Change Management At The Workplace

Change Management At The Workplace
CHANGE MANAGEMENT IN THE WORKPLACE THOMAS M. GILL WAYLAND BAPTIST
UNIVERSITY Change management in the working setting is constant for all Managers and leaders
alike. To stay applicable and competitive businesses, managers, and supervisors should as often as
possible reclassify their technique for working, item/benefit offerings and the impact this may have
on your team, or shareholders. (Holmes, 2013) "for instance when we lead change (vast or minute)
see to it that these four fundamentals are on your agenda of things to do; make a feeling of
earnestness, make a reasonable tomorrow, get people consideration and get people involved at the
right level, have clear actions or expectations and desires." Nevertheless, managing change in the
workplace shapes a feeling of uneasiness for a great many people, any change is uncomfortable.
Therefore, while we oversee changes in the work environment, it is our obligation to help people in
understanding that whatever they have done truly should now change. Therefore, Managers and
leaders must work to jump start interest of purpose to get individuals excited to work out of their
usual range of familiarity and grasp the change. (Holmes, 2013) "Let shareholders know why the old
way is no more viable, by disclosure persuading and genuine proof that individuals can feel, see,
and touch that change must happen. Whether we understand it or not, "change" is important in an
association for it to keep being relevant as a business, or for it to
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The Change Of Change Management
Change management is tedious and excruciating task, essentially affecting an association 's drive
towards their goal achievement. What 's more shaking is that majority of the change management
initiatives drastically fail. We all know that nothing is constant but change and change is inevitable,
so in light of this associations need to determine how to effectively adjust and manage change.
Change administration is vital ability that every organization should possess and that is in alignment
with the services being provided by the organization (Doyle, M 2000). Communication has to be
proper for disseminating the information regarding the change process and it is the quality of
efficient organizations that they implement change effectively. It is clear that every project is
different and by this dynamic nature they call for change. In order to rightly deploy plan of actions
for change any firm needs leaders that has the qualities to understand change and implement them
making it sure that all the change activities are in the interest of organization. This calls for
preparing the organization for the change process, guaranteeing the acceptance from the parties
involved in change and drawing in official supporters to champion and support the change
throughout the process and even after the change has been implemented to evaluate and monitor it
whether it has achieved the desired goal or not (Denhardt, R 2008)
These standard processes will win those individuals who must act in

Change Management
Organizational change is usually triggered by relevant environment shift, either internal or external,
that sensed by companies and leads to intentionally generated response (French, Bell & Zawacki,
2006). This paper will discuss several organization development models..
Theories of Change
In order to survive and prosper in a rapid changing environment of business world, organization is
often required to generate fast response to changes (French, Bell & Zawacki, 2005). Change
management means to plan, initiate, realize, control, and finally stabilize change processes on both,
corporate and personal level. Change may cover such diverse problems as for example strategic
direction or personal development programs for staffs. In this ... Show more content on
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The first lesson is that the change process goes through a series of phases that are long and
considerable amount of time. The second lesson is that any mistakes that occur in any phases can
have a adverse impact on the momentum of the change process (Mento, Jones & Dirndorfer, 2002).
Concerned Based Adoption Model (CBAM)
CBAM is considered a widely applied theory and methodology for studying the change process of
educational change (Anderson, 1997). CBAM is developed under the assumptions that (1) change is
not an event but is a process; (2) change is carried out by individuals; (3) change is a highly personal
experience; (4) changes involves in both developmental growth of feeling and skills; (5) change can
be facilitated by interventions directed toward individuals. (Anderson). There are sever stages of
concerns that describe the feeling and motivations of individual might have about the change
(Anderson).
* Stage 0, awareness – at this stage, individuals have little knowledge about or interested in the
change
* Stage 1, Informational – at this stage, individuals like to know more or interested in the innovation
and implication of change implementation
*Stage 2, Personal – at this stage, individuals reflect strong anxieties about the change and how the
change will affect them

Change Management: Critical Review
Introduction
Change is a common thing that happens all around us on a daily basis sometimes even without us
noticing. It can range from family level to international levels, likewise in time frame it can happen
on a daily basis, a monthly, yearly or even a decade. In the words of Senior & Fleming (6) Change
can be simply defined as process of moving from one state to another. It is this transition that creates
distress to the people due to fear of the unknown. We can not stop change but rather we can only
manage it. So then what is change management?
Change management has been defined in several ways, but according to Hayes (2005) change
management is the systematic approach and application of knowledge, tools, and ... Show more
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Technology can range form simple office machines, ICT equipments, to heavy production
machinery.
Government policy – business units exist in environments which have their own developed
regulatory and legislation systems. This means sometimes government policies may change at any
time affecting the organisation either positively or negatively. For example government enactment
of new law on new wage guidelines may prompt the Human Resources department of an
organisation to revise their pay scales.
Economics – organisations operate in environments that have dynamic economic cycles. This
necessitates change so as to keep a breast with prevailing economic trends. Good examples include
economic cycles, unemployment rates, inflation and even foreign exchange rates. For instance high
inflation rates reduce disposable incomes of households thus lowering their purchasing powers. This
may signal the production department to come up with new product that meets the demand of
consumers (British Journal of Management, 67).
[pic]
Context of Change: Courtesy of Osborne and Brown (105) Organizational change management
Resistance to change is one of the biggest barriers that organizations face in their efforts to
implement organizational change. This greatly hampers the uptake of new technologies, new ways
of doing work and even progress of organizations. Reviewing on this, the British Journal of

Organizational Change And Change Management
Change Management in IT Environment Presented by Aravind Reddy Vootukuri Wilmington
University
1) Abstract
2)Organizational Change During My Employment with Capgemini in 2007 a)Reasons for Change
b)Objectives Set for this Change Program c)Used John kotter 's8 step Change model d)Used Change
Process
3)Change in Nationwide Electricity UK(External Consultant Approach) a)Planned and Emergent
Change b)Used Levin 's Change Model 4)Conclusion
Abstract:
Dr. John Kotter from his 40 years of research by leadership and change he stated that 70% of all
organizational transformation efforts fail because organizations don not take a consistent approach
to changing themselves or not engaging work forces effectively.
Change is about survival but change management is about modifying or transforming organizations
to maintain and improve their effectiveness . Change is necessary for organizations which are into
volatile, prosper ,uncertain ,complex and ambiguous environment
How and Why Change is required
a)Generally Change rises from development of new products
b)Entry of new competition
c)Changes in consumer tastes and preferences
d)shifting socio–political and

