Essay On Managing Change

Essay On Managing Change
To secure long–term survival in the everchanging business world, the first thing is to validate that
the company has the ability to adapt and continuously improve. In doing so, I will first make sure
that the strategic plan is aligned with the unique values and sense of identity of the company and
promote a culture of commitment and performance, because in strong organizational cultures people
instinctively react properly to change.
For implementing internal changes, the famous freeze phase model (unfreeze– change – refreeze)
can be utilized to frame the process of change and each stage can be expanded and tailored to better
manage the process.
Effectively managing any change initiative requires adoption of a planned and systematic ... Show
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Further, in planning the change, as I a leader I should first assess the existing culture and if changes
are to be made to the org existing culture, these should also be addressed in the change program. I
need to be clear about the culture and underlying behaviors that will best support the new way of
doing business, and at the same time explore opportunities to model and reward those behaviors.
This involve developing a baseline, defining an explicit end–state or desired culture, and devising
detailed plans to make the transition. e.g. if the strategic plan is focused on profitability and
improving bottom line accountability. In addition to redesigning metrics and incentives, there should
be a plan to systematically change the company's culture. One of the tactics in achieving this, can be
increased participation and getting the marketing managers involved early in the process. Then
based on their recommendations, develop the marketing campaigns, spending plans, and incentive
programs. This will not only increase marketing personnel commitment but also their accountability.
Shared values that are widely held by the employees provide a strong culture and a strong work
culture guides all the members of an organization along a similar path to reach the common goals of
the organization.
Resistance to change comes from a fear of the unknown or an expectation of loss. The front end of
an individual's resistance to change is how they perceive the change. The
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Managing Change Analysis
In the article Managing Change, Lorenzi and Riley discuss the effects of change on an organization's
dynamics, focusing mainly on established relationships and behavioral habits. In addition, simple
yet effective methods of phase implementation are provided as a means to prevent feelings of
"forced change" and reduce the likelihood of resistance when establishing health information
systems.
According Lorenzi and Riley, often many organizations fail to realize the extent of change and its
effect on the organizational dynamics between behavior, culture and performance. Additionally,
management is typically unaware of the effects system wide change has on the way "we do work".
Work processes change, relationships shift, work skills are either altered or deleted and as a result an
... Show more content on Helpwriting.net ...
Once a comprehensive understanding is established phase two, development, begins. Using a
combination of behavioral methods taken from the field's psychology and sociology, a change
strategy is created. Using data acquired during assessment, changes can be presented as being
compatible and beneficial to the organization's values, norms and current practices. Phase three,
implementation, is the process of executing change strategies within the organization. Unknown to
organizational members, implementation occurs prior to an HIS installation. During implementation
a step by step procedure is established, creating a framework of standards, work processes, and
resources that ensure the majority of an organization's functions are included. Phase four,
reassessment, typically occurs six months following HIS installation. Reassessment requires the
same data, collection methods, and measuring standards are used. Reassessment helps determine
HIS individual ease of use and overall system

Managing Organizational Change
Content
Introduction .........................................................3
Discussion
 Definition and Triggers ....................................4
 The Resistance to Change ..............................4
 Overcome Resistance ....................................5
 The Leadership of Organizational Change ..........6
 Stages of Change Process ..............................6
 Organization Culture Change ...........................7
 Motivation and Performance ............................8
 Stakeholder Relevant issues ..............................9
 A Case Study ..............................................10
Conclusion ...........................................................12
Reference ..............................................................13
Introduction
Managing organizational change has been an essential topic for years and it is still widely discussed
at present. Change has many definitions, and change is evitable ... Show more content on
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Overcome resistance
Reducing or overcoming resistance to change depends on identifying source of resistance; it also
depends on a leader's ability to be task oriented when it is required.
Here are 3 major strategies to deal with resistance to change (Cummings and Worley, 1993):
Empathy and support: this is the first step to know those who are experiencing troubles of change,
giving them possible ways of support, it is important to let those people notice that they are taken
care of, and a more friendly relationship will be made.
Communication: people tend to resist when things become uncertain, an effective communication is
strongly demanded, it also help people prepare for the change.
Participation and involvement: it is a very good idea to get those who are facing change involve

directly in planning and implementing change, participation is the best way to overcome resistance.
No matter how we think change may be, there is one thing that we shouldn't forget is that change
can be exciting and can bring new and positive opportunities for all.
The leadership of organizational change
The leadership is very important to the change of organizations, it is discussed in many works that
management may be more emphasized than leadership, however, I would like to put leadership in
the first

Questions On Managing Organizational Change
Managing Integration
IMC 457–0
Angel (Ju–Ping) Lee
June 3, 2015
Deep Dive Blog Post
How to Survive Organizational Changes in the Fast–Changing World
As we have learned all quarter, managing the changing organizational environment is one of the
most salient challenges in today's business world. Managing organizational change properly can
minimize resistance from employees and cost of and maximize the effectiveness of the changes. In
other words, managing organizational change addresses the human side of the changing
management. Personally, I think organizational changes are a great sign for a company. When
organizational changes occur, it means the company is faced with an opportunity to make a
transition from its current state to a ... Show more content on Helpwriting.net ...
Competitions have also grown more fiercely in the society nowadays. To remain competitive,
companies are required to undergo changes.
Communicate, Communicate, Communicate
So how are some of the most important things an organizational leader can do to effectively manage
the company's culture in order to survive in the ever changing business landscape? One of the most
important thing a leader can do is to lead from the front and communicate with management team
and employees about how critical cultural change will affect a company's ability to sustain. Take the
time to communicate with the employees to ensure they now what is it their company is about and
let them know the process of getting to excellence. Communicating through any kind of medium is
an opportunity to reinforce the consistent message and vision to the employees and it's also a great
way to reach agreement on a common vision for a change.
Defining Your Unique Culture
Before communicating with the employees, however, a clear company culture must be determined
by the leader. Defining the company culture is not to put a few buzzword such as "innovation" or
"active" but to really understand the business and determine how to manifest the company
realistically. A great company culture might be just as motivational to the employees as the name of
the company or the salary. That being said, the company culture plays a major role in retaining the
employees who may decide

The Issue Of Managing Organizational Change
Abstract
The issue of managing organizational change is important within management theory and practice.
A number of cases have shown that attempts to 'manage ' organizational change had frequently
failed. Therefore the objective of this paper is to find why does the failure almost occur in an
organisation? Additionally, this papers objective is to provide discussion and find reply on the
following questions:
1) Which specific aspects of change are currently impacting most on practicing managers?
2) How do they react to change?
3) How are they dealing with them?
4) And how successful are their attempts?
5) How do the problems identified and solutions described, relate to the theory and research on
organizational change?
6) What kind of organizations are the most adopted to changes? The findings suggest that most
companies' operational strategies and structures reflect business realities based on previous
researches. However, it is noted that leadership and management skills, such as visioning,
prioritizing, planning, organising, providing feedback and financial incentives, rewarding success,
are key factors in any successful change initiative.
Introduction
Enterprise resource planning (ERP) system is a business management system that comprises set of
rules and regulation, which should be used, for the successful

