0
Table Table4 4 identifies how frequently the strategies appeared in the models and frameworks and the rate at which practitioners indicated they used the strategies most often or always. The strategies found in the top 25% of both ( n > 36 for practitioner use and n > 11 in models and frameworks) focused on communication, including senior leadership and the employees in change decisions, aligning the change with the vision and mission of the organization, and focusing on organizational culture. Practitioners used several strategies more commonly than the literature suggested, especially concerning the topic of middle management. Practitioners focused on listening to middle managers’ concerns about the change, asking managers for feedback to improve the change, and ensuring that managers were trained to promote the change. Meanwhile, practitioners did not engage in the following strategies as often as the models and frameworks suggested that they should: provide all members of the organization with clear communication about the change, distinguish the differences between leadership and management, reward new behavior, and include employees in change decisions.
A comparison of the strategies used by practitioners to the strategies found in the literature
Strategy used by participants ( = 49) | Total of Always and Most of the time | Strategy found in the models and frameworks ( = 16) | Total models and frameworks that list the strategies |
---|---|---|---|
Used by practitioners and suggested by models and frameworks | |||
Asked members of senior leadership to support the change | 48 | Have open support and commitment from the administration | 16 |
Aligned an intended change with an organization’s mission | 46 | Create a vision for the change that aligns with the organization’s mission | 13 |
Listened to employees’ concerns about the change | 45 | Listen to employees’ concerns about the change | 12 |
Aligned an intended change with an organization’s vision | 44 | Create a vision for the change that aligns with the organization’s mission | 13 |
Focused on organizational culture | 41 | Focus on changing organizational culture | 15 |
Asked employees for feedback to improve the change | 38 | Include employees in change decisions | 12 |
Used more often by practitioners than suggested by models and frameworks | |||
Listened to managers’ concerns about the change | 47 | Train managers and supervisors to be change agents | 7 |
Created measurable short-term goals | 44 | Generate short-term wins | 10 |
Asked managers for feedback to improve the change | 43 | Train managers and supervisors to be change agents | 7 |
Ensured that employees were trained for new change initiatives | 38 | Provide employees with training | 8 |
Ensured that managers were trained to promote the change | 37 | Train managers and supervisors to be change agents | 7 |
Suggested more often by models and frameworks than used by practitioners | |||
Notified all members of the organization about the change | 33 | Provide all members of the organization with clear communication about the change | 16 |
Developed managers into leaders | 28 | Distinguish the differences between leadership and management | 14 |
Adjusted your change implementation because of reactions from employees | 23 | Include employees in change decisions | 12 |
Provided employees with incentives to implement the change | 12 | Reward new behavior | 13 |
The purpose of this article was to present a common set of change management strategies found across numerous models and frameworks and to identify how frequently change management practitioners implement these common strategies in practice. The five common change management strategies were the following: communicate about the change, involve stakeholders at all levels of the organization, focus on organizational culture, consider the organization’s mission and vision, and provide encouragement and incentives to change. Below we discuss our findings with an eye toward presenting a few key recommendations for change management.
Communication is an umbrella term that can include messaging, networking, and negotiating (Buchanan & Boddy, 1992 ). Our findings revealed that communication is essential for change management. All the models and frameworks we examined suggested that change managers should provide members of the organization with clear communication about the change. It is interesting that approximately 33% of questionnaire respondents indicated that they sometimes, rather than always or most of the time, notified all members of the organization about the change. This may be the result of change managers communicating through organizational leaders. Instead of communicating directly with everyone in the organization, some participants may have used senior leadership, middle management, or subgroups to communicate the change. Messages sent to employees from leaders can effectively promote change. Regardless of who is responsible for communication, someone in the organization should explain why the change is happening (Connor et al., 2003 ; Doyle & Brady, 2018 ; Hiatt, 2006 ; Kotter, 2012 ) and provide clear communication throughout the entire change implementation (McKinsey & Company, 2008 ; Mento et al., 2002 ).