Organisational Change Management
ORGANIZATIONAL CHANGE MANAGEMENT – THE NEW IMPERATIVE
Dr. Abhishek Raizada (Assistant Professor, School of Business)
Mobile No: 9811653559
Email raizadaabhishek78@gmail.com
Name of the college: Galgotias University, Greater Noida
S.K.Verma (Assistant Professor Dep. Of management studies)
Mobile No: 9818326032
Email Id:subhashverma29@rediffmail.com
Name of the college: Galgotia College of Engineering & Technology
Greater Noida.
ORGANIZATIONAL CHANGE MANAGEMENT – THE NEW IMPERATIVE
ABSTRACT
Change management is a systematic approach to dealing with change, both from the perspective of
an organization and on the individual level. A somewhat ambiguous term, change management has
at least three different ... Show more content on Helpwriting.net ...
This research paper is intended for everyone expected to lead, manage and implement change. It
covers every aspect of managing change, including essential principles, managing stakeholders,
dealing with resisters, building effective change teams and more.
Introduction
Significant organizational change occurs, for example, when an organization changes its overall
strategy for success, adds or removes a major section or practice, and/or wants to change the very
nature by which it operates. It also occurs when an organization evolves through various life cycles,
just like people must successfully evolve through life cycles. For organizations to develop, they
often must undergo significant change at various points in their development. That 's why the topic
of organizational change and development has become widespread in communications about
business, organizations, leadership and management.
Leaders and managers continually make efforts to accomplish successful and significant change ––
it 's inherent in their jobs. Some are very good at this effort (probably more than we realize), while
others continually struggle and fail. That 's often the difference between people who thrive in their
roles and those that get shuttled around from job to job, ultimately settling into a role where they 're

frustrated and ineffective.
There are many schools with educational programs about organizations, business, leadership and
management. Unfortunately, there still are not

Current Schools Of Thought On Change Management
TASK 1 1.1 The analysis must include consideration of two current schools of thought on change
management and how they have contributed to organizational change Kurt Zadek Lewin (September
9, 1890 – February 12, 1947) was a German–American analyst, known as one of the advanced
pioneers of social , authoritative, and connected brain research An early model of progress created
by Lewin portrayed change as a three–stage process. The primary stage he called "unfreezing". It
included overcoming dormancy and disassembling the current "personality set". It must be some
piece of surviving. Barrier systems must be circumventing. In the second stage the change happens.
This is ordinarily a time of perplexity and move. We are mindful that the old ways are constantly
tested yet we don 't have a reasonable picture with reference to what we are supplanting them with
yet. The third and last stage he called "solidifying". The new attitude is solidifying and one 's solace
level is coming back to past levels ology The idea of progress administration is recognizable in
many associations today however how they oversee change (and how effective they are busy)
changes tremendously relying upon the nature of the business, the change and the individuals
included. Associations that handle change well seem to flourish, whilst those that don 't may battle
to survive. A key piece of this relies on upon how far individuals inside the association comprehend
and manage the change

Change Management Essay
Change Management Plan
No matter which type of industry is discussed – change management is an essential component in
today's ever–changing business environment. To better understand this concept it should be
recognized that change management is not just a task to be checked off and considered finished –
instead, it is a constant process that should be undertaken with a sense of urgency, implemented
swiftly, and monitored continuously to ensure a successful transformation. To illustrate the
knowledge of the change management process throughout the simulation, the learner is assigned the
task of providing the information necessary to build a culture in which to sustain change. Using the
key concepts identified throughout the course is ... Show more content on Helpwriting.net ...
The change at CrysTel will not come without a price. Developing, implementing, operating, and
marketing new technologies will require substantial capitol investment and a degree of risk–taking.
It seems that after all the above conditions have been put into place that it falls on the shoulders of
the Sales and Delivery department to ensure that the investments pay off in the form of financial
returns – unfortunately this department is identified as one of the weakest based on the behavioral
parameters of: leading by example; risk–taking; and resolving conflicts. Ironically, it was the
suggestion of T.J. Smith, Vice President of Sales and Delivery, to commission an Employee
Satisfaction Survey in which the above weaknesses were identified. These weaknesses of the
department will need to be addressed and the employees associated with it require additional
training.
Select an appropriate change model for CrysTel. Develop a plan that addresses human variables and
potential resistance to change. Be sure to include contingency strategies for managing any
resistance.
Resistance to change will derail even the best laid plans if not identified and dealt with in a positive,
re–enforcing manner. In Organizational Behavior 6th Edition, resistance to change is defined as, "an
emotional/behavioral response to real or imagined threats to an

The Change Management Simulation : Power And Influence
The "Change Management Simulation: Power and Influence" worked through a 96–week initiative
to get Spectrum Sunglasses to adopt a new sustainable output. The goal was to convince the team
that a dramatic change in the organization's strategy and products were necessary, and that
environmental sustainability was critical to the company's future. The move for Spectrum Sunglass
Company to move to greener techniques was largely radical because it impacts so many different
parts of the organization– Manufacturing procedure, culture and ethos, target marketing– to name a
few. Through the weeks of attempting to get the entire organization to adopt the new initiative I was
faced with a variety of choices to use. While there was no specific order in which to use them, the
ability to use the right decisions at the correct time was pivotal to gaining support and building the
organization through a new and challenging enterprise. During the simulation I had the role of the
CEO and as such relied heavily on my own personal understanding of what we have learned thus
far, but also did some research to be able to better assess what would best work. Over the 96–weeks
I have a COR rate of 0.17 percent change rate. Although I did not effectively manage change, I was
able to learn what worked well and what didn't. Additionally, learning from our failures is crucial for
long term success. In no way will anyone be 100 percent effective in all of their endeavors. The key
is to learn from it and

Management Theory Of Change Management
Introduction
Change management has been studied and researched for years with many definitions; it has been
defined by Moran and Brightman as "the process of continually renewing an organization's
direction, structure and capabilities to serve the ever–changing needs of external and internal
customer." (Moran and Brightman, 2001:111) It is clear that "management of change is complex,
dynamic and challenging process." (Mabey, 1993) Many theories, models and techniques have been
created and aim to deliver maintainable change, but success is not guaranteed, as no model is
perfect. A high demand still exists for change literature that will identify and create a perfect change
management methodology, as the current rate of failure can be as high as 70%. (Balogen and Hope
Hailey, 2004) In organizations where change has been successful, those who were responsible for
the change management have clear, shared ideas and visions of exactly where they wanted to go and
linked this closely to implementation strategies in order to achieve the results they needed. Change
is always going to exist; there is always going to be change, regardless of industry, and it has
become routine to expect change. Many organizations are often judged on their ability to handle this
change effectively and efficiently, and since the creation and use of the World Wide Web the rate of
change has increased dramatically. This essay will identify the various types of change, reasons for
resistance, and models on

Executive Officer Of Adcor Marketing Practices Change...
Notably, a proper and intricate study of the interviewees reveals that Dave Arenburg, the Chief
Executive Officer of Adcor marketing practices change management as part of his normal day.
Actually, this is dint of the fact that his day is spent in coordinating, directing and following up with
the management team to make sure that they are responding to the performance goals. As a matter of
fact, Daren Arenburg is involve in change management daily because in daily basis he endeavors to
make relevant changes as pertains certain troubles that occur in the organization to the tune of
breaking of equipment, issues relating to human resources, in addition to challenges relating to
customers (Acadia Multi–Media Case Management System(AMCMS), 2010). In point of fact,
unless he makes the relevant changes, the "troubles" enunciated above make result to undesirable
effects to the company.
On the other hand, Gina Haverstock, also practices change management as part the normal day. In
actual fact, this is because during the harvest times especially, Gina Haverstock, is involved in an
assortment of decision making endeavors as pertains to where the grapes are to come from while
making relevant changes to ensure delivery of the grapes on time as well as making decisions as
regards to the procedures to be made use of in the manufacture wine. In such decision making
activities, relevant changes are instigated in order to ensure that all the processes relating to
manufacture of wine

