensively in organizational training and development. The Managerial Grid, which has been renamed the Leadership Grid®, was designed to explain how leaders help organizations to reach their purposes through two factors: concern for production and concern for people (Northouse, 2007). Concern for production refers to how a leader is concerned with achieving organizational tasks. It involves a wide range of activities, including attention to policy decisions, new product development, process issues, workload, and sales volume, to name a few. Not limited to things, concern for production can refer to whatever the organization is seeking to accomplish (Blake & Mouton, 1964) (Northouse, 2007). Concern for people refers to how a leader attends to the people in the organization who are trying to achieve its goals. This concern includes building organizational commitment and trust, promoting the personal worth of employees, providing good working conditions, maintaining a fair salary structure, and promoting good social relations (Blake & Mouton,1964) (Northouse, 2007). The grid theory breaks behavior down into seven key elements such as initiative, inquiry, advocacy, decision making, conflict resolution, resilience, and critique. Initiative...
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...different working models depending on their respective objectives. In a large warehouse, workers would need to ensure that the flow of goods is being recorded correctly. In such places, the main objective would be to maximize efficiency and accuracy. Thus, standardized processes and incentives based on accuracy of work performed would be imperative. In organizations that provide services to external clients, in addition to being efficient, it is also very important for the senior management to create an environment that encourages creativity and gives employees a sense of control and belongingness, which in turn would allow employees to provide non- standardized advice to their clients. In the past, different models had been developed and tested by people to gain a better understanding of how workers would respond to different styles of management. Some of the more popular models that have been discussed widely are Taylorism, Fordism, the theory of Bureaucracy and the theory of Human Relations. This essay will discuss two opposing management models: Scientific Management and the Theory of Human Relations. The first two sections will discuss each of the models in depth. This will be followed by a discussion of key variances and similarities between the two models. Fredric Taylor was the founder of Scientific Management, also known as Taylorism. The emphasis on increasing productivity from individual workers underlines the emergence of Taylor’s Scientific Management in the beginning...
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...LEADERSHIP AND MANAGEMENT TOPIC 2: THE PARADOXES OF MANAGEMENT Explain the research and thinking behind each of the classic approaches to management 1900 – 1925: The Rational Goal Model The focus of the Rational Goal model was work organisation and efficiency. New managerial and organisational practices appeared. During this period, breakthroughs emerged in manufacturing efficiency through assembly lines and geographic expansion of companies in the United States, in which the modern divisionalised and dispersed organisation form emerged. This approach is still prevalent today in many developing countries as routine and repetitive manufacturing and services work is moved from developed economies to lower HR costs and lesser regulated, emerging economies. A major criticism of scientific management has been its focus on the worker as no more than an input to the mechanism of manufacturing or tasking. The organic aspect of workers as human beings and not cogs in the machine can frequently be left out of consideration in designing work under the Rational Goal model using Scientific Management. 1900 – 1925: The Internal Process Model The Internal Process model of management is concerned with processes of responsibilities, measurement and orderly rules, structures and procedures. In 1916 Henri Fayol identified management as a universal set of functions encompassing: planning, organising, commanding, coordinating activities, and controlling performance. ...
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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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...THE CASE FOR A MODEL OF CARE Contemporary health care systems are constantly challenged to revise traditional methods of health care delivery. These challenges are multifaceted and stem from: 1. novel pharmacological and non-pharmacological treatments; 2. changes in consumer demands and expectations; 3. fiscal and resource constraints; 4. changes in societal demographics in particular the ageing of society; 5. an increasing burden of chronic disease; 6. documentation of limitations in traditional health care delivery; 7. an increasing emphasis on transparency and accountability, 8. evidence based practice (EBP) and clinical governance structures; and 9. the increasing cultural diversity of the community. These challenges provoke discussion of the necessity of developing services around a model of care. What do we mean by a model of care? Ambiguity exists in the literature, with the terms, model of care, nursing model, philosophy, paradigm, framework and theory often used interchangeably, despite referring to diverse, yet parallel concepts (Tierney 1998). In their recent review of the literature, the Queensland Government (Australia) reported that they found no consistent definition of ‘model of care’ (Queensland Health 2000). They concluded that a model of care is a multidimensional concept that defines the way in which health care services are delivered (Queensland Health 2000). More specifically, Davidson and Elliott...
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...Introduction to Management: Assignment 1 Case Study – Marking Rubric Criteria Fail Pass Credit Distinction High Distinction 1. Case Analysis: Analyses the case identifying the key issues and/or problems. Clearly indicates and explains one priority issue or problem that is to be managed. Too brief; inability to identify issues raised by the question; may show superficial treatment; insufficient knowledge or understanding of the topic; much irrelevant material Borderline and limited understanding of question; some gaps in addressing key issues; largely descriptive Sufficient understanding of question; some evidence of analysis of core content and problems /issues of the case. Priority issue mostly identified. Good understanding of the question; analysis and some linking of issues in core content and problems /issues of the case. Priority issue identified. Comprehensive and critical understanding of the question; focuses on key issues; linking of issues in core content and problems /issues of the case. Priority issue well identified with some evaluation. 2. Linking theory and practice to the solution: Develops a solution to the priority issue or problem. Justifies the solution with management theory, approaches, concepts and/or models. 3. Recommends and explains actions to address the priority issue with theories/models. Unclear solution and not justified; structure is disjointed, lacks...
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...Introduction to Management: Assignment 1 Case Study – Marking Rubric Criteria Fail Pass Credit Distinction High Distinction 1. Case Analysis: Analyses the case identifying the key issues and/or problems. Clearly indicates and explains one priority issue or problem that is to be managed. Too brief; inability to identify issues raised by the question; may show superficial treatment; insufficient knowledge or understanding of the topic; much irrelevant material Borderline and limited understanding of question; some gaps in addressing key issues; largely descriptive Sufficient understanding of question; some evidence of analysis of core content and problems /issues of the case. Priority issue mostly identified. Good understanding of the question; analysis and some linking of issues in core content and problems /issues of the case. Priority issue identified. Comprehensive and critical understanding of the question; focuses on key issues; linking of issues in core content and problems /issues of the case. Priority issue well identified with some evaluation. 2. Linking theory and practice to the solution: Develops a solution to the priority issue or problem. Justifies the solution with management theory, approaches, concepts and/or models. 3. Recommends and explains actions to address the priority issue with theories/models. Unclear solution and not justified; structure is disjointed, lacks...
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...Organizational Behavior/Human Resources Management The OBHR is the study of people, process and outcomes within thoe rganizational behavior and human resources management. Through research, collaboration and dissemination of knowledge, students understand how to impact organizational effectiveness in a variety of different environments, industrie s and across multiple levels of analyses. Our expectation is that students within the OBHR major will craft a program of research that is built upon rigorous theory as well as strong methodological skills that are both necessary for effective scholarship. We encourage collaboration with OBHR faculty that has a proven track record of publishing within a variety of top outlets (Academy of Management Journal, Academy of Management Review, Journal of Organizational Behavior, Journal of Personality and Social Psychology, Journal of Labor Research, Harvard Business Review; Human Resource Management; Industrial and Labor Relations Review; Sloan Management Review). Organizational Behavior/Human Resources Management Behavior Systems and Management Thought The objective of this course is to explore the evolution and development of management theory with particular emphasis on the design of behavioral systems in organizations. It is a core premise of the course that the design of systems to manage people in organizations is based on a set of assumptions about humans that are part of the managerial theory that guides the formation and operation...
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