Our results indicate that change managers should involve senior leaders, managers, as well as employees during a change initiative. The items on the questionnaire were based on a review of common change management models and frameworks and many related to some form of stakeholder involvement. Of these strategies, over half were used often by 50% or more respondents. They focused on actions like gaining support from leaders, listening to and getting feedback from managers and employees, and adjusting strategies based on stakeholder input.
Whereas the models and frameworks often identified strategies regarding senior leadership and employees, it is interesting that questionnaire respondents indicated that they often implemented strategies involving middle management in a change implementation. This aligns with Bamford and Forrester’s ( 2003 ) research describing how middle managers are important communicators of change and provide an organization with the direction for the change. However, the participants did not develop managers into leaders as often as the literature proposed. Burnes and By ( 2012 ) expressed that leadership is essential to promote change and mention how the change management field has failed to focus on leadership as much as it should.
All but one of the models and frameworks we analyzed indicated that change managers should focus on changing the culture of an organization and more than 75% of questionnaire respondents revealed that they implemented this strategy always or most of the time. Organizational culture affects the acceptance of change. Changing the organizational culture can prevent employees from returning to the previous status quo (Bullock & Batten, 1985 ; Kotter, 2012 ; Mento et al., 2002 ). Some authors have different views on how to change an organization’s culture. For example, Burnes ( 2000 ) thinks that change managers should focus on employees who were resistant to the change while Hiatt ( 2006 ) suggests that change managers should replicate what strategies they used in the past to change the culture. Change managers require open support and commitment from managers to lead a culture change (Phillips, 2021 ).
In addition, Pless and Maak ( 2004 ) describe the importance of creating a culture of inclusion where diverse viewpoints help an organization reach its organizational objectives. Yet less than half of the participants indicated that they often focused on diversity, equity, and inclusion (DEI). Change managers should consider diverse viewpoints when implementing change, especially for organizations whose vision promotes a diverse and inclusive workforce.
Several of the models and frameworks we examined mentioned that change managers should consider the mission and vision of the organization (Cummings & Worley, 1993 ; Hiatt, 2006 ; Kotter, 2012 ; Polk, 2011 ). Furthermore, aligning the change with the organization’s mission and vision were among the strategies most often implemented by participants. This was the second most common strategy both used by participants and found in the models and frameworks. A mission of an organization may include its beliefs, values, priorities, strengths, and desired public image (Cummings & Worley, 1993 ). Leaders are expected to adhere to a company’s values and mission (Strebel, 1996 ).
Most of the change management models and frameworks suggested that organizations should reward new behavior, yet most respondents said they did not provide incentives to change. About 75% of participants did indicate that they frequently gave encouragement to employees about the change. The questionnaire may have confused participants by suggesting that they provide incentives before the change occurs. Additionally, respondents may have associated incentives with monetary compensation. Employee training can be considered an incentive, and many participants confirmed that they provided employees and managers with training. More information is needed to determine why the participants did not provide incentives and what the participants defined as rewards.
Table Table4 4 identified five strategies that practitioners used more often than the models and frameworks suggested and four strategies that were suggested more often by the models and frameworks than used by practitioners. One strategy that showed the largest difference was provided employees with incentives to implement the change. Although 81% of the selected models and frameworks suggested that practitioners should provide employees with incentives, only 25% of the practitioners identified that they provided incentives always and most of the time. Conversations between theorists and practitioners could determine if these differences occur because each group uses different terms (Hughes, 2007 ) or if practitioners just implement change differently than theorists suggest (Saka, 2003 ).
Additionally, conversations between theorists and practitioners may help promote improvements in the field of change management. For example, practitioners were split on how often they promoted DEI, and the selected models and frameworks did not focus on DEI in change implementations. Conversations between the two groups would help theorists understand what practitioners are doing to advance the field of change management. These conversations may encourage theorists to modify their models and frameworks to include modern approaches to change.