Organizational Change Management : An Organization
INTRODUCTION Change management is the process of continually renewing an organization's
mission, structure and capabilities to serve the needs of external and internal culture. At the
operational and strategic level of continually successful organizations, the change manager should
have no doubt about the organization's ability to identify where to focus energy or how to manage
the change required to reach its potential (Palmer, Dunford, & Akin, 2009). In regards to the
importance of the organizational change, effectively determining its catalysts is a defining
management skill. Organizations need to be sensitive to the need for change to thrive (Readers '
Forum, 1996). Present and future needs inside and outside an organization are consistently evolving.
The organization management structure must have a clear and profound understanding of change
catalysts and have the ability to respond to the catalysts on a priority basis (Greve & Taylor, 2000).
CATALYSTS OF ORGANIZATIONAL CHANGE Political Catalysts An organization is made up of
a culture and subcultures. Inside an organization, the cultures work together at times; sometimes, the
cultures clash. Political pressure arises when a group of individuals with vested interests within the
organization influences the behavior of the group, determining what the group will accept or reject
(Greve & Taylor, 2000). Individuals within the culture's organization may have formal or even
informal sources of power. As an example, a

Change Management
Companies and organizations are changing continually to be more efficient in what they do. Change
is not always readily accepted. Many people like to stay where they are and become comfortable
with their current position. Business writers and managers have stated that unless organizations
continue to change, they will become stale and inefficient. There have been many change
management initiatives such as Total Quality Management, Six Sigma, and the Japanese Kaizen.
Although these initiatives carry different names and slightly different processes, they all have a few
elements in common. The most important elements for successful change management, as
emphasized by the course text Human Resources Management in Canada and John P. Kotter's ...
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Every member involved with the change needs to feel like a change must be done in an all–or–
nothing mental scenario. The operations of Quality Circles, as explained by the text, start with the
focus on problem identification and analysis. Half of their energies should be spent on examining
the problem. If people do not realize that there is a problem, they will not understand the need for
change. In my current position at the university, the plan for change began with the statement, "Our
current process isn't working well, so we need to change." We did not budge from that position until
every person involved with the change understood and agreed that a change needed to be made. Any
kind of planning for change is utterly useless unless the people involved understand that the problem
is significant. Whereas communication is the cornerstone for building successful change, there
would be no reason to build unless there was a need to build it; therefore the need to understand the
urgency for change is of utmost

Resistance Of Change And Change Management
Resistance to Change
NASA had a firm hierarchy and this brought about a lot of resistance to change from people. NASA
could have gotten more of the people involved in the changes. I find that by getting people involved
and having some key people or champions to support the change, there is less resistance. People
want to feel involved and a part of decisions, especially if it impacts them directly. When it comes to
successful change management, get people involved earlier, which will contribute to greater buy in
and acceptance. Keep in mind that this should not be the sole solution for employee resistance;
successful change management is about understanding the true nature of the resistance.
Often times change management can be so ... Show more content on Helpwriting.net ...
Change implementation entails identifying the structure as–is, present problems, current process and
its resources as well as how resources are coupled to the system. Deep thought process needs to be
undertaken to see the impact of replacing systems, process, and resources with another one.
Furthermore, before that an analysis needs to be performed identifying the possible alternative and
how that will address the issue and improve the overall mechanism (Creasey, 2014). However, these
analyses were not performed in this NASA episode. The recommendation was just laid over. As
mentioned in the case study, there was a lot of pressure on the contractors and staff by keeping
current schedules instead of revising and reducing some of the pressure. This statement clearly states
that the primary issue of (as–is issue) unrealistic flight schedules were retained, resulting in less
focus on quality and heavy pressure on employees to perform. The managers still were the same and
added outsourcing process, which became disastrous as they were not monitored and controlled
enough. Did the change actually happen? The answer is a typical no. There was one more disaster,
now Columbia shuttle. The Primary reason behind that is again unrealistic schedule planning,
leading to low focus on quality and high pressure. Management did not encourage people to
communicate about

Essay Change Management-Resistance to Change
'We may like change and regard it as an essential feature of living; it does not mean that we always
welcome it' ( Hughes, 2006). 1.0 Introduction In response to environmental changes, the current
organizational change has reached an irreversible trend. As Mr. M Beer ( 2003) stated, 'Change is
part of organisational life and essential for progress. Those who know how to anticipate it, catalyse
it, and manage it will find their careers, and their companies, more satisfying and successful' More
than half of organizational change, however, has ended in failure. The primary reason is not a lack
of capacity of the staff or the resource shortage of the enterprise , but the resistance to organizational
change. In fact, resistance to ... Show more content on Helpwriting.net ...
2.0 Literature Review Change is inevitable in business life, those who can manage it well will be
beneficial from the change, as Mr. M Beer (2003) stated. However, resistance, as an obstacle of the
process of change, can hold back the development of managerial change (David Foote, 2001).
Bhutan(1995) claimed that it is important to understand one's state of mind in order to make them
accept the change. To figure out the possible reasons why people tend to resist when it comes to
make some changes. According to De Jag er (2001) , most people are reluctant to change resulting
from their suspicions and fear to the new challenges. Resistance can also occur when change goes
against their habits or values ( Robbins & Sanghai, 2006). Kotellnikov (2001) stated that employees
could resist because they have an inadequate understanding of the purpose and meaning of change.
To achieve maximum benefits from change, managers must try to minimise resistance behavior first
( Coetsee ,1999). 3.0 Resistance Defined As an early researcher on this subject, Alvin Zander (1950)
defined resistance to change as 'behavior which is intended to protect an individual from the effects
of real or imagined change'. Zaltman & Duncan (1977) define

The Change Management Model And Management Strategies
As organization evolve, changes are inevitable. At CSAA insurance group, change is necessary to
support selling, marketing and management strategies (Hallenbeck, 2015). The leadership team at
CSAA has identified an opportunity to refine how sales production is tracked by their sales agents.
Implementing new processes to support fiscal responsibility is important as it will serve as a
foundation for successful goal achievement for the organization (Hallenbeck, 2015). This document
will provide details of the change needed to track sales production, outline the change management
model and discuss plans if resistance is given by team members.
Sales tracking change details:
Sales agents and their leadership team use several different platforms to manually enter production
details. This manual entry is the cause of the variance as it allows for human error. The current
tracking process of sales production is consistently inaccurate by approximately 30%. Final sales
production results are released approximately 15 days after the closing of the given month. This
variance causes a negative impact to real time reporting that is crucial in running a successful sales
team.
In order to remedy the sales tracking issue, the national sales executive of CSAA has agreed to
incorporate an existing enterprise platform within the sales division that manages customer
interactions. Implementation of the new platform will allow sales agents and leadership to
accurately track sales