Managing Resistance to Organizational Change Essay
In the course of considering and implementing change, the need frequently arises for effective
application of the approaches and tools for managing resistance to change (Palmer, Dunford, &
Akin, 2009). Change often fails from ineffective management of the internal and external forces of
resistance opposing change (Kotter & Schlesinger, 2008; Oreg, 2003; Palmer et al., 2009). In
response, this paper discusses the approaches (tools) deemed most essential for managing resistance
to change relative to the scope of the situational contexts in which they might be applied. The
discussion centers on considerations for the multidimensional conceptualizations of resistance that
are often ignored in evaluating alternatives for taking action. ... Show more content on
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According to Piderit (2000), each of these components contributes to an individual's disposition to
resist or support change, which can range along a continuum from strong opposition to ambivalence
to strong support. Oreg (2003) characterizes behavioral responses to change in terms of the
perceived degrees of fairness of both change outcomes (distributive justice) and the change process
(procedural justice), as mediated by differences in personality traits and contextual elements such as
self–efficacy, tolerance for change, and social influence. Further conceptualizations of the
multidimensional nature and scope of resistance are captured in goal regulation theory (Meyer,
Becker, & Vandenberghe, 2004), which is grounded in theories related to regulatory focus (Higgins,
2002) and self–determination (Deci & Ryan, 2008; Gagné & Deci, 2005). This integrated theory
characterizes varying levels and polarity of behavioral responses to change relative to affective,
normative, or continuance forms of motivation and commitment. The variation in behavioral
responses – when plotted on continuums of intrinsic/extrinsic motivation, internal/external locus of
causality, and prevention/promotion focused regulation – reflects the degree to which basic
psychological needs of autonomy, competency, and relatedness are realized during the change

Managing Resistance to Change Essay
One of the most difficult tasks for managers is to manage their employee's resistance to changes
within the organization. It is clear that change is an unavoidable element found in all organizations
and one of the main reasons of stress for employees. This is why some employees experience
difficulties coping and adapting to it. Managing change can be a very complex process for
managers, but assisting their employees to adapt and assimilate change can be even more
complicated. This is why managers and leaders must be knowledgeable at managing the dimension
of people in order to be successful at managing change. Understanding how others cope, think, and
assimilate change becomes a valuable asset for managers. This understanding assists ... Show more
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Management failed to communicate and educated the employees regarding the reasons leading to
the changes and why it is necessary. Due to this the employees cannot understand the need for the
change and the dynamic behind it.
Why was this change necessary? Through analysis of our employee's trends regarding our original
over time policy our leadership group decided that a change to the policy was needed. By making
use of the data gathered management discovered that many employees were abusing the flexibility
provided by the original policy. Although the leadership group understands that our employees are
not obligated in any way to work any additional hours beyond their required schedules, they
assessed the tremendous waste of resources incurred due to our employee's failure to follow through
with their commitment. It is understood that the successful institution of changes within the
organization requires the adoption of new approaches based on the people and structure of the
organization suffering the change (Trice & Beyer, 2005). Along with that, management must also
understand what motivates and triggers the employee's performance, behavior, and efficiency
(Harrison, 2005). This understanding allows them to be more effective at managing the factors
triggering these elements (Harrison, 2005). By analyzing the original over time policy, the
efficiency, behaviors, and performance of our employees our leadership group

Term Paper on Managing Employee Resistance to Change
"MANAGING EMPLOYEE RESISTANCE TO CHANGE" SUBJECT CODE – MGT512
MANAGEMENT PRACTICES & ORGANISATION BEHAVIOUR SUBMITTED TO–
MALIKA RANI (LECTURER LSB ) SUBMITTED BY –– VIPIN KUMAR, MBA ROLL.NO –
RR1002B52 REG.NO. 11000587 TOPIC– "MANAGING EMPLOYEE RESISTANCE TO
CHANGE" INTRODUCTION Employees resist change for a wide variety of reasons, ranging from
a straightforward intellectual disagreement over facts to deep–seated psychological prejudices.
Some of these reasons for employee resistance may include: * belief that the ... Show more content
on Helpwriting.net ...
We have identified four basic types of reaction to organizational change. Where do your change
recipients sit? Enthusiasts | These change recipients are intrinsically wedded to the change idea.
They may agree dispassionately that the change will be of benefit to the organization, or they may
stand to receive some personal gain from the change, such as a guarantee of job security, more status
or a higher salary. Enthusiasts will use opportunities to broadcast approval for the change and will
try to convince others of its merits. They will also model the new behavior early and will volunteer
for membership of teams. These early adopters may also make good choices as trainers and coaches
during the implementation process. | Followers | Followers range from those that are generally
compliant, wishing to take the path of least resistance, to those that are initially reticent to adapt, but
eventually do so once they accept the inevitability of the change. These change recipients will do
what is required, but no more. | Objectors | Objectors will display their resistance to change
whenever the opportunity arises. They may disrupt meetings, not attend training, take unapproved
leave and refuse to carry out instructions. Objectors will continue to use superseded systems and
processes when others are taking up the new ways of doing things. They are not averse to

Managing Change in Organisations Essay
How bold are the employees in expressing their emotions. Few are bold enough to directly oppose
the change may be verbally, physically or by their behavior. These are the ones who have no fear of
losing their jobs. They are aggressive and active employees. On the other hand we have the silent
movers who being aggressive are passive, although they have a strong grudge against change, they
do not revolt openly. But it is seen in their behavior as employees may become lazy, tell lies, avoid
work, lose the spirit of work, reduce involvement, etc. For example an organization has undergone
change and an employee who is a covert resistor shall not be happy in helping the new team leader.
He shall try to misguide him, give wrong dates, tell ... Show more content on Helpwriting.net ...
Resistance is seen at all levels from the managerial level to the shop floor. Biggest challenge faced
by most of the CEO's is managing Resistance to change among the staff. So resistance is very
justifiable against change. As aptly put by Kurt Lwein in his field force theory, for initiating change
the tendency is to increase the driving forces and reduce the resisting forces like unknown effects,
fear, unknown reasons for change and loss of benefit of power. The management needs to reduce the
resisting forces as much as possible to achieve its goals. Resistance seen among the employees are
due to many reasons like – Fear – Fear is the main cause for resistance to change by employees.
Fear of facing rejection. Employees undermine their abilities with present situation and fear failure.
That is the reason they try to be away from it rather than facing it. Fear of the unpredictable. Effects
of change – Employees are confused about the future and have no clear picture of the effects of
change. Hesitate to defer from present job profile – some employees are so comfortable with their
conventional methods that they hesitate to defer from it. For them nothing can be better than the
present situation. Fear the unknown – Scared about the unknown change. Whether they would have
to quite job, go for some training, Change of workplace, all such questions trigger in their mind and
this leads to resistance. Loss of Control – Resistance is

Managing Change
18 MANAGING CHANGE
Chapter Scan
Organizations have to keep pace with current issues related to quality, technology, diversity,
globalization, and ethics. This requires managing both change and resistance to change. All
organizations experience external and internal forces for change. There are numerous organization
development interventions available to managers. Diagnosis and needs analysis are essential first
steps in any change management effort.
LEARNING OBJECTIVES
After reading this chapter, you should be able to do the following: 1. Identify the major external and
internal forces for change in organizations. 2. Define the terms incremental change, strategic change,
transformational change, and change agent. 3. ... Show more content on Helpwriting.net ...
B. Internal Forces Internal forces for change include things like declining effectiveness, crises (e.g.,
strikes, resignations, or major accidents), changes in employee expectations, and changes in the
work climate.
III. CHANGE IS INEVITABLE A. The Scope of Change Change may take one of three forms.
Incremental change is relatively small in scope, and as such, results in small improvements.
Strategic change is a larger scale approach that is similar in magnitude to a restructuring effort.
Transformational change moves the organization toward a radically different, and sometimes,
unknown, future state. B. The Change Agent's Role A change agent is an individual or group that
undertakes the task of introducing and managing a change in an organization. Change agents can be
either internal or external, and both have advantages and disadvantages. Internal change agents
know the past history of the organization, its political system, and its culture, but may be too close
to be objective or may not have the trust of coworkers. External change agents may have a greater
ability to be objective and impartial, but possess limited information about the organization and may
be view with suspicion. IV. THE PROCESS OF CHANGE IN ORGANIZATIONS A. Resistance to
Change

Managing Change in the Workplace
Managing change in the workplace
To begin the critical analysis of how a change of event in the work place reflects upon, not only the
management of the change process but also the impact that change can have upon the organisation
and the quality of the service provided. Firstly it may be worth nothing the definition of 'change' is
quoted in Webster's English Dictionary as ....
"Change (transitive verb) to make different, to alter; to transform; to exchange; to put fresh clothes
on. (2006 p73)
As a manager of a setting one's personal experience would tell that there are many different types of
'change' that can arise in a private day nursery, one example has recently occurred where two
qualified members of the team, who both ... Show more content on Helpwriting.net ...
John P Kotter says ...
"Change must involve the people – change must not be imposed upon the people" (Kotter 1996
p.88)
However the process of managing change needs to be proactively managed, rather than reactively as
'change' can be scary for employees when it is imposed on them. Another reason being is that
employees know what their current job entails and how to do it, after the change employees may
think they will be incapable of fulfilling the role. Therefore communication is key to all 'Change
Management' activities. As a manager one needs to be experienced and confident with their
leadership skills, commitment, responsibility, and authority, these are all the attributes needed for
Change Management. (Oden. 1999 p9)
Rodd identified ten aspects of what change is: 1. Is inevitable; 2. Is necessary; 3. Is a process; 4.
Occurs in individuals, organisation and societies; 5. Can be anticipated and planned for 6. Is highly
emotional and can cause tension and stress; 7. Is resisted by many people ; 8. Can be adjusted by
individuals and groups; 9. Entails developmental growth in attitudes and skills, policies, procedures;
10. Is best facilitated on the basis of diagnostic needs; (Moyles 2006 p11)
Such lists can facilitate leaders in thinking about the needs of others during a process of change.
Therefore the manager may want to take on a 'Democratic Management' style as it may be a
beneficial approach

Managing Strategic Change at the Hmv Group
Managing Strategic Change At The HMV Group |
1. Introduction HMV Group announced a three year strategic and operational review in March 2007.
The primary purpose of this dissertation is to analyse the methods used to manage this strategic
change and to discuss alternatives. The secondary focus is to assess the decision to change. At a time
of change, much focus is placed upon developing strategy and not enough on the implementation
and management side. It is possible that a 'perfect strategy' for a situation is wasted by poor
implementation. A specific strategy can be developed over night, however; successful strategy
implementation is a much longer process. In order to analyse HMV Group's change management
efforts, it is crucial to ... Show more content on Helpwriting.net ...
ParadoxThere are many paradoxical issues present in change management. Just one manifestation of
this would be middle managers withholding information they are given to disseminate because they
wish to retain their knowledgeable image; defeating the point of a middle manager. Michael E
Raynor (2007) in his book entitled 'The Strategy Paradox' presents the idea that a successful strategy
requires the full commitment of the organisation, which leads to unsuccessful performance overall;
due to over commitment. Flood and Dresher's (1950) Prisoners' Dilemma, applied to the world of
business, will also conclude that non–competition is the most effective path in the long run. Both
imply that strong competition efforts eventually lead to failure – that mediocrity is the best route to
follow as companies have a silent agreement to operate in a state of equilibrium. However, in the
case of HMV Group, its operating industry is in decline; therefore failure is the only eventuality of a
failure to compete. ContextAs identified above, much of the literature on the subject of managing
strategic change has an element of paradox attached to it. The logical reason for this is that different
methods depend on the circumstances the organisation is faced with. As there are no exact laws of
change management, this is what makes the subject complex; but more interesting. Most of the
literature aims to provide a theory for each and every eventuality;

Managing Change In Organization And Enhancing Performance
MANAGING CHANGE IN ORGANIZATION AND ENHANCING PERFORMANCE
Background:
A clinic is introducing a new electronic medical record system in the office. Employees have been
introduced to the new system but they are having problems in fully understanding the new
operational aspect of the system. I have been consulted to resolve and train the employees in order
to bring about the change in an organized and systematic manner.
Managing Change: People in the past had this belief that anything can be accomplished by taking
controls of the things that are in our hand. Certainly, there will be some temporary disruption from
time to time. Nevertheless, in today's environment, there is no easy way out. As soon as a change is
assimilated, another one pops up (Killer, 1994). Generally there are countless changes taking place
all together. There is limited control over the environment and in order to navigate through these
rapid times, caution should be exercised. Vision and leadership make thriving change. As the change
agent, first step is to craft a vision of the future that is able to focus on the group's energy (Haschak
2008). ThÐµ vision should contrast what is with what could be and should be inclusive enough to
guide how the gap of the future should be abridged. The complexity of healthcare has boosted over
the years and it has become increasingly probable that practitioners would not be fully notified
about patients' current and previous health status and treatment. The

Managing Change at SLMC Essay
If organizations are to thrive and be sustaining, they need to respond to the dynamics of their
environment with change. However, change is not a singular event with an isolated focus (Spector,
2007). Effective strategic renewal is a combination of "the three faces of change"–turnaround, which
targets costs; technology, which targets internal process; and behavioral, which targets employee
actions and interactions (Spector, 2007). In a discussion on change management, particularly
management–by–control versus management–by–shaping, Palmer, et al. (2009) draw a similar
conclusion that "organizations and human systems are complex and evolving and therefore cannot
be reduced to a single, linear objective of maximizing shareholder ... Show more content on
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Next, the new leadership team at Sloans recognized that the employees needed to believe that they
were part of a team. Mutual engagement allows employees to participate in designing the changes
and making the changes (Emergence Consulting, 06). This helped the employees feel more
comfortable with the change by allowing them to experience a certain degree of control, therefore,
eliminating the unknown. The empowerment and participation of employees is motivational because
it meets the human need for autonomy, responsibility, challenge, esteem, social interaction, and
personal development (Hofler, 2009). Sloans created effective downward communication by
constantly communicating the company's vision through multiple channels, which helped employees
understand the significance of the organization's purpose. Furthermore, the collaborative effort used
in creating the mission created and allowed for good upward communication, which enabled
employees to realize that the company's leadership valued their knowledge and opinions. This
upward communication was important, because successful organizations need good upward
communication (Kotter, 1996).
By utilizing employee participation and a good communication plan Sloans created a behavioral
model for how the business would respond to the shift in organizational strategy in order to achieve
and maintain outstanding performance. Next, the organization

Managing the Complexities of the Change Process Relating...
Managing The Complexities of the Change Process
Relating To Supply Chain Performance
Introduction
With every industry facing greater turbulence and uncertainty there is a corresponding urgent need
for concepts, frameworks, models and methodologies that provide enterprises with greater
intelligence and agility in responding to threats and opportunities. The unique or special series of
issues that complicate the change process are detailed in this analysis. Of the many industries faced
with the need to be vigilant to change processes and seek out their contributions continually is the
global auto manufacturing industry. Toyota has been able to capitalize on the most valuable aspects
of internal change management in the concepts and methodologies of their Toyota Production
System (TPS) (Dyer, Nobeoka, 2000). Many of the best practices Toyota has created for onboarding
new suppliers reflect the foundational elements of the Parallel Incremental Transformation Strategy
(PITS) methodology (Taylor, 1999). Foremost among these is the need to provide a high level of
agility in organizational change management strategies and frameworks to ensure core areas of a
company stay responsive and focused on supply chain dynamics (Dyer, Nobeoka, 2000). The special
issues that complicate the change process relating to supply chain performance are abundant in the
auto industry, as this analysis illustrates.
Overcoming Challenges That Complicate the Change Process
The auto industry was one

Managing Change Management Best Practices Guide
a line manager may fill this role (Change Management Best Practices Guide, 2016). Executive
sponsorship also assured that the intended activities were appropriate for both areas, and required
participation for all end users. The models depend on a variety of functions working collectively to
complete real–life responsibilities and the necessary time investment for the change process. In
addition, the dress rehearsals make sure that employees had sufficient time and were able to
concentrate on devoting time to practice in mastering the new skills needed for the implementation
Also; the calls coming into the support team each week were analyzed to determine top issues and
provide further instructions and training to help reduce issues ... Show more content on
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Instructions for the training assisted in reducing concerns and counteracted issues that occurred. The
employees were observed consistently to ensure end users were performing activities properly and
at the same time coaching was available as needed (Helping employees embrace change at TCH,
2016). The third factor: the business unit 's executive worked closely with the change management
team, talked about change management ideas, and perceptions. This plan created tools and activities
to improve the project that would meet the requirements of the business unit; which involved the
change management actions and activities. For example; the executive sponsor encouraged,
promoted and reviewed the status report from each site. The executive sponsors made sure the
leaders and end users comprehended the significance of managing change as well as their role in it.
In addition to, inspiring commitment to the change, and make available effective communication by
troubleshoot common problems, and tracked sub–units that did participate in the calls to make
certain that resistance was not a disruption (Helping employees embrace change at TCH, 2016). The
factors identified above are dress rehearsal activities, remedial training and strong executive
sponsorship.
The Research Articles The first research articles title (The data & evaluation "dress rehearsal, 2016)"
which is implemented by a company named Indianapolis Making

Six Images Of Change: The Six Images Of Managing Change
Section 1: Introduction. In the first chapter of the textbook, you were introduced to four short stories
of change. The story I have selected is the McDonald's story. The points will come from Chapter 1
of the textbook, p.6–8. Section 2: Key points. The McDonald's story begins with Morgan Spurlock.
Morgan is an independent filmmaker, who conducted an experiment where he consumed nothing but
McDonald's for 30 days. He traveled across the United States, speaking with various community
groups about the hazards of eating fast food, all while setting himself up as a human guinea pig. He
submitted himself to a full medical examination and was determined to be physically fit. After 30
days of nothing but McDonald's, he gained 25 pounds, his liver rivaled that of an alcoholic and his
cholesterol level had risen from 168 to 230. He documented his personal journey, ... Show more
Discuss the six images of managing change and how each can effect an organization. These points
will come from Chapter 2 of the textbook, p.27–33. Section 2: Key points. The six images of
managing change have the ability to control or shape the outcome of their activities. Image number
one is that of a Director; his role is to control the intentions and guide the organization into an
achievable strategic unit, making the survival and general well being of the organization priority
one.
Image number two is that of a Navigator; this change manager is seen as the heart of the
management action and control is available, but some of the outcomes are out of their control. This
change process unfolds through a series of multiple variables within the organization.
Image number three is that of a Caretaker; in this image, the management is still one of control but
the ability to exercise control is severely constrained by a variety of forces, both internal and
external. The three organizational theories associated with the Caretaker are life cycle, population
ecology and

leading and managing changes Essay
1.0 Introduction
1.1 Background
The David Jones is iconic department store in Australian retail industry, but the net profit of David
Jones has been decreasing because of the rapid retail environmental changes, unhealthy cultures,
and global online attack. The problems of declining net profit in David Jones are creating make it
essential to apply the most suitable change management for company.
1.2 Aim The aim of this report is not only applying the change management theory, model, and style
for David Jones and David Jones' CEO, Paul Zahra, but also supporting the arguments through case
studies in order to find practical solution.
1.3 Scope
This report presents the view that a positive model, modular transformation and ... Show more
it is supported by case studies that the linkage between inability of identifying of retail
environmental changes and Zahra's new rescue plan for David Jones failed because after the new
rescue plan of Zahra, net profit and share price continued to decrease. Moreover, the case study said
that 'it may be a good five years before strategy can be assessed properly' (Waddell Waddell,
Cummings & Worley 2014).
On the other hand, Lewin's change model or action research model is not suitable for David Jones
case because of focusing on more problems in the organisation than concentrating on retail
environmental changes. The result of implementation of Lewin's change model or action research
model would be led to the strategic failure. The possibility of positive model of planned change for
David Jones makes it necessary for the company to use positive model.
3. THE CURRENT RESTRUCTURE OF DAVID JONES
3.1 Current business restructure analysis
Even though this report agrees with the current restructure and rescue plan of David Jones, which
were divided main three parts including eleven subparts that are renovating store policies, focusing
its core strengths, and transferring from traditional business to technologically oriented business, I
want to add two main parts that are sustainable training and focused marketing strategy.
3.2

How Is Managing Climate Change, Changes America 's Health
How is Managing Climate change, Changes America's Health
Fady Estany
Tennessee State University
What is Climate Change?
Climate change is a change of environment patterns. In specific the change was obvious from the
mid to late 20th century. The reason of the dramatic change was due to large increased levels of
atmospheric carbon dioxide produced by the use of fossil fuels. We as people can barely or see no
change at all. But the truth is that our Earth is warming little by little. Minor changes in the average
temperature of the earth can transform to massive and possibly dangerous shifts in climate and
weather. Global temperatures have been on the rise, Earth average temperature has by 1.4
Fahrenheit over the past 100 years, and temperature is projected to increase 2 to 11.5 Fahrenheit
over the next century. Again as we can see the evidence of climate changes such as increasing of
temperatures, changes in precipitation, consequence in more floods, ice glaciers are melting, and
oceans are warming. ('United States Environmental Protection Agency," 2014) As those changes
take place in our Earth, it becomes more challenging for us humans, and creatures around the planet.
So as we understand, the managing of climate change is important, because it will create awareness
on the role of science, as well the role of humans, the effects of climate change, and the adaptation
of climate change.
The Role of Science
In the past century, natural disasters such as

Managing Change
1. Introduction
In this report, I am trying to introduce my role set through the analysis of a new strategy to make
change happens in my institution. City of London College is an approved centre of different UK
universities eg. University of Greenwich, Birmingham City University and University of Wales. We
are running university programmes for overseas students. We have been in collaboration with
UoG/Computing and Mathematics school since 2003 running a 1–year BSc (Hons) in Computing.
Our student's performance until 2007 was reasonable but since 2008 and up to now, student's
number is increasing but the performance is going down gradually. Other administration problems
make the students and the partner university not happy from the ... Show more content on
Helpwriting.net ...
The key allies of the change are the management of the institution(Principal and the Director of
Studies), academic staff, administration staff and the partner university while a group of non–
academic staff are the key targets that I am trying to influence.
This group of teaching staff have wrong beliefs such as in their view, focusing on student's
attendance is neither important nor part of their duty. Furthermore, they do not think that they need
to develop their abilities in the subject area. Moreover, they do not think that it's one of their duty is
to engage the students with the course. Following rules and regulation is only a bureaucratic system
in their perspective. Furthermore, they believe that over passing all students regardless whether they
deserve that or not is the only way to make students happy!. And hence with these beliefs making
my work is much harder than expected.
The following matrix shows the readiness and capability of change when the decision to change has
been made:
+ Ready to Change
– – Capability of Change +
Change cannot be happening overnight, the management had set up the strategic objectives within a
reasonable planning period. Holding frequent and effective meetings with the team to ensure the
transparency of ideas and that is also helping to recognise the weakness. In spite of the fact that
persuasion is the

Essay on Managing Organizational Change
In this dynamic business environment, change is inevitable. Changes can be planned, or
unintentional: depending on the driving forces behind. The major forces for change can be derived
from the nature of the workforce, technology, economic shocks, competition, social trends, and
world politics (Robbins & Judge, 2011). In this post the author will explain the Kotter's eight –step
approaches to managing organizational change and discuss how his company handles the planned
changes in term of organization reconstruction.
When changes are inevitable, the leaders usually design some adequate steps to make the change go
smooth, effective and permanently. Kurt Lewin argued that successful change in organizations
should follow three steps: ... Show more content on Helpwriting.net ...
Recent economic recession and federal budget cut has significantly impacted SAIC's core business
and affected its revenue and growth. Its stock price fell 25% since last September because the
shareholders were disappointed with the operation and worried about the future revenue growth and
earning. The SAIC management realized that the market has changed; the company's strategy and
focus have to change accordingly. The leadership established a sense of urgency by creating a
compelling reason for why changes are needed (stage 1). In July 2009, the board of directors hired a
new CEO, Walt Havenstein, to carry out the change process. In the summer of 2010, Hevenstein (the
change agent), made a strategy–based change in the corporate leadership structure and personnel
(Stage 2). The new strategies had been formulated: to provide mission–oriented solutions for
national security, energy, health and other major enterprises serving critical infrastructure needs. The
company planned to shift its customer based structure to market reoriented structure, and shift
resources to focus on high–growth areas (Havenstein, July 22, 2010). The current organization
structures is under regrouping (four groups to three); some units is being dismantled; duplicated
departments is being eliminated (Stage 3). In October, 2010, Hevenstein wrote a letter to all SAIC
employees stating that "SAIC's

Human Resources Managing Change : Human Resource Management
Human Resource Managing Change
Although leadership and management are often put together interchangeably to describe desired
organizational or departmental effectiveness, they are actually two different practices. According to
Daniel Hutton, a clinical researcher of Clatterbridge Centre for Oncology, management is concerned
with maintaining business operations in a reasonable status, while the emphasis on leadership is on
driving improvements (Hutton, 2010). With this in mind I see the role of the Human Resources
Department, which operates in the capacity of the Organizational Development practitioner (ODP)
department, one that blends a series of effective techniques that question the status quo of systems
and how they manage change. The ODP utilizes the best practices of leadership, keeping personal
and organizational development center stage. Theories of planned change describe the activities
necessary to modify strategies, structures, and processes to increase organizations effectiveness.
However, critics have suggested several problems with the way planned change is carried out
(Cummings & Worley, 2009, p. 42). Their concerns are not with the many planned change models
but how change takes place and with the qualifications and activities of ODPs (Cummings &
Worley, 2009). Many ODPs have skills in a specific technique, such as team building, total quality
management, (AI), large group interventions, or gain sharing, and have chosen to specialize in that
method

Managing Change in the Dollar Tree Organization
Choosing a change model can be difficult for an organization. The company must ensure that the
model it chooses will help them make the smoothest transition possible for everyone involved. The
chosen change model must also help the company reach its goal within the time frame the company
needs to have changes made. Columnist Kouzes and Posner stated, "As counterintuitive as it might
seem, then, the best way to lead people into the future is to connect with them deeply in the present"
(Kouzes and Posner, 2009, To Lead, Create a Shared Vision, para 7). A written vision statement is
not valuable if the words lack vehemence. Shared vision implies that each member of the team or
business is active and inventive. Actions become applicable when goals and objectives are clearly
identified. Present activity will set the path for where the business is headed. The term shared means
individuals are united. Organizational culture sets the foundation by which all other systems are
formed. Shared organizational culture prompts employees to embrace the same values, beliefs, and
practice common behaviors for the sake of unification. Shared organizational culture is important; it
will help the company establish its unique factor. The Dollar Tree Cooperation provides inbound,
import, domestic transportation and outbound transportation services to 48 locations in the United
States and five locations in Canada (Dollar Tree Inc., 2014). Using 10 distribution centers, the
Dollar Tree is

Managing Change
Managing Change Self–Reflection
Kelley R. Webster
Georgia Piedmont Technical College
Managing Change Self–Reflection
When someone or something suggests making different in form, to transform, and to replace or
substitute; I can only think of change. Change is all around us and has become a way of life.
Understanding the reasons behind the change, for me is the key to managing change. As I reflect
over some of the activities of my quick skills text of managing change. I can now see that it has
brought me full circle from understanding change, to reacting to change, developing a positive
attitude toward change, to anticipate change, to creating change, and keeping ... Show more content
One of my changes began when I returned back to college. It started during the period when I was
transitioning from temporary shared housing to becoming an apartment renter again. My assigned
Veteran Administration (VA) case worker Ms. Cora Dixon informed me of a program called
Veterans Retraining Assistance Program (VRAP), that will help pay for college tuitions, fees and
books for Veterans to attend an approve programs or institutions of higher learning to train Veteran
to become better employable for the future. I quickly signed up and was approve for its' last eight
months before the program ended. The allotted funds that I received from the VRAP program paid
for two semesters at Georgia Piedmont Technical College.
RETURNING TO COLLEGE
I'm Changing
People I know and can ask: Cora Dixon
VA Case Worker Wayne Plaskett
Friend & Mentor
People I don't know but would like to ask: Georgia Perimeter College
Registrar Office DeVry University
Registrar Office GPTC
Registrar Office
Questions I have about my potential change:

1. Does your institution work closely with the VA?
2. What programs do you have that relates to my background and work

Managing Organisational Change at Foxconn’s Factories in...
Managing organisational change at Foxconn's factories in contemporary China
1. Introduction
Since China's engagement to the global economy in the early 1980s, it has become the global
manufacturing centre given its abundant supply of low–cost labours. International corporations have
long taken advantages of this to have their goods produced or assembled in China, and they have
been able to squeeze their costs and transform them into a lower product price for their potential
customers. However, as the economic development and the workers' perceptions toward lives have
changed dramatically, these firms have faced severe issues with their corporate policies.
The raise of employee salary has become a trend in China and has given ... Show more content on
Helpwriting.net ...
External forces are usually the forces which lead to timely organisational changes (Mullins, 2006).
Many internal forces of change come from the aging process according to Mullins (2006). For
example, when the employees or company equipments do not work effectively or properly anymore
due to their seniority, there may be a need for a total replacement. These changes could however be
properly handled by advanced planning.
PEST analysis, which refers to political, economic, social, and technological factors, is a useful tool
for an organisation to capture external changes and its strength and weakness for strategic
management (Henry, 2008). This analysis plays an important role as company performance depends
on how well the company handles the opportunities and obstacles presented by external change.
From the PEST analysis conducted in Appendix 1, it is noticed that Foxconn, the studied foreign–
owned manufacturers in China, is now reaching a turning point where adequate adaption to external
changes is needed. It is clear the company is losing its competitive advantage of its heavy use of
low–cost labour and is running high on its operating costs.
As a result, it needs to find a way to cut off its operating costs while at the same time sustain and
recruit sufficient workers. In order to maintain its low cost on manufacturing, Foxconn may also
need to consider about relocating both domestically and internationally or investing on automation.
2.2

Managing Complex Change Within The Organization
Work–based Report
3000 words
???Evaluate how to manage complex change within the organisation including the typical obstacles
to change and how to overcome them.
A change may be small or large, definitely it pushes the organization in different mode, that is from
comfort zone to mode of transition, where either the person may try to accept the change or may try
to struggle to accept the change. Disregarding the change may be the final scenario, which would be
the last level, where it is tried hard.
The perception of facing changes at personal level to an organizational level, cannot be
distinguished, as the approach or perception towards managing the 'change ' would remain the same.
Management approach
The most effective theory which I feel is more practical and applicable is the following
This sums up the most complex of the changes bringing down to the most basic level.
1. Unfreeze
2. Transition
3. Refreeze
THEORIES
According to an article in Forbes, Change Management Guru is the world's oldest profession.
Almost everyone has a few theories about change management. While there are many change
management models, most companies will choose at least one of the following three models to
operate under: 1. Lewin's Change Management Model 2. McKinsey 7–S Model 3. Kotter's 8 Step
Change Model Lewin's Change Management Model
This change management model was created in the 1950s by psychologist Kurt Lewin. Lewin noted
that the majority of people tend to prefer

Managing Change : The Art Of Balancing
Managing Change: The Art of Balancing" by Jeanie Daniel Duck [1] came out in the Harvard
Business Review in November 1993. It is an influential article, one that has been cited 437 times
until date. Duck draws upon her years of experience as a Vice President in the Chicago Office of the
Boston Consulting Group and of running her own consulting firm that focused on the emotional and
behavioral impact of change on corporate performance. She can be safely called both, a
management consultant as well as an organization development consultant. Presented below is a
summary and key points of the article supplemented by examples, views and facts gleaned from
other sources as well. A wise man once said, "The only permanent thing in the world is change," an
adage that rings especially true for organizations in this fast–changing era of technology and
communication. Daft very deftly puts the inescapable need for change in three simple words,
"Innovate or Perish" in his book "Understanding the Theory & Design of Organizations" [2].
Businesses are facing a dichotomy between wanting to chalk out an all–time structure and strategy
for their organization, and recognizing that their world is in a constant state of flux [3]. For most of
the 20th century they were largely focused on the static elements of this dichotomy. However, in the
last decade changes have become more frequent and more dramatic, so much so that a whole branch
of management is now devoted to the subject of change itself.

Managing Change in Organisations Essay
Edexcel Level 7
ASSESSMENT ACTIVITY : UNIT No: 2 UNIT NAME: Managing Change in Organisations
ASSESSMENT NO: 1 OF 1 FOR THIS UNIT
Full Name: RAHUL DESHMUKH 4 Intake: October' 2008
Date issued: ____________ Date due: February 13, 2009 Date submitted: June 01, 2009
Assessor(s):_______________________________________ Learning Outcomes: 1, 2, 3
Unit outcomes
Outcome Evidence for the criteria Feedback Assessor's decision Internal Verification 1
Explore the background to change affecting the current organisation (2.1) discuss the background to
change that exists intoday's economy a evaluate the strengths and weaknesses of bureaucratic
organisations b compare alternative forms of ... Show more content on Helpwriting.net ...
Some of these factors are macro and micro economics policies, global climatic conditions,
unemployment poverty, inflation, politics and difference in political ideologies, technological
advancement. According to PEST model, the background to change that exists in today's economy
can be categorised as political influence, economic circumstances, social factors and technological
component.
The beginning of administrative Wisdom is the awareness that there is no optimum type of
management system. The different schools of organization theory provide a number of ways of
analysing organizations from the point of view of the formal structure, individual behaviour, and the
organization as a system and the environmental influences which affect the shape and climate of an
organization.
In early decade's organization used to follow the scientific management or classical school of
thoughts represented by Fayol, Taylor, and Urwick belived in control, order and formality. The
scientific management model has been attacked vigorously because it is too rigid and because it
makes no allowance for situational factors such as the environment or technology. Neither does it
take account of change or human factors, including the informal organization. But this approach,
with its emphasis on organization charts and manuals, job descriptions clear definitions of
responsibility and authority and limited spans of control, still thrives.
In 1920s and 1930s

Managing Change Within The Organization
Managing change in organization is quite challenging especially to the workers since they have to
start working on areas they not familiar with. Faced with inadequate knowledge and experience in
these unfamiliar areas, most of the workers will tend to assume that change is unachievable even in
a short period of time. This makes it a very uncomfortable area to venture for most of the workers in
the different organisations. With change being one of the most import and critical areas that any
organization striving to attain success has to consider, a lot needs to be invested in order to keep it
thriving despite the ever increasing levels of competition that exist.
This report explores the challenges workers face when it comes to change in ... Show more content
Being coupled with the fear of unknown on the part of workers it usually results to loss of control in
the organization and the unavoidable inability to attain the organization set goals and objectives.
(Sadler 1996)
Change management defined by Weiss (2001) as cited in Hughes 2006 P: 11) involves the transfer
of information, status, influence, authority and power as described by some researchers. Over the
years, Lewin (1952) has suggested one of the various management strategies for ensuring effective
change in an organization. The management strategies are usually classified into a three staged
process which is: Moving, Unfreezing and Refreezing (Senior & Swailes 2010). In the Moving
stage, the opinions of the organization are heavily emphasized and implemented while on the
unfreezing stage change appears to be integral and encompasses the opinions of different people in
the organization involved in its daily operations. Lastly, the refreezing state is all about ensuring
stability by issuing training systems and support groups to enhance the new and desired behaviors
among the employees. (Burns 2004 cited in Hayes 2007)
Innovation among the employees of keen in an organization as it enables them to perform at their
maximum potential. This is achieved by involving the employees on the daily running of the
organization will giving them total freedom of creating, implementing and following up on their
very own ideas. This will

Leading As Change Agents : Managing Change
DEACONS LEADING AS CHANGE AGENTS. Managing change .
If deacons are to be positive agents for change within the life of the church , they must learn to
manage change. Change needs to be managed because it strongly impacts the church. Change tests
the fellowship of the church. Since change offers opportunity for disagreement, a church finds out
the strength of its fellowship when a proposed change comes up for discussion. This is the reason a
building program is a dangerous time in the life of a church. Change can impact the fellowship of
our churches negatively unless the process of change received good guidance. Change also impacts
church growth. Growth in the church requires changes. If your church does not want to make the
necessary changes, growth will be hindered. Since most of us can take only so much change at one
time, the process of change has to be well managed, permitting the congregation to accommodate
the changer.
The nature of change.
To lead through times of change, you can be helped by understanding the types and sources of
change. The following remarks relate to change in all situations and not just in a church setting.
Types of changes
There are several types of change about which we should be aware. Lyle Schaller quotes Thomas R.
Bennett in identifying four types of change.
1. Change in structure.
This change occurs within the organisation in

Managing Change
Principles of Management
Assignment
2003/ 2004
¡§The key theme of this module is change. What did Charles Handy mean when he commented that
change could not be managed? If he was right what can a manager do in the face of change? Explain
the responsibilities of a manager to their organisation and its employees during periods of change.¡¨
Word Count: 1940
Pages: 10
Contents Page
Page
Front page 1
Contents page 2
1. Introduction 3
2. Change 3
2.1. Turbulent time 3
2.2. Definition: change management 4
2.3. Sources of change 4
2.4. Change theory 4 3. Managing change 5
3.1. Resistance 5
3.2. Is change ... Show more content on Helpwriting.net ...
Subsequently, the second meaning of managing change is the response to changes over which the
organization exercises only little or no control (e.g., legislation, the actions of competitors, shifting
economic tides and currents, and so on).
2.3. Sources of Change
Organisational change can be set off deliberately by managers, it can develop slowly within a
department, it can be enforced by specific changes in policy or procedures, or it can come up as a
result of external pressures. In order to promote and to adapt to change, it is therefore essential to

define the origin of the need to change, as well as the nature of any proposed change.
Change may originate from outside or inside the organisation. External forces for change include
market forces (e.g. financial pressures and competition), legislation (in particular environmental and
employee legislation), tax structures, new technologies (e.g. new computer technology, process
equipment,.. ) and last but not least political forces( world, national and organizational politics).
Change also originates within the organization itself. Internal sources for change include the need
for profitability (which is indeed a major thrust for change), conflicts between organizational
components (e.g. departments and people) and changes in the culture of an organization.
However most of the organizational change is triggered by external forces, which are not

Managing Organisational And Individual Change Essay
Managing Organisational and Individual Change (Reflection)
20th of January 2008 is to date the biggest life change I have had. It was a Saturday and I was
playing an important tennis match when I fainted. I woke up in Kings College Hospital Camberwell
South London. I had fainted because my blood sugar levels where too high and I was diagnosed
with type 1 diabetes.
This is not a change I wanted or asked for but had to accept. (Buchannan and Huczynski 1985
pp.14, 15) define learning as "The process of acquiring knowledge through experience which leads
to a change in behaviour". Being diagnosed with diabetes involves learning, "Kolb's learning cycle
1984" activist stage describes individuals that want to dive into the swimming pool and see what
happens, I guess I was more forced into this learning stage rather than wanting to be in this stage.
One psychological theory I can relate to my experience of change is Piaget's theory of cognitive
development which involves 4 different stages. (Blake, B. and Pope, T. 2008).
Equilibrium, Accommodation, Assimilation and disequilibrium. Individuals are comfortable in a
state of equilibrium as they can take information and either assimilate or accommodate into pre–
existing schemes Equilibrium (Agnes, 1999, p. 1282). Assimilation is the process of using new
information in the environment so it can be placed in pre–existing cognitive structure.
Accommodation is the process of changing cognitive structures in order to accept

Managing The Change Management Strategy
Organizational change management is the outline for managing the change management strategy. It
also helps with the corporate processes for structural and cultural changes of Blue Cross Blue
Shield. Change management helps our organization realize why the change was essential so that we
can accept all changes and goals to move forward. Change in our organization is good for all of the
employees since it will help them gain new skills and competencies and this in fact is an
organizational goal of the company. The first step for our change management strategy is creating
urgency. For this change to occur, the whole establishment needs to be on board and really wants it.
Developing a sense of urgency around the need for change can trigger the initial motivation to get
things moving. Without motivation, individuals will not help and the efforts for the change will not
go anywhere (Kotter, 1995, p. 60). Managing change across the board if it is not done correctly can
be damaging. The second step is to convince our employees that change is necessary. This
frequently takes strong management and noticeable support from important people within our
organization. Dealing with change is not enough one will have to lead everyone in this process.
Once shaped our change partnership or coalition needs to work together as team and continue to
build urgency round the need for change. Our goal is to be successful. It requires that our
organization gets all of the knowledge it can so

Change Implementation Plan. Introduction. Managing...
Change Implementation Plan Introduction Managing organizational change is an essential part of
organizational success and an inevitable part of any business. Change in an organization is caused
by changes in technology, changes in regulatory requirements, changes in processes, and changes in
growth (Schoology, 2017). In order for change to be successful, managers must understand the
intricacy of how change is managed and implemented. Change is said to be evolutionary when it is
related to environmental changes that are small or incremental or related to improvements such as
the development of new technology (Schoology, 2017). Change is revolutionary when the change
affects the organization as a whole, such as restructuring, or changes ... Show more content on
Helpwriting.net ...
The mission organization 's mission summarizes what the organization does as a whole, how the
organization does it, and for whom the organization does it. The vision for a change process is a
picture or visual of what the end state will be. A vision must be in line with the organization 's
mission. The goals are the various steps or accomplishment necessary to reach the established
vision, which is in line with the organization 's mission. A change process must be line with the
organization 's mission, vision, and goals in order to be successful. For this organizational example,
the mission is to provide build a quality product, through innovation and advance technology, for a
uniquely identified customer base. The vision for this change model is to implement the latest and
most advance technology in order to streamline the sales tracking process and provide the sales team
with the most efficient and effective tools to perform their jobs. The goal for this sales division is to
improve various methods of the sales process using the latest technology and innovation in order to
increase productivity. This new sales tracking technology is an incremental step toward meeting the
organization 's vision. This new sales tracking system will improve efficiency, improve accuracy,
decrease time for tracking sales, help the sales team monitor and

Managing Employee Resistance to Change
Managing resistance to change The top obstacle to successful change is employee resistance at all
levels: Front–line, middle managers, and senior managers. A change in employee attitude IS
possible! "Garrison Wynn, I just wanted to say Thank You! You will never know the impact that you
have made on my life. I started back to work today with a new attitude about my job. I am more
confident in myself and my ability to do my best. I do have an important job and it is important to
learn how to deal with the stress that comes along with it. I feel like a new person. My husband told
me that he could see an improvement in my attitude and that I looked "happy." Thanks to you I am
that new person. Please do more seminars in the Houston area." ... Show more content on
Helpwriting.net ...
Awareness of the business need to change is a critical ingredient of any change and must come first.
If someone had taken the time to explain that the old software would no longer be supported by the
vendor, and that new software was necessary to meet the needs of your customers, then your
reaction (based on this awareness) would likely be very different: * "How soon will this happen?" *
"How will this impact me?" * "Will I receive new training?" Take this same example one step
further. Assume you were made aware that a change was required, but you had no desire to
participate or support the change. * "What's in it for me." * "I doubt they are really serious about
this." Now the tables are turned, and you may become the target of an emotional response from
individuals within the organization. You may be labeled as difficult, inflexible or unsupportive.
Some may say you lack initiative or vision. You may be called a cynic or pessimist. Awareness and
desire are two critical components of the change model. Resistance to Change Most people prefer
predictability

Explain the types of organizational change and the process...
�Business Management
BUSINESS MANAGEMENT
�
EXPLAIN THE TYPES OF ORGANIZATIONAL CHANGE AND THE PROCESS OF
ORGANIZATIONAL CHANGE. WHICH ARE THE MOST EFFICIENT METHODS OF
MANAGING CHANGES?
"Organisational change is an irreversible adoption of any feature of its strucutre, personel, products
or processes" (J.Naylor)
Today's business environment is forcing entities for changes. If we would think from corporate point
of view it is essential for the companies' success to be in accordance with new markets demands. On
the other hand, individuals are ruling the companies and the companies` corporate strategy heavily
depends on them so it is important to have eligible management who is ready to respond quickly fast
and reliable on any possible ... Show more content on Helpwriting.net ...
External experts are hired to use their experience and implement it on the targeted company.
TEAM model means that change agents are seen as teams that operate at various levels in an
organization and which are composed of the requisite managers, employees and consultants
necessary to accomplish the particular change project set them.
The most recognized are tree types of schools which are different by its approaches how changes
should be undertaken within an organization.
THE INDIVIDUAL PERSPECTIVE SCHOOL – the supporters of this school can be divided into
two different group:
Behaviorists – represents folklore of change management theories. In practice behavior modification
involves the manipulation reinforcing stimuli so as to reward the desired activity. The aim is to
reward immediately all instance of the wanted behavior, but to ignore all instances of unexpected
behavior (because even negative recognition can act as reinforcer). This is based on the principle of
extinction: behavior will stop eventually if it is not rewarded. Not surprisingly given the period

when it is emerged, the Behaviorist approach faces in many respects that of the Classical School
representing human as machine responding only to external stimuli.
Gestalt–field psychologists – learning is process of gaining or changing insight outlook, expectation
or thought

Managing Organizational Change Essay
Daniel LeBlanc Managing Organizational Change BUS600 Management Communication with Tech
Tools Professor Emmanuel Lewis November 16, 2009 Organizational change is any action or set of
actions resulting in a shift in direction or process that affects the way an organization works. Change
can be deliberate and planned by leaders within the organization (i.e., migrating from legacy
technology to new improved Internet Protocol infrastructure), or change can originate outside the
organization (i.e., new government regulatory process) and be beyond its control. Change may affect
the strategies an organization uses to carry out its mission, the processes for implementing those
strategies, the tasks and functions performed by the ... Show more content on Helpwriting.net ...
In addition, these leaders frequently control resources and rewards within the organization. These
core believers need to involve a larger group of "initial participators" who don't necessarily have the
same level of commitment to change as do the core believers, but they participate in the initiative
out of loyalty to the organization. The change process takes hold and its successes are publicized,
support will spread to others who typically wait and see whether they should commit to the
initiative. Last to commit to the efforts are the "hard–core resisters," some of whom will never
support the change process because of personal agendas. A clear and concise motivating vision is
needed to "inspire" a large number of employees to change. People need to know why change is
desirable, why they should make the effort to support it, and what it will achieve. The change can be
very painful to some employees whose jobs may require new skills, transfers or even elimination.
The motivating vision should be sufficiently concrete so that people can understand what it means
and why the change is necessary, but not so rigid that it has no room to evolve. A motivating vision
is one that enables people to imagine new possibilities for the organization as a whole and for
themselves as members of the organization. That motivating vision is an advanced leading edge
technology

Challenges in Managing Organizational Changes
Challenges faced when managing change
The making of changes within an organization in a planned, systematic, and managed fashion is
referred to as managing change. The main aim of managing change is to effectively implement new
systems or methods in the organization. Managing change involves managing the employees and
managing the impact of change on employees. To ensure an organization keeps up with changing
times, it is important for the organization to change.
Employee resistance
The greatest challenge that leaders face when managing change is the employees' reaction and
resistance ADDIN EN.CITE Bevan2011179(Bevan, 2011)17917917Bevan, R.Keeping Change on
TrackThe Journal for Quality and ParticipationThe Journal for Quality and Participation3412011(
HYPERLINK l "_ENREF_2" o "Bevan, 2011 #179" Bevan, 2011). In any organization, there are
three kinds of employees, the sheep, resistors, and change champions. The most difficult people to
manage are the resistors. These employees worry so much about how the change will impact them
negatively. They see the change will expose them to the top management and will be seen as not
been valuable within the organization. As a leader, the best way to deal with resistors is to let them
know that change will happen progressively, and all employees will be involved ADDIN EN.CITE
Luecke2003180(Luecke, 2003)1801806Luecke, R.Managing Change and Transition2003Boston,
MA 02163Harvard Business School

managing change Essay
MANAGING CHANGE
Change is a necessary way of life. It is all around people: in the seasons, in their social environment,
and in their own biological processes .Beginning with the first few moments of life, a person learns
to meet change by being adaptive. A person's very first breath depends on ability to adapt from one
environment to another. As indicated by the first quotation introducing this essay, each hour is
different, offering people new experiences.
Since human beings are adaptive and familiar with change, how is it that they often resist change in
their work environment? This question had troubled managers since the beginning of the industrial
revolution, and the fast peace of change required by the electronic age has made ... Show more
This means that people develop an established set of relations with their environment. They learn
how to deal with each other, how to perform their jobs and what to expect next. When change comes
along, it requires them to make new adjustments as the organization seeks a new equilibrium. When
employees are unable to make adequate adjustments, the organization is in a state of unbalance, or
disequilibrium. Management's general human objective regarding change is to restore and maintain
the group equilibrium and personal adjustment that change upsets.
Responses to change
Work change is further complicated by the fact that is does not produce a direct adjustment as in
case of air molecules. Instead, it operates trough each employee's attitudes to produce a response
that is conditioned by feelings toward the change. This relationship was illustrated in a series of
classic experiments by Roethlisberger and his associates. In one instance lighting was improved
regularly according to the theory that better lighting would lead to greater productivity. As was
expected, productivity did increase. The lighting was decreased to illustrate the reverse effect–
reduced productivity. Instead, productivity increased further! Lighting was again decreased. The
result was still greater productivity! Finally, lighting was decreased to 0.06 of a footcandle, which is
approximately equivalent to moonlight. According to Roethlisberger, "Not until

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