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Management of Change, 2006.
This paper discusses the change management process.
1,428 words (approx. 5.7 pages), 8 sources, MLA, AU$ 61.95
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Abstract
In this article the writer discusses that the only thing constant is change and that this also holds true for business organizations. The writer notes that organizations choose to change for many reasons. The writer also points out that there are different types of organizational cultures that play a large part in determining the types of change that a company implements. The writer also maintains that resistance to change is a normal phenomenon arising out of the fear of the unknown. This article presents an overview of change management process.
Outline:
Elements for successful change:
Introduction
Organisational Change
Organisation Culture
Resistance to change
Implementing Change process
Conclusion
From the Paper
"Organisational change is a necessary as it ensures the continuing development and renewing of a firm in order to keep up with changing dynamics of business environment. Companies decide to change in response to new technology and materials, the changing needs and wants of customers, economic changes, political changes and the introduction of new government policies, and the publics changing interests in cultural activities. Apart from these external factors, there are also internal factors such as; innovations in the product design and manufacturing, new senior managers with new ideas, low staff morale leading to poor performance, stress and high staff turnover, with unsatisfactory skill levels that suggests more training is required. Change is a natural progression and should be seen as a positive move for an organisation."
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Managing Organisational Change, 2003.
An overview of the strategies available to deal with managing change and the common problems associated with a change process.
3,675 words (approx. 14.7 pages), 11 sources, MLA, AU$ 131.95
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Abstract
This paper outlines the strategies available to deal with managing change, the common problems associated with a change process and how the FKI Logistex group has dealt with change in recent years. It looks at the manifestations of resistance to organisational change and strategies such as the planned approach and emergent approach in dealing with the change process. It also provides examples of how Logistex has changed recently and highlights how the company has dealt with its resistance to change in the form of better communications from top management and by implementing an internal change agent.
Outline
Executive Summary
Aim
Assignment Brief
Objectives
Introduction to change management
Introduction to FKI
Causes of Resistance to Organisational Change
Resistance to Change
Change Forces
Manifestations of Resistance to Change
TQM
Strategies
Planned Approach
Emergent Approach
Issues and Considerations When Managing Change
Change Agents
Company Politics
Continuous Change
Change within FKI Logistex
Conclusions
References
Bibliography
From the Paper
"External forces greatly influence the change in an organisation and are often the trigger for a change process. Some of the common external factors are economic, technological & social and political forces. All of these forces need to be analysed from whether it is a competitor?s new product pushing prices down and increasing competitiveness to the general trends of finance or the direction the government is taking the country and the tightening or relaxing of regulations. All of these forces require watching and acting upon when required."
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Managing Organizational Change: Key to Efficiency and Productivity, 2006.
A discussion regarding the value of change management in the profitable operations of organizations.
4,099 words (approx. 16.4 pages), 22 sources, MLA, AU$ 143.95
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Abstract
This paper assesses the value of change management in the profitable operations of organizations. The paper provides various definitions of organizational change management and discusses the necessary process dimensions and the elements and the principles of change management. The paper further discusses the possible outcomes of a good change management, as well as the possible obstacles. The paper focuses primarily on the example of Northumbria University, which is pursuing a change management strategy in its entire operations to cope with a government policy that affected its principal source of income.
Outline:
1.0. Introduction
1.0.1. Change
1.0.2. Change & Project
1.0.3. Change Management
1.0.4. Change Management Concepts
2.0. Perceived Problem
2.0.1. Higher Education
2.0.2. Differences between a Polytechnic and a University
2.0.3. Northumbria: Past, Present and Future
2.0.4. From Polytechnic to University
2.0.5. Options
2.0.6. Outcomes of Change
3.0. Theoretical Concepts
3.0.1. Perceptions on Change Management
3.0.2. Types of Change
3.0.3. Principles of Change
3.0.4. Good Change Management
3.0.5. Changes in CM Concepts
3.0.6. Drivers of Change
3.0. Test of Theoretical Concepts
4.0. Conclusions
From the Paper
"The task of change management is to bring order to a messy situation (14). Essentially, it seeks to magnify and systematically handle all known and unknown elements in the business environment that could affect the efficient and profitable operation of an organization (13). In most cases, change management involves a problem, which is addressed by transformation, reduction or application. By transformation, the management task is to change the situation from a "problem state" to a "solved state," while the goal in reduction is to lessen the magnitude of the problem to blunt its effects on the organization. In application, the organization calls in specialists to transform, reduce or eliminate the problem (21). There is always the option of doing nothing and leaving things as they are but management scholars have consistently and strongly questioned this course of action (12)."