What Are Organizational Change And Organisational Change...
1. INTRODUCTION The increased pace of modify over the past ten years has been dramatic.
Opponents has heated up across the board. To succeed, the company of the future must provide
clients better, create new benefits and endure in bitterly contested marketplaces. To stay aggressive,
companies must do away with execute and procedures that don't add value. This hyper competition
has invalidated the primary assumptions of maintainable marketplaces. There are few companies
that have escaped this shift in competitiveness. Entry barriers, which once exerted a stabilizing force
on competition, have dropped in the experience of the fast changes of the details age. These causes
have pushed our potential to deal with company lifestyle needed. ... Show more content on
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Organizations have to deal with new technological innovation, and with upgrades for existing
technological innovation. They have to deal with reorganizations, procedure enhancement projects,
and mergers and products. Which particular factors of modify are currently affecting most on
exercising managers? How do they respond to change? How are they working with them? And how
effective are their attempts? How do the issues recognized and alternatives described, correspond
with the concept and analysis on company change? Mergers, products, new technological
innovation, reorientating and downsizing are all factors that promote a increasing environment of
doubt. The administrator who goes directly into why the modify is best for everyone and how
company is going to be performed ignores the individual instinct factor – the emotions that are a
natural regular process for anyone sensation confronted by modify to experience. At every step in
the procedure of applying an company modify, a excellent administrator will ask him/herself "How
might I respond to these changes? "As the company utilizes the changes though, the truth of the
modify becomes present and workers may either avoid the changes or start to modify to the changes
based on the individual. The worker who is

Oticon Change Management
How was the resistance to change overcome by Oticon? Change is generating resistance and that
can be attributed to different factors (Buchanan & Huczynski 2004). What is important is how
a company can handle and overcome the resistance to change in order to accomplish this difficult
process. It has to be mentioned that, at a certain moment in time, different parts of the same
organisation can be at different stages of the change. There are five main stages addressed by each
individual that goes through a change process: Denial Anger Bargaining Depression Acceptance The
timeline of the Oticon change did last for 6 years, until positive results reported in 1994. After 2
years of using the usual tools to increase ... Show more content on Helpwriting.net ...
Burns listed many definitions of organisational culture, and a more simplistic and reductionist one
is: "Culture is how things are done around here" (Burnes 2004 p.170). The change in Oticon can be
seen as a Re–Creation or Corporate transformation i.e. frame–breaking or discontinuous change that
impacts the whole organisation. This means the culture in the organisation will have to change to
enable sustainability of the competitive edge. This is the reason why all things reminding of the past
and the old culture had to disappear. Burke and Litwin (1992) consider that a transformational
change involves a paradigm shift, and completely new behaviours. Instead of changes designed to
help the organisation do things better (incremental change) the organisation needs to do things
differently or do different things (Hayes 2007 p.121). There are four main pillars to success in this
type of cultural change (The Denison Model): * Consistency * Mission * Involvement *
Adaptability Lars Kolind used those 4 main streams in the processes of build, implement, develop
and communicate this vision. Stakeholders were also involved in the in the process as he needed
their support in adapting the company to better respond to market requests. References
BUCHANAN, D. and HUCZYNSKI, A., 2004. Organizational Behaviour – An Introductory Text,
5th ed. London, UK: FT Prentice Hall. BURKE, W. and LITWIN, G.H., 1992. A Causal

Change is an integral part of any organization that needs to keep abreast of its competitors in the
business. It is important since it is the process through which an organization embraces new ideas or
technology for running a business and quits using old–fashioned ways that have proved not to be
working. The process of change management is a very crucial one since it determines the success or
failure of the change. People fear change, and it is very important that steps are taken towards
making them embrace this change and be part and parcel of the change process. This essay delves
into the recent structural change that General Electric Company had in its subsidiary, in India.
Change in the management of an organization automatically ... Show more content on
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It is a process that encountered many challenges, most notably, a huge resistance for it to take place.
There are a couple of reasons that drove Flannery to adopt this new organizational structure. Among
them was to decentralize power and make the G.E Indian subsidiary more autonomous. In the
matrix structure, power was centralized. The country head's involvement in running the business
was reduced since they even the business heads in their own countries would directly report at
Fairfield. This left their hands tied as to the influence they could exert on the business heads for
better performance of the organization. The aspect of also constrained autonomy comes to play in
the matrix structure when business heads who are in very far countries report at the headquarters,
meaning that the headquarters are responsible even for the decisions on the ground (Ganguly, 2012).
Flannery saw the need to change this so that the G.E Indian subsidiary would be autonomous, so as
to reduce bureaucracy and quicken decision making processes. This change was also necessary to
improve the relations of the departmental heads and the Country head through constant
communication, consequently creating the team work spirit necessary for successful business
operations.
The process of bringing in the change was a difficult one, John Flannery admitted. The three change
management processes dubbed Lewin's Change Management Model

Change Management
"Change is the only constant, we are told" in the twenty–first century marketplace(Ojala, 1997, p.1).
In order for many companies, organizations, or institutions to stay competitive in their fields, they
must be prepared for change and the effects of that change. According to a 1994 American
Management Association and Deliotte & Touche LLP study "approximately 84% of American
companies" are experiencing some type of change (Carson, 1998, p.1). Change management helps
companies predict, institute, guide, facilitate, and evaluate change. Change management is "the
focus of the change project (or initiative), whether it be to bring about alterations at the individual,
group...or organizational level"(Henderson and ... Show more content on Helpwriting.net ...
"New and innovative technologies, along with process improvements, add value to organizations...
[and] introduce change"(Puccinelli, 1998, p.1). Economic factors such as "interest rates and
inflation" can wreak havoc on organizations despite their own internal "economic systems" (Carson,
1998, p.1). Organizations must also be aware of "legal–political element[s] that develop under the
"legal and governmental systems within which an organization must function"(Carson, 1998, p.1).
For instance, many companies must shift their attitudes or change their products as society pressures
political systems to change with their new attitudes. The lawsuits against tobacco companies are a
perfect example of organizational change forced by litigation and politics. Furthermore,
organizations must be prepared to face "socio–cultural element[s]"(Carson, 1998, p.1) that will
influence who works for them and who buys their products as America becomes more culturally
diverse and the members of the job market shift. All of these factors bring shifts in "norms, values,
beliefs and behaviors" with which every organization must cope (Carson, 1998, p.2). And lastly,
organizations must cope with