The models and frameworks included in this systematic review were found through academic research and websites on the topic of change management. We did not include strategies contained on websites from change management organizations. Therefore, the identified strategies could skew towards approaches favored by theorists instead of practitioners. Additionally, we used specific publications to identify the strategies found in the models and frameworks. Any amendments to the cited models or frameworks found in future publications could not be included in this research.
We distributed this questionnaire in August 2020. Several participants mentioned that they were not currently conducting change management implementations because of global lockdowns due to the COVID-19 pandemic. Because it can take years to complete a change management implementation (Phillips, 2021 ), this research does not describe how COVID-19 altered the strategies used by the participants. Furthermore, participants were not provided with definitions of the strategies. Their interpretations of the strategies may differ from the definitions found in the academic literature.
Future research should expand upon what strategies the practitioners use to determine (a) how the practitioners use the strategies, and (b) the reasons why practitioners use certain strategies. Participants identified several strategies that they did not use as often as the literature suggested (e.g., provide employees with incentives and adjust the change implementation because of reactions from employees). Future research should investigate why practitioners are not implementing these strategies often.
Additionally, the COVID-19 pandemic may have changed how practitioners implemented change management strategies. Future research should investigate if practitioners have added new strategies or changed the frequency in which they identified using the strategies found in this research.
Our aim was to identify a common set of change management strategies found across several models and frameworks and to identify how frequently change management practitioners implement these strategies in practice. While our findings relate to specific models, frameworks, and strategies, we caution readers to consider the environment and situation where the change will occur. Therefore, strategies should not be selected for implementation based on their inclusion in highly cited models and frameworks. Our study identified strategies found in the literature and used by change managers, but it does not predict that specific strategies are more likely to promote a successful organizational change. Although we have presented several strategies, we do not suggest combining these strategies to create a new framework. Instead, these strategies should be used to promote conversation between practitioners and theorists. Additionally, we do not suggest that one model or framework is superior to others because it contains more strategies currently used by practitioners. Evaluating the effectiveness of a model or framework by how many common strategies it contains gives an advantage to models and frameworks that contain the most strategies. Instead, this research identifies what practitioners are doing in the field to steer change management literature towards the strategies that are most used to promote change.
This research does not represent conflicting interests or competing interests. The research was not funded by an outside agency and does not represent the interests of an outside party.
Publisher's Note
Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.
Jeffrey Phillips, Email: ude.usf@spillihpbj .
James D. Klein, Email: ude.usf@nielkj .
Info: 5349 words (21 pages) Dissertation Published: 13th Dec 2019
Reference this
Tagged: Change Management
The previous chapter provided background information on the area of research that lead to the problem argument and research question. This section presents a summary of the key research findings that have been discovered in the literature relating to change management in association with the change agent. Essentially, this chapter will review previously published literature studies with respect to the research investigation. Finally, a conceptual framework, based on theory is illustrated.
Hussey (2000) speaks of change as being one of the most crucial facets of successful management. Change is becoming increasingly common due to the chaotic and rather unstable business environment in which the majority of organisations operate. Furthermore the nature of change may be gradually more complex and thus is it often more widespread. Hussey (2000) also argues that most of the change situations that a manager may be engaged in are cumulative rather than fundamental. Fundamentally, firms are bound to embark on intricate changes with progressive pace, efficiency and success, so as to retain a competitive edge in the long term (Lilie, 2002). An array of diverse management theories have been developed over the last couple of years in an attempt to meet the challenges presented by such expeditiously shifting change in the business scenario. Whether it is reengineering, total quality management, reorganisation or an alternative reformation programme, the intention is to instigate or encourage the necessary change processes in the organisation (Pfeifer and Bisenius, 2002).