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The Management of Change.
This paper discusses the problem of change within an organization and the efforts needed to maintain stability and security.
2,350 words (approx. 9.4 pages), 6 sources, APA, AU$ 94.95
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Abstract
This paper explains that change must be implemented slowly, steadily, and with much forethought; simply piloting new changes and determining that it is likely to be beneficial is insufficient. The author points out that, if the change has been implemented and is to be successful, the new situation needs to be frozen-in, so that it can be sustained over time; unless this step is taken, there is a high chance that the change will be short-lived, and employees will attempt to revert to the previous equilibrium state. The paper stresses that, to understand the impact of the change, senior management must listen to the ground by initiating discussion with trade unions and obtain their feedback and input on any proposed changes before implementation.
Table of Contents
Introduction
Why People Resist Change
Defense Mechanisms
Symptoms of Resistance to Change
Strategies to Reduce Resistance
Changing-Developing New Attitudes and Responses
Conclusion
From the Paper
"Resistance to change is not always dysfunctional. It can provide a vehicle for employees to release pent-up frustrations. Rather than let those frustrations fester, overt resistance allows employees to bring their feelings to the surface. Management can then address employee concerns, help them understand the change better, and lessen its threat. Employee resistance may also bring to light problems in a change proposal that management had overlooked. In an odd way, employee resistance is a form of checks-and-balances on management and acts to preserve the organization's culture."
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Managing Change, 2008.
This paper discusses change management and looks at change theories within an organization.
3,187 words (approx. 12.7 pages), 12 sources, MLA, AU$ 120.95
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Abstract
For the purposes of this paper it is assumed that the managing director of the organization is requesting proposals for change management initiatives that could benefit the organization over the course of the next three years. Utilizing this as a basis for research, this investigation seeks to provide an integral review of change theories that could be used to benefit the organization. Specifically, this research considers a review of theory and a consideration of how theory could be applied to practice in order to create improvements for the current organization. The writer notes that through a careful review of the current literature on change theories, it will be possible to make salient recommendations for the organization that could be used to ensure positive outcomes for management.
Outline:
Introduction
Literature Review
Change Theories-An Overview
Empirical Rational Strategy
Transformational Leadership
Reasoned Action
Social Cognitive Theory
Lewin's Three Step Change Theory
Health Belief Model
Transtheoretical Model of Change
Summary of the Change Models
Evaluation and Application of Change Theories
Conclusion
From the Paper
"What this effectively suggests is that the individual will assess the environment and make a decision about action based on both his or her attitude toward change and how others in the environment are reacting to the same change.
"Placing this in the context of the human implications of change in the organization, it is evident that managers in the organization would need to assess overall attitudes toward applying specific changes in the organization. With this information, the organization would have a general understanding of how individuals would respond to change. If the organization finds that the overall response of employees would be negative, steps could be taken by the organization to prepare employees for change and ensure that a more positive culture with respect to the specific changes that are desired. As more employees in the organization come to embrace change, it will be easier for the organization to assert control over the change process."
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Management Responses to Change in OSHA Regulations, 2008.
A review of planning and controlling functions in management situations.
1,855 words (approx. 7.4 pages), 4 sources, APA, AU$ 77.95
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Abstract
The paper discusses how management in the private and public sectors respond when the Occupational Health and Safety Administration (OSHA) changes its regulations. The paper looks at OSHA regulatory changes and offers an evaluation of management theories and strategies from both the planning and controlling functions of management.
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From the Paper
"The Planning function that management is obliged to work through should begin with the notion that leaders are "proactive" and accept change - even create change - rather than reacting to it, according to the Management / Supervision unit in the Dallas County Community College District (DCCC). So, the point here is, whenever possible management should already anticipate changes in OSHA rules when possible; the future "...requires corporate leadership" that has the kind of skills "to integrate many unexpected and seemingly diverse events into its planning" strategies. That having been said, it is not likely that management can accurately anticipate what new rules and regulations OSHA is likely to put into place at any given moment. But through strategic planning - which includes analyzing a company's mission, its goals, its customer base and the allocation of its resources - management should be better prepared to anticipate what to do when changes in the OSHA legislation are handed down. Rather than using strategic planning only on an annual basis, the DCCCD supervision module asserts that strategic planning should be continuous process, to "permit quicker response to changing conditions" - precisely what happens when OSHA rules suddenly are amended or revised. Moreover, a strong management team - that has embraced strategic planning strategies regularly - should be able to see OSHA rule modifications coming when a workplace accident occurs in a corporation that produces items or products in a similar marketplace. If unsafe conditions resulted in injuries somewhere else, management in all other venues with similar workplace environments should begin making preparations in order to address and respond to upcoming changes in OSHA rules."