Management and Change
Journal of Change Management Vol. 5, No. 4, 369 –380, December 2005
Organisational Change Management: A Critical Review
RUNE TODNEM BY
Queen Margaret University College, Edinburgh, UK
ABSTRACT It can be argued that the successful management of change is crucial to any
organisation in order to survive and succeed in the present highly competitive and continuously
evolving business environment. However, theories and approaches to change management currently
available to academics and practitioners are often contradictory, mostly lacking empirical evidence
and supported by unchallenged hypotheses concerning the nature of contemporary organisational
change management. The purpose of this article is, therefore, to provide a critical review of ... Show
more content on Helpwriting.net ...
Secondly, there is a consensus that change, being triggered by internal or external factors, comes in
all shapes, forms and sizes (Balogun and Hope Hailey, 2004; Burnes, 2004; Carnall, 2003; Kotter,
1996; Luecke, 2003), and, therefore, affects all organisations in all industries. While there is an
ever–growing generic literature emphasising the importance of change and suggesting ways to
approach it, very little empirical evidence has been provided in support of the different theories and
approaches suggested (Guimaraes and Armstrong, 1998). The purpose of this article is, therefore, to
provide a critical review of theories and approaches currently available in a bid to encourage further
research into the nature of organisational change with the aim of constructing a new and pragmatic
framework for the management of it. In order to do so the article has adopted Senior's (2002) three
categories of change as a structure with which to link other main theories and approaches. These
three categories have been identiﬁed as change characterised by the rate of occurrence, by how it
comes about, and by scale. Although total quality management (TQM), business process re–
engineering (BPR) and other change initiatives embrace

The Change Management Models Of An Organization
Leading Change
Soon after my departure from Unicef, I started working with a consulting firm that was having
difficulties with their human resource outsourcing and recruitment department as it was losing
clients and revenues for 3 consecutive years. I was tasked with evaluating, proposing and
implementing changes that would result in a restructured department and greater synergy in order to
render the department solvable. The challenge in itself was quite valuable and I was grateful for the
opportunity. I had never implemented changes within an organization before however I had
participated in organizational change and had always understood the reasons and had never resisted
the changes. I came into the organization with a positive attitude and with a bit of naivety, excited
with the idea of digging into the issues and changing things around. At the time I was not yet
introduced to the different change management models that would have provided a better
understanding of the logic behind employee resistance to change. Consequently I believe that the
board and I were ill equipped to understand and process employee reactions. Thinking back,
Elizabeth Kubler–Ross's Five Stages of Grief and Loss would have been a great tool to have as it
perfectly depicted the challenges we had encountered.
At the end of my evaluation, I presented my findings and propositions to the board. The changes
proposed were then presented to the employee's without much protestation or comments. One of

The Success Of Change Management
According to Cialdini, the success of leaders, executives, managers, and salespeople is measured by
their capacity to complete goals. Those objectives are met, more often than not, by reasoning,
persuading and stimulating others to share a vision and follow a common purpose. We live in a
world where those who are the most influential are the most prosperous. Therefore, organizations
need to understand the factors that cause one individual or employee to conform to another's wish or
action of some kind. Our world has become increasingly competitive and unpredictable; especially,
amongst organizations and businesses alike. As a result, organizations are often forced to change
their strategic direction to remain competitive in today's ... Show more content on Helpwriting.net ...
Moreover, Eisenberg (2015) argues that organizations must focus the bulk of their resources behind
an area in which they wish to compete. Organizations must develop a competitive strategy.
According to Eisenberg et al."Strategy only works when the organization purposefully engages in
strategic alignment, ensuring that employee actions align with the stated aspiration" (Eisenberg,
Johnson, & Pieterson, 2015). Implementing a new strategy requires a change in technology, process,
and people. The hardest of the three being people. Getting people to adopt a new mind–set, behavior
or technology is similar to getting some people to lose weight. The difficulty lies in getting people to
eliminate old habits and build new habits. Building employee support requires senior leadership to
inspire a sense of commitment to the change through communication. Strategic effectiveness is
impossible without successful strategic communication. Organizations must ensure that their
strategy is articulated in a way that employees can easily understand and follow. In other words, talk
to employees at their level because communication is key. Organizations should also consider
objections to the new strategy and develop reasonable explanations. According to Atkins (2014),
people will only accept the change as valid if it is rationale and the resulting benefits are
unmistakably clarified. The process of considering objections is an influential method of marketing
a new

Organization Change Management : Organization
Organisation Change Management BMO6624
Assignment 2
Literature Review
Name: Ranjeeta
Student ID:
UNIT Coordinator and Lecturer: Dr. Shahnaz Naughton
Introduction
In modern organizations they always have to keep very close eyes on what coming next. In order to
retain their position and sustain the market they always have to keep making changes in their
organisational structure to meet the demands for their stakeholders.
Whenever any organization decides to make any changes they have to go through too many steps
and process to make sure nothing go wrong. In most of the cases organizations move from present
state to future state to enhance their effectiveness but sometime this move become massive reason
for them for lack of confidence in new system and that causes various failures.
In most of the organizations we have dedicated team of management experts. They have special
expertise to handle and manage various derivatives of change management as any small wrong
decision can affect every stakeholder in the organization.
During change management process they have different strategies to deal with individuals, teams
and whole organization.
We should always keep in mind that change to any part of organization may affect the whole
organization. These changes can be proactive or reactive depends on implementation.
Our aim should be always try to maximize the collective benefit for all entities involved in the
change and mitigate the risk of

Change Management Plan Paper
Running head: CHANGE MANAGEMENT PLAN Change Management Plan Paper University of
Phoenix Change Management Plan Paper This paper will discuss CrysTel a telecommunication
company that has come to the realization that they need to develop a corporate culture that can
support constant change. The first topic reviewed will be the Implications of Organizational Change
and associated impact on employee behavior. The next topic the paper will discuss is the proposed
change model and the potential impact that human variables and resistance to change will have on
the process. The paper will review CrysTel will address employee reaction to the change specifically
resistance to the change. The third topic, Measures to Monitor Progress will ... Show more content
on Helpwriting.net ...
Human Variables of Change Implementation Based on the results of the Employee Survey, Climate
Survey combined with the input of the CrysTel executive team the decision is to implement a Plan
Do–Check–Act (PDCA) change model. "Though there are no specific rules associated with the
model, it does focus on a never ending cycle of transformation just as organizations or groups have
cycles of growth, stagnation and productivity. This cycle of transformation is an iterative process
that requires planning, testing, checking and acting on a continuous basis that propel an organization
or group" Rothwell& Sullivan & McLean, (1995). It is specifically the fact that of the PDCA model
of no set rules and the never–ending change cycle that make this model best candidate for creating
the new change culture for CrysTel. By the process being fluid CrysTel will be able to tailor the
model to address the needs of each department. The company will spend the first part of the process
developing the processes to identify and address variables and the inevitable resistance to change.
To successfully manage resistance to change CrysTel will first need to identify resistance which as
cited in Atkinson, P. (2005) "The nature of resistance is that, generally speaking, we do not
experience it actively and publicly. Its presence is often displayed covertly, even passively." Once