Several authors on leadership and change share the same opinion with Burns (1979) that the primary mission of leaders is to effectuate change and change necessitates proper leadership. Presumably the two most demanding challenges confronted by organisations nowadays are leadership and change: recruiting, retaining and, most decisively, developing managers as well as effectively managing change within organisations (Kanter, 1997; Mullins, 2002; Peters, 1997).
According to Balogun et al. (1999), organisational change has three core elements as shown in Figure 2.1: the change context, the change content and the change process.
The change context is the why of change. The social, economic, political and competitive environment in which the organisation operates is referred to as outer context; whereas the culture, structure and capabilities of the organisation belong to the inner context. The latter also comprises the political context. Balogun et al. (1999), further argue that the change content is the what of change, and represents the selections that need to be undertaken about an organisation’s product range or service. It encompasses also the markets in which it participates, how it competes, and in what way it should be structured. Lastly, the change process is the how of change, which incorporates all means to deliver change.
De Wit et al. (2004) speak of the extent of change in organisations, varying from a high to low amplitude. High amplitude refers to a radical change of the newly reformed company set-up concerning the organisational culture, structural composition, procedural activities or individuals from the previous state. On the contrary, a low amplitude of change implies a reasonable transformation to the former environmental conditions through the intended plan.
Burnes (2003) speaks of three distinct types of organisational change which due to their recognised value, have attained significant consideration: the noticeable technological advancement in the 1980s, the application of total quality management (TQM) over the past 20 years, and the implementation of business process re-engineering (BPR) during the last 15 years. Burnes (2000) demonstrated that successful evidence in these fields is outstanding.
It is crucial when striving to undertake organisational change to comprehend the causes of failure and the guidelines for successful accomplishment.
At present, it is a commonly shared outlook that firms are changing rapidly and in a more radical fashion than in the past (Carnall, 1999; Cummings and Worley, 2001; Kanter, 1997; Kotter, 1996; Peters, 1997). The majority of critics seem to agree with Hammer and Champy’s (1993, p. 23) opinion that “… change has become both pervasive and persistent. It is normality”. Yet change is brought about in many variations. As Strickland (1998) remarks, occasionally change is progressive and barely recognised, such as the introduction of new machinery or computer application, or a new person becomes a member of the company. In contrast, change may be more widespread and remarkable: an absolute re-organisation, an amalgamation or a take-over, whereby each and every individual within the organisation is somehow affected. In view of these exhaustive transformations, Burnes (2000) poses a critical question: To what degree are these change efforts fruitful?
Unlike an organisation’s profitability or performance assessment, nobody compiles statistical information in connection with how successful industries are coping with managing change. Thus, even for highly conspicuous change programmes sustained by plenty of advice and assistance, the rate of failure is noteworthy (Burnes, 2003). As the following tables reveal, several critics have attempted to recognise the right sources of unsuccessful change transformations, whether these be faults, barriers or obstacles.
Although certain issues are common between the above tables, such as insufficient vision and excessive complacency along with an apathetic attitude, a number of dissimilarities are noticeable. Remarkably, nearly all of the items illustrated in the three lists denote unsuccessful management. This is evidently revealed in Table 2.3, which unambiguously exposes poor leadership and weak management (Burnes, 2003).
As Figure 2.2 illustrates, resistance to change takes place for several reasons. Some of which are attributable to individuals, whilst others concern the kind and structure of the organisation (Balogun et al., 2004; Dent et al., 1999). The amalgamation of these two sources of resistance critically hinder the change process. Thus, managers and staff are required to identify and comprehend the causes for resistance to change and its sources (Slocum et al., 2007).
As well as recognising and distinguishing the plausible motives of failure, a number of authors have also attempted to determine the factors or actions which need to be undertaken to attain successful change (Dawson, 1994; Hardy, 1996; Kanter et al., 1992; Rye, 2001). Burnes (2003) states that one of the most valuable books in this regard is certainly Leading Change by Kotter (1996), which delineates an eight-step guide to championing change (Table 2.4).