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Managing Change in an Online Banking Overhaul, 2006.
An outline of how bank management can manage change, streamline costs, integrate information systems, and improve performance relative to the entry of non-bank institutions such as Walmart, UPS, and ING.
1,575 words (approx. 6.3 pages), 6 sources, AU$ 80.95
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Abstract
This paper describes an integrated process of project management, operations management, and information management to plan and execute an online banking overhaul for a (fictional) Sun Valley Bank. Each type of business management is outlined step-by-step, and suggestions are made for how each ties into the other in order to improve company performance.
From the Paper
"With the proliferation of today's consumer and business financial needs, coupled with available technology solutions, easing of regulatory constraints, and willingness of new players to enter the marketplace, banks face more competition than ever from financial product providers that traditionally were not significant players in the banking industry (Bitler, Robb, and Wolken, 2001, p. 184)."
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Managing Change, 2004.
Discusses the managing of change within an organization with effective communication techniques.
5,271 words (approx. 21.1 pages), 12 sources, APA, AU$ 169.95
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Abstract
This paper shows that change is the way to progress and inevitable in the process of the progress of the world. Any dynamic business organization will have to adapt to keep up with the changes in the world, and there are many methods to successfully adapt. The paper looks at methods a manager could use to effectively communicate changes within an organization.
From the Paper
"In any service organization, the emphasis may be on increasing customer focus so that the customer?s needs are met better, improving the cost effectiveness in the provision of service through lower cost solutions, and increasing productivity through better technology. All this involves leveraging experience curves, the transfer of new technology in a better manner through the use of global systems and reducing slacks within the system. The entire quality of service has to be improved through faster resolution of problems..."
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Managing Change in Organizations, 2008.
A discussion of change management processes within organizations.
2,062 words (approx. 8.2 pages), 12 sources, APA, AU$ 85.95
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Abstract
This paper discusses the history of management as well as management theories and the elements that function as the background to organizational change. Organizations undergo various forms of change, planned, unplanned, and dictated by the economy. The writer categorizes the short and long-term effects of three major forms of organizational development and describes some popular models used by companies to develop change systems. The writer then provides two examples of change systems based on the two major marketing strategies, pull and push strategy. The paper concludes that companies need to be aware of changes occurring at both micro and macroeconomic levels and possess adaptable employees committed to their organization's development in order for the change systems to be properly implemented and produce the desired results. This paper includes a table and a figure.
Outline:
The Evolution of Management Practices
Background to Change of Current Organizations
Background to Change of Current Economy
Bureaucratic Organizations
Forms of Organizational Development
Change Systems
From the Paper
"In order for a change system to function, it has to be properly designed and modelled. "System modelling is a technique to express, visualise, analyse and transform the architecture of a system." It generally includes drawings, diagrams or any other visual features that might ease the understanding of the system. Change systems are complex models which cannot be universally valid. As such, they have to be independently created to fit the unique features of the company or the sector on which they will be implemented. Subsystems are branches of the entire model which also must be designed to fit the particular features. Potential subsystems for a change system could include the changes upon employees, upon consumers, their behaviour or upon the company's divisional and functional structures."
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Managing Organizational Change, 2009.
An exploration of the theories and models of change management in an organization.
2,584 words (approx. 10.3 pages), 14 sources, APA, AU$ 101.95
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Abstract
This paper evaluates the various theories of change management including the DICE model, business process reengineering (BPR), the Lewin model and the speed of change model. The paper selects business process reengineering (BPR) as the successful approach to making change management effective at the process level. The paper also notes the role of leaders and the need for a strong sense of trust in the senior management that they are genuinely committed to change.
Outline:
Executive Summary
Introduction
Literature Review
Conclusions
From the Paper
"As organizations' cultures become more engrained in terms of their norms, values and expectations, the boundaries of acceptance and resistance to change are defined. Given how rapidly changing global economies are and each industry is going through a fundamental re-ordering of its structure, the need for organizations to embrace, not reject change have never been greater. The ability to confront resistance to change and transform this aspect of any organizations' culture is particularly acute and apparent when new information technologies are introduced into companies (Haines, Lafleur, 525). The pace of change is quickening at such an intense rate that it's no longer optional for any leader to have the ability to overcome resistance to change; they must have this as a developed skill set if their organizations are to survive (Willcocks, Mason, 3)."
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Managing Change and USAA, 2008.
An overview of the work carried out by the United Services Automobile Association and the effect technology can have on its effectiveness.