Change Chalenge And Management Essay
Change, Challenge, and Management
INTRODUCTION
Few words can strike more fear into the heart of an individual than "change." We are creatures of
habit and feel most secure when we are doing what we know. But how are the three distinct
words–'Change', 'Challenge' and 'Management', connected?
These words are interconnected and interdependent. Effective change management involves aligning
all enterprise resources – physical assets, know–how, technology and people – simultaneously, but
with a different intensity at the organizational, work group and individual levels. Yes, it is a
challenge. This is the challenge of the modern enterprise: to be relevant in the context of its dynamic
marketplace and to maintain that relevance even in the ... Show more content on Helpwriting.net ...
Change in management entails thoughtful planning and sensitive implementation, and above all,
consultation with, and involvement of, the people affected by the changes. If you force change on
people normally problems arise. Change must be realistic, achievable and measurable. These aspects
are especially relevant to managing personal change. Before starting organizational change, ask
yourself: What do we want to achieve with this change, why, and how will we know that the change
has been achieved? Who is affected by this change, and how will they react to it? How much of this
change can we achieve ourselves, and what parts of the change do we need help with? These aspects
also relate strongly to the management of personal as well as organizational change.
THEORIES OF CHANGE
Theory of change refers to the causal processes through which change comes about as a result of a
program's strategies and action. It relates to how practitioners believe individual, intergroup, and
social/ systemic change happens and how, specifically, their actions will produce positive results.
Theories of change can be identified either prospectively as part of planning an initiative or
retrospectively as part an evaluative process. In either case, this kind of analysis requires both time
and honest reflection from program leaders and practitioners.
An early model of change developed by Kurt Lewin described change as a three–stage process. The
first stage he called "unfreezing".

Essay about Improving Change Management
Throughout every organization is an opportunity to introduce new change. Change can have a
positive or negative impact on the surrounding environment, both internally and externally.
Implementing a change requires adjustments to the status quo, sometimes leading to employees that
are directly affected by the change to feel threatened. Change can also produce positive reactions,
such as boosting morale, increasing profits, or decreasing costs. A new change in an environment
must be carefully planned out, to ensure that the expected results are achieved while maintaining all
other processes at an acceptable level. There are several factors that contribute to improving change
management within a data center of any firm. According to ... Show more content on
Helpwriting.net ...
This idea is to abandon perfection in favor of action. By forcing a decision–making process within a
reasonable time frame, this allows the firm to "release the ship from the pier." Riskin also correlates
this rule to having a positive impact on the esprit de corps of the firm. This rule in particular allows
firms that are struggling with introducing change to overcome this resistance. Another valid rule of
Riskin's seven is to "ask for commitment – not agreement" (Riskin, 2006, p. 30). This rule displays
the need that not everyone in the firm has to be 100% on board with the impending change, but
everyone has to be committed enough to the firm to go along with the change. This is invaluable
advice for legal firms (such that I have experienced) which struggle to achieve change buy–in from
select partners. With emphasizing the fact that everyone must be on board for what is best for the
firm, it allows the reduction – or elimination – of possible sabotage efforts from people who are
resistant to change. Riskin concludes, "fostering change in a law firm seems impossible because
most Managing Partners treat the activities associated with such change as if they were component
piece of a legal transaction." All of these resistances can be overcome by following the rules
outlined by Riskin. When focusing on the practical

Change Management
PROF. DR. OLAF PASSENHEIM
CHANGE MANAGEMENT
Prof. Dr. Olaf Passenheim
Change Management
Change Management © 2010 Prof. Dr. Olaf Passenheim & Ventus Publishing ApS ISBN 978–87–
7681–705–3
To Till Jakob and Jan Malte
Contents
1. 1.1 1.2 1.3 2. 2.1 2.2 2.3 2.4 2.5 3. 3.1 3.2 3.2.1 3.2.2 3.2.3 3.2.4 4. 4.1 Change Management
Introduction Reasons for Change Origins of Change Management Concepts of Change Management
Lewin´s Change Theory Chin & Benne´s "Effecting Changes in Human System" Bullock and
Batten's Phases of Planned Change Beckhard and Harris change formula 7–S Model The Change
Process Initiating a Top–Down Change Initiating a Bottom–Up Change Responsibility for managing
change Change management process Dealing with ... Show more content on Helpwriting.net ...
By deregulation, the competitive pressure was put on telephone companies such as the German
Telecom which has minimised monopolistic emplacement. Regarding this point, advances in
technology have had a big impact on the market. Also, the affordability of equipment and software
allows greater competition in the IT–sector. Government laws and regulations can have a large
impact on an organization such as with deregulation. Organizations have to change because it is now
prescribed. The new tobacco taxes and the legislation requiring tobacco manufacturers to disclose
the harmful effects of tobacco smoking have created huge pressures on some large organizations.
These organisations now have to change to ensure their economic viability. Finally, these economic
ups and downs have a dramatic effect on organizations as well on domestic markets as the
worldwide economic influence continues on organizations. This phenomenon could be seen during
the last financial crisis. The effects were recognized in the USA first; then they hit Europe, Japan
and finally the rest of the world. As a consequence, several automobile manufacturers have
announced production cutbacks and reduced employment. Parallel to the external reasons there are
different internal forces for change:     Corporate strategy Workforce Technology and
equipment Employee attitudes

It is not unusual for an organization to change its strategy. It can lead e.g. to a large

Change Management
Introduction
XYZ, Inc. is a high–end retail chain that sells luxury watches, jewelry, and hand bags. The company
plans to open its first international store in Shanghai, China, which will act as a stepping stone for its
further planned expansion in Brazil, Russia, India & China (BRIC Countries). This project would
lead to a short–term change in the organization.
XYZ, Inc.'s plan to expand its business in other BRIC Countries depends on the success of its first
international store in Shanghai. The lessons learnt from the opening of first store, positive or
negative, will be applied in the long term expansion of the company in BRIC countries, which
entails long term changes in the organization. The long term changes for the second ... Show more
content on Helpwriting.net ...
For all of these reasons then, Anderson & Anderson's (2004) contentions about integrating all these
changes in a unified manner is crucial to the company and to each of these ventures (p. 1).
Therefore, internal communication is essential, as is documentation. In fact, failure to document the
foreign applications, import export documents could result in venture failure and significant
corporate losses.
Unified and Integrated Risk Management and Change Management
To accomplish this, all of the tasks assigned to international operations management will increase
over time. Yet, the experience with the Shanghai, China store opening will usher in
interdepartmental and cross–departmental communication. After all, operations will need input from
import and export, marketing, manufacturing and suppliers. As we approach the planning stages for
the other foreign store openings, operations management will be more familiar with the types of
documents each country requires, the transportation routes, methods and alternate supply chains and
export modalities (Anderson & Anderson, 2004, p. 2).
Human Resources will become more familiar with the types of support its foreign workers and its
U.S. workers need when working in these regions. It will begin to interface with consultants in these
regions more and more frequently throughout the planning, development and implementation stages
(Anderson & Anderson, 2004, p. 4, 5).

Change Management
"Toto, I've got a feeling that we're not in Kansas any more."
Dorothy, Wizard of Oz
Over the past few decades, large–scale organizational change has become a way of life in American
business. Many organizational changes, however, have failed to deliver promises of increased
productivity and morale, decreased costs, decreased waste , and increased customer satisfaction. A
common theme among these failures is a lack of understanding of the power of the collective human
system to obstruct the progress of initiatives. The result has been to reinforce fear, defensiveness,
and cynicism among workers toward change efforts (Dooley, 1998).
Failure of an organizational change for businesses has both short term and ... Show more content on
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They ask themselves, "Where did this come from?", "What is going on?", "I didn't know anything
about this!", or "This isn't what I agreed to!" (Department of Defense, __ ).
After the shock of the new situation has passed, most people, if they view the change as a negative
impact on their personal situation, become very angry. They may begin to talk about the new
situation in very negative terms, such as, "It won't work!" or "I'm not going to support this!" This
anger, if not addressed, may lead to some workers actually trying to sabotage the change process. A
person going through this phase will make up excuses why they should not be held accountable for
anything that goes wrong with the organization as a result of the change such as "Don't blame me if
it doesn't work!" Once workers have accepted the change as real and that it is going to happen, they
begin to rationalize their role in the new situation (Department of Defense, ___ ).
Productivity will also fluctuate during change. Productivity, at a given level before change, will drop
during the period of transition. After the change is complete, this level should rise to a new higher
level (Wakulczyk, 1995).
As organizations change more frequently and radically, the training profession is getting more
deeply involved in the change process. Trainers used to assist an organization change by teaching
the skills needed to carry it out, as determined by

Lewin's Change Management Model
Lewin 's Change Management Model
Understanding the Three Stages of Change Unfreeze–Change–Refreeze.
© iStockphoto/doram
Change is a common thread that runs through all businesses regardless of size, industry and age. Our
world is changing fast and, as such, organizations must change quickly too. Organizations that
handle change well thrive, whilst those that do not may struggle to survive.
The concept of "change management" is a familiar one in most businesses today. But, how
businesses manage change (and how successful they are at it) varies enormously depending on the
nature of the business, the change and the people involved. And a key part of this depends on how
far people within it understand the change process.
One of the ... Show more content on Helpwriting.net ...
In order to accept the change and contribute to making the change successful, people need to
understand how the changes will benefit them. Not everyone will fall in line just because the change
is necessary and will benefit the company. This is a common assumption and pitfall that should be
avoided.
Tip:
Unfortunately, some people will genuinely be harmed by change, particularly those who benefit
strongly from the status quo. Others may take a long time to recognize the benefits that change
brings. You need to foresee and manage these situations.
Time and communication are the two keys to success for the changes to occur. People need time to
understand the changes and they also need to feel highly connected to the organization throughout
the transition period. When you are managing change, this can require a great deal of time and effort
and hands–on management is usually the best approach.
Refreeze
When the changes are taking shape and people have embraced the new ways of working, the
organization is ready to refreeze. The outward signs of the refreeze are a stable organization chart,
consistent job descriptions, and so on. The refreeze stage also needs to help people and the
organization internalize or institutionalize the changes. This means making sure that the changes are
used all the time; and that they are incorporated into everyday business. With a new sense of
stability, employees feel confident and comfortable with the new

Change Management Plan
Running head: CHANGE MANAGEMENT PLAN
Building a Culture for Sustaining Change at CrysTel
Student Name
University of Phoenix
Introduction
A reliable change management plan is often required to overcome workplace resistance when
employees are presented with a new way of doing things. Change management is a strategy
designed to transition from the status quo to some new ideal way of doing business. CrysTel, a
growing telecommunications company, finds itself in a very dynamic industry that along with
frequent advances in technology will dictate that it adapt to rapid and persistent changes.
Developing a successful change management plan for CrysTel will have three distinct goals:
optimize flexibility, promote innovation, and sustain ... Show more content on Helpwriting.net ...
Regular feedback and proactive counseling help to effectively close information gaps between
employees. The Marketing department suffers most from performance feedback at CrysTel. They do
not have a strong mentoring process in place and there is an issue with delegation of responsibility
here. "360 Degree Feedback provides accurate performance feedback to staff members who receive
feedback from a boss, coworkers, and direct reporting staff. Done appropriately, it can boost
performance and provide recognition and motivation" (Debare, 1997). "Because feedback is
intimately related to the goal–setting process, it involves the same behavioral outcomes: direction,
effort, and persistence" (Kreitner, 2003).
Employees of Technology Development department at CrysTel are encouraged to approach a
conflict resolution committee to address unresolved conflicts. Conversely, the Sales and Delivery
department only allows conflicts or issues to be raised only during the semi–annual performance
review. This was indicative of a lower score than the other departments in this area on the climate
survey. Multifunctional roles carried out by members of this department causes overlapping efforts
and undefined responsibilities. Inadequate communication and teamwork make conflict resolution
difficult. "Problem solving is the only style that represents a purely win–win orientation"
(McShane, 2004). "Problem solving tries to find a mutually beneficial solution for both

Change Management Process In The Movie Miracle On Ice
In the movie "Miracle on Ice", Coach Herb Brooks takes his team in the National Hockey League
through the Kotter's 8 Step Change Management Process to become successful in the Winter
Olympic Games of 1980. Many of Herbs' actions and techniques seem to be unorthodox at first, but
people soon began to realize that the changes that were made did in fact make a difference. These
changes led to the USA victory against the Soviets and all together the 1980 Olympics. This paper
will discuss how Brooks takes the organization through these 8 changes. The first step in the change
process is to create a sense of urgency. Coach Herb originally starts this step out in his interview for
the head coaching position of the USA team. He brings to the table that he wants to change the
entire process that the teams usually go through. These changes include not relying on players that
just have talent, using a team chemistry to drive teamwork, longer/harder workouts, use different
playing strategies and using less experienced players. These created a sense of urgency to the board
he was presenting to because using less experienced players while initiating changes that had never
been done before would possibly take longer and need more work than their usual process.
Secondly, forming a powerful coalition would be the next step in the change process for Coach Herb
to follow, which would include getting people to support the changes he is going to make. In the
beginning, Herb did not have much

Change Management
MBA –H4010
Organisational Development And Change
ORGANISATIONAL DEVELOPMENT AND CHANGE
UNIT – I LEARNING OBJECTIVES
The student is expected to learn the following concepts after going through this unit.
1. Change 3. Planned Change 5. Unplanned Change
2. 4. 6.
Stimulating Forces Change Agents Lewin's Three Step Model
The change means the alteration of status quo or making things different. It may refer to any
alteration which occurs in the overall work environment of an organization. When an organizational
system is disturbed by some internal or external force, the change may occur. The change is
modification of the structure or process of a system, that may be good or even bad. It disturbs the
existing equilibrium or ... Show more content on Helpwriting.net ...
Often society's "winners", both historical and contemporary, can be characterized by the common
ability to effectively manager and exploit change situations. Individuals, societies, nations and
enterprises who have at some time been at the forefront of commercial and/or technological
expansion have achieved domination, or at least 'competitive' advantage, by being innovative in
thought and/or action. They have been both enterprising and entrepreneurial. It is said that
management and change are synonymous; it is impossible to undertake a journey, for in many
respects that is what change is, without first addressing the purpose of the trip, the route you wish to
travel and with whom. Managing change is about handling the complexities of travel. It is about
evaluating, planning and implementing operational, tactical and strategic 'journeys' – about always
ensuring that the journey is worthwhile and the destination is relevant. The Industrial Revolution,
which developed in Europe between 1750 and 1880, accelerated the rate of change to an extent
never previously thought possible. Other economies followed and the rate of change has never
declined; indeed, many would claim it has now accelerated out of control. The spear and sword gave
way to the gun; the scribe to the printing press; manpower to the steam engine of James Watt; the
horse and cart to the combustion engine; the typewriter to the word processor; and so the list goes
on. 3

MBA –H4010

The Theoretical Elements Of Change And Change Management
Introduction
Leading and managing change require a solid theoretical foundation. This assignment will research
the theoretical elements of change and change management. Addressed will be the following:
Organic Evolution of Change, Formulating Strategic Development Approaches, Leadership and
Management Skills and Gathering and Analyze Data. As societies continue to evolve and changing
demand creates the need for new products and services, businesses often are forced to make changes
to stay competitive. The businesses that continue to survive and even thrive are usually the ones that
most readily adapt to change. A variety of factors can cause a business to reevaluate its methods of
operation. According to literature from the past two ... Show more content on Helpwriting.net ...
Further, organizations demonstrate agility by changing structure or processes. Underlying patterns
of thinking regarding relationships, information sharing, and behaviors manifest structures and
processes. As technology continue to refine how products and services are delivered to consumers,
competition among industry participants becomes more refined. Organizations that are able to keep
up with changing technologies become leaders while those that are not fall behind. Mergers and
acquisitions are increasing while causing small businesses to sell out or seek partnerships and
cooperatives in order to remain competitive and relevant.
Competition
The entrance of a new competitor into a market can cause a business to change its marketing
strategy. For example, a small electronics store that was the only game in town might have to
change its image in the marketplace when a large chain store opens nearby. While the smaller store
might not be able to compete in price, it can use advertising to position itself as the friendly,
service–oriented local alternative.
Technology
Innovations in technology can force a business to change just to keep up. Employees who have
never used computers need to be trained to operate the new computer system. A business also can
benefit by implementing a technological change. According to the Hotel Online website, the airlines

Employee Commitment in Times of Change: Management Journal
Employee Commitment in Times of Change:
Assessing the Importance of Attitudes Toward
Organizational Change†
Steven M. Elias*
Department of Psychology, Auburn University Montgomery, Montgomery, AL
Organizations are dynamic and changing entities. Variables associated with organizational change
have been shown to serve as mediators of several individual difference variable/workrelated
outcome relationships. This study examines three potential antecedents of 258 police officers'
attitudes toward organizational change (ATOC), and whether ATOC mediates the relationships
between these antecedents and affective organizational commitment (AOC). At the time of data
collection, the officers' police department was restructuring its ... Show more content on
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A review of the psychological and organizational behavior literature points out that (a) intrinsic
motivation can be thought of as internal work motivation, (b) the ability to see change as a learning
opportunity can be thought of as growth need strength, and (c) having control over the change
process can be thought of as an internal locus of control. With this in mind, these individual
difference variables should be of importance to how employees cope with organizational change. In
a related line of research,Wanberg and Banas (2000) obtained partial support for their conceptual
model that individual difference variables (e.g., personal resilience) affect one's openness toward
organizational change, which in turn affects work–related outcomes (e.g., job satisfaction and
intention to quit). The purpose of the current study is to extend the work of Wanberg and Banas by
examining whether attitudes toward organizational change mediate the relationships that exist
between the psychological variables mentioned above (i.e., growth need strength, locus of control,
and internal work motivation) and affective organizational commitment. The focus of this study is
the

The Impact Of Technology On Change Management
This presentation is about the use of technology in change management. We will review how
technology facilitates changes management. Then recommend best practice for changing
management. This presentation begins by analyzing the report by Mondal (2011) called
"Entrepreneurship in U.S. Auto Industry: Ford Stay Ahead." Henry Ford is the founder of Ford
Motor Company. As a successful entrepreneur Ford's practice included technological innovation for
cost cutting measure, introduction of new products, expansion of new market and created new
economic organization. Using Schumpeter's five factor model we will analyze entrepreneurship
around innovation.
Ford's Technology in Change Management
In Ford's initial years, innovation technology was used to remodel the most popular model cars; this
increase profit for the business. It used to take Ford 14 hours to build the T model car; he reduced
labor cost using a time known as "mass production method." This method reduced the assembly
time to1 hr. 33 minutes. This innovation technology reduced labor cost for the new Model T
(Mondal, 2011).
Entrepreneur take risk: by creating new products, adapts to new production process, create new
market, and create new technology and economic for an organization. According to Michaelides &
Kardasi (2010) development depends upon "innovation." This concept includes an introduction of
new goods, new methods of production; the opening of a new market, conquest of a new source of
supply and carries out

The Role Of Leadership As A Change Management
1.Introduction
The purpose of this study is to discuss the role of leadership in effective change management. The
study based on wide review of literature, to figure out the leadership aspect that encourage change
an association. The study discover that fundamental leadership and organisation practices connected
with the centre skills of an organisation to accomplish required results. Traditional methods of doing
business are rapidly change and turn into outmoded. Administration, control, unbending nature and
functionalism have become outdated that are genuine problem to change administration. The
greatest barrier is individuals ' state of mind toward change, which are regularly settled and safe. So,
the several organisations are ... Show more content on Helpwriting.net ...
The selections of the leaders not only depends on the personal characteristics or but also on the
social and cultural factors along with his or her experiences towards life
II. The definition of Change
Change is an observable fact which is unavoidable in each part of human being or life. Usually the
word change means to make different or improve or renovation of any existing

Change Management Literature Review
Coverpage, table of contents, appendences
Introduction
With our main research question we aim at exploring the importance of effective change
management and the characteristics of a successful change management program in a hospital. The
main research question can be formulated as: To what extend is change management necessary and
how can it most efficiently be implemented in a hospital?
By understanding the importance of effective change management we can facilitate our commitment
to the development of a successful change management program. By gaining insight into the
different factors that can contribute to successful change management, we can guide the design of an
appropriate change management program. In the following pages, it ... Show more content on
Helpwriting.net ...
However, change can be a risky process that can have negative, instead of positive, consequences
for the company's future. In fact, it has been estimated that only about half of the large scale
interventions succeed. With the above in mind Bruch, Gerber and Maier (2005) aimed at identifying
the characteristics of a successful strategic change program by using the case of German aviation
Group Deutsche Lufthansa. Lufthansa succeeded several times in successfully implementing
change, as a response to the turbulent aviation market conditions between 1991 and 2004.
Lufthansa's last, and most successful, strategic change program was the D–Check. Part of what
made D–Check so successful was the fact that Lufthansa's management made a distinction between
leading decisions and managing decisions. Leading decision deals with conceiving a clear goal – in
other words, what would be right. Managing decision deals with finding the way to achieve the goal
– in other words, how do we do it right. Therefore, before implementing change a company should
clearly and conclusively resolve the issue of what change would be right and how can be done right.
Key questions are the following:
What change is right for our situation?: The change program should be adapted to the company and
its particular business situation.
What is the central focus?: Clear priorities/focal points should be defined in order to overcome
excessive complexity and

Change Management At The Workplace

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