Kotter’s eight steps are informative and inestimable in recognising the essential actions to accomplish successful organisational change. They also highlight the significance for change projects to be led by managers who have the predisposed managerial and personal skills in order to put them into practice (Burnes, 2003).
Machiavelli stated that:
“There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new” (De Wit et al., 2004, p. 163).
According to Thurley et al. (1989), strategic management presents existing or future managers with structural frameworks and approaches to be able to develop and enhance their strategic views, as well as strengthen their skills and readiness to undertake strategic programmes. Ohmae’s (1982, p. 91) views of strategic management provide an understandable yet straightforward definition, whereby he refers to strategic management as the investigation for enhanced performance by means of a strategy that “ensures a better or stronger matching of corporate strengths to customer needs than is provided by competitors” (see Figure 2.3).
Pettigrew et al. (1993) emphasise the relevance of suitably associating strategic and operational transformations, derived from their comprehensive investigation of specific organisations. Pettigrew et al. (1993) further argue that strategic initiatives ought to be broken down into what they refer to as actionable items, each assigned to the responsibility of a change driver.
Inevitably organisations should change with the introduction of innovative technological development, ongoing economic transformation, inconsistent demographics, revolutionising political authorities, erratic consumer preferences and vigorous competition. Subsequently further consideration is given as to where, how and in what particular direction such firms must change. (De Wit et al., 2004). For ‘living’ organisations, change is an accepted fact. Essentially, they must continuously be aligned with their surrounding environmental factors, either by responding to external circumstances, or by proactively contouring the industries in which they partake.
De Wit et al. (2004) remarked that while change is widely spread, not all change in organisations is naturally strategic. As a matter of fact, most change processes transpire to be the progressive operational nature. Thus, organisations continuously make ‘fine-tuning’ adjustments to remain competent and efficacious, by means of enhancing established procedures, further developing projects, and relocating employees to a more suitable business environment. In contrast, strategic changes are aimed at instituting a redesigned type of alignment – an innovative relationship between the core set-up of the business and the distinctive aspects of the surrounding conditions. In essence, strategic changes significantly affect the way the business operates and the overall business structure.
One prevalent and broadly recognised systematic classification of strategic change identifies forms or organisational change in relation to various dimensions. A first dimension is the magnitude of change, extending from no change necessary to major reorganisation of the firm (Fopp and Schiessl, 1999). In this perspective, Nadler (1994) distinguishes between incremental and radical change. The second dimension is the sequential order of the change. Dissimilar characteristics are noted between anticipative and responsive change processes.
In the context of these two dimensions, Nadler (1994) sets out a matrix illustrating the principal types of change strategies. Tuning refers to foreseeable circumstantial improvements to enhance company efficiency. On the contrary, adaptation denotes the acclimatisation of the organisation to the unstable environment. In both cases, change is referred to as evolutionary, and is triggered in divisions of the organisation. Alternatively, orientation signifies the restructuring of the entire company through fundamental transformation. In so-called reactive design, surrounding changes are reacted to which have already occurred.
Similarly Balogun et al., (1999) speaks of four key forms of change, characterised in two dimensions: the end result of change and the nature of change (see Figure 2.4). The end result concerns the degree of which change is demanded, whereas the nature of change is the chosen change approach, either all together straight away or in a gradual progressive manner.
Evolution relates to transformational change employed in stages through interdependent systems. Thus, it is a deliberate thought-out and practical change initiative in which direction is carried out by managers in reaction to their expectation of the necessity for the prospective change. Revolution is rudimentary change that is developed by making use of concurrent actions on several fronts, and generally in a rather short period of time. On the other hand, adaptation is less fundamental change realised slowly by means of more progressive phases, and reconstruction is change performed to realign the manner the business functions in a more striking fashion (Balogun et al., 1999).
2.5.1 instigating feeling for urgency.
If the requisite of change is not clearly recognised and comprehended, it will not be easy to organise a group which has sufficient authority and influence to instigate the anticipated change programme. In consequence, generating a sensation for the urgency of change is essential to acquire the necessary collaboration of all employees and managerial staff (Kotter, 1997). The major hindrance to bring about a feeling for the exigency of the current circumstances is the domineering power and complacency, which so often exists in organisations. According to Kobi (1996) the following conditions can assist to make the urgency of change blatantly evident:
Notwithstanding the fact that remarkable transitions are habitually associated with a unique individual who is recognised by all members of the organisation, an influential leadership merger is crucial. Such formation is a fundamental element in preparation for the progression and succeeding realisation of a change programme (Pfeifer et al., 2005). The achievement of a successful leadership coalition is underpinned by a concoction of competent managers to supervise the change process and influential leadership personalities to drive the process forward. By and large, this change team is initiated with only one or two persons, and then expands in sizeable firms to comprise between 20 and 50 individuals (Kotter, 1997).
It is only when all company employees acquire a shared awareness and appreciation of their aims and direction that the actual potential of a vision is totally unleashed (Pfeifer et al., 2005). As a result, the impetus for and harmonisation of the required processes is underpinned by this mutual agreement on an enticing future leading to the envisaged changes. Thus, proper dissemination of vision along with strategy is of vital importance. Yet, studies reveal that management announcements lack certain information or are somewhat misconstrued, and in turn, the required quality of communication is overlooked (Schleiken and Winkelhoder, 1997). Pfeifer et al. (2005) further discusses that the absolute realisation of a new vision and strategy may be achieved over a number of years. Thus, a tool for monitoring and manoeuvring the change process is highly recommended during such a lengthy process.
Effectively, first achievements considerably contribute to the enthusiasm and driving force of those individuals engaged in and affected by the transformation. Such key employees demonstrate that the selected approach represents the correct way and that it is worth moving ahead with its implementation. Nevertheless, first accomplishments are meant to be though-out in advance. Schuh (1999) states that they must be designed into the development of the change programme altogether and coordinated appropriately. First successes ought to be comprehensible and noticeable for all company staff. In other words, they must absolutely prevent criticism and rumours.
Kotter (1997) explains that first successes allow the supports of the change to stop briefly for a moment and mull over and celebrate the outcomes realised to this point. Optimistic feedback boosts morale and stimulus, while such achievements neutralise sceptical and egotistical rivals.
Supposedly, every innovative strategy endeavours to please and fulfil customers and staff members so as to assure the long-term company prosperity. Pfeifer (2001) remarks that in order to achieve this objective, collaboration between managing personnel and staff must be planned along the following features: awareness, desire, knowledge and ability.
According to Lilie (2002), 70 per cent of change transformations fail at some stage in the implementation phase caused by unpredictably emerging difficulties. Subsequently, the identification of such constraints in the implementation stage is crucial to its success. In this context, the theory of constraints (TOC) by E. Goldratt (Dettmer, 1997) is an effective tool for recognising the constraints and evaluate methods to mitigate these restrictions. Similarly, Oakland et al. (2007) declares that an all-embracing organisational change necessitates significant investments in energy, time and resources. Oakland’s personal experience has demonstrated that numerous change projects do not succeed. Publicly available estimates reveal that success levels can be as low as 10 per cent. Other researchers cite an average of 30 per cent success rate (Oakland et al., 2007). Indubitably, the sustainable cooperation of many employees is fundamental to the successful implementation of noteworthy organisational changes. In spite of this, employees are not able to contribute to a change programme if they consider themselves rather powerless and having absolutely no liberty (Doppler and Lauterburg, 2002). Pfeifer et al. (2005) concludes that the participation of individuals affected by the change permits the maximum potential to be attained in a change programme.
Despite of the fact that managing change is a specialised competence that can be thought and, in turn, acquired over time, it is invariably argued that there is no one best recipe to carry out change. As a result, a context-specific approach is the correct way for addressing change programmes. The design and approach of any chance process should be tweaked according to