1,616 words (approx. 6.5 pages), 4 sources, APA, AU$ 68.95
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Abstract
This paper discusses the work of the United Services Automobile Association (USAA) and discusses the implications of organizational change on how technology can cause organizations to move from a present to future state to increase effectiveness. It also provides an overview of the responsibility managers have to implement change, and the areas that managers must be knowledgeable in to make change more effective over time.
Outcome:
Executive Summary
Technology as the Catalyst of Change
Managerial Challenges and Responsibilities for Rapid Change Management
Managerial Expertise require to make Change Management Strategies Work
Dealing with Resistance to Change
Communicating Change to Customers
Summary
From the Paper
"The United Services Automobile Association (USAA)'s potential for accentuating and strengthening its ability to create, deliver and sustain support and services programs for its members is becoming increasingly dependent on its ability to automate key processes using both business process re-engineering (BPR) and the selective use of key technologies. Underscoring both the process- and system-centric change is the need to fundamentally change how the organizations' employees do their jobs, interact with and rely on systems and processes, and make these two critical areas of change successful. As many organizations realize after fine-tuning processes through BPR and Business Process Management (BPM) efforts combined with information systems development, the greatest inhibitor to becoming more productive is gaining support for organizational change. The intent of this paper is to discuss the implications of organizational change on how technology can cause organizations to move from a present to future state to increase effectiveness, an overview of the responsibility managers have to implement change, and the areas that managers must be knowledgeable in to make change more effective over time. There are also the factors of defining preparedness of the USAA to deal with resistance to technological change, and the ability of companies to communicate changes in both process and systems areas of their business to customers, illustrating how these factors will make them more responsive."
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Managing for Change, 2002.
Examines two articles relating to change in business management.
1,150 words (approx. 4.6 pages), 2 sources, AU$ 57.95
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Abstract
One article proposes that change in business management is difficult and disruptive. The second article argues that effective change is incremental and not disruptive. Comparing and contrasting the two articles highlights different approaches to change.
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Managers and Change Agents, 2008.
An analysis of the need for change within organizations and managers' roles in facilitating that change.
1,176 words (approx. 4.7 pages), 2 sources, APA, AU$ 52.95
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Abstract
This paper discusses the four functions of management: planning, organizing, leading and controlling. It specifically focuses on the need for change within organizations. The paper describes the benefits of change within organizations and looks at the ways in which managers can help to facilitate the smooth transition to change among employees.
From the Paper
"An organization has its own personality or culture. This can be the generator of force for change. Needs within the organization stimulate change, these are internal forces of change. New strategy, new technology, and change in employee attitudes, are internal factors that create change. New equipment can create the need for change within the workplace. The staff will need to learn how to use the equipment, and may affect duties required of them. New company strategies, may also involve change in management practices, agreements, and relations. Employee attitudes, in the case of job dissatisfaction, poor team spirit, lack of commitment and job insecurity, can create the need for new company strategies. External forces affecting an organization create threats and opportunities. These external forces are apparent in an organizations external environment, and may include political, legal, technological, and economic dimensions."
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Managing Organizational Change, 2002.
An overview of the organizational changes caused by a change in management.
1,150 words (approx. 4.6 pages), 15 sources, AU$ 57.95
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Abstract
This paper looks at the changes that must be implemented by a company when changing levels of management and discusses attitudes and theories on how these organizational changes would be received and managed.
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Managing Organizational Change and Stress, 1997.
Examines the phenomenon of workplace stress, especially that caused by organizational change and how it can be managed. Considers causes and manifestations of stress and details several appropriate managerial responses.
2,700 words (approx. 10.8 pages), 9 sources, AU$ 123.95
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From the Paper
"Abstract
The focus in the following pages is on workplace stress, particularly that created by organizational change, and how that can be managed appropriately. Stress is defined and causes are discussed, particularly within the context of change and the work environment. Common negative symptoms of stress are noted as well as the implications for individual productivity and for the organization as a whole. Finally, methods for effectively dealing with stress individually and in organizations are presented. For the organization, the qualities or attributes that the should be utilized to manage stress during the ongoing process of change are examined; some points of focus include leadership, personal compacts, communication, positive feedback, allowing emotional expression, and individualized programs."
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Managing Organizational Change, 2002.
Shows how managers should be aware of all aspects in their organizations in order to keep up with the changes that come from globalization.
3,400 words (approx. 13.6 pages), 25 sources, AU$ 161.95
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Abstract
This paper explains that in addition to bricks and mortar, organization charts and company manuals, an organization is also composed of cognitive frameworks. In order to manage change in this era of globalization, managers must be aware of all the components of the organization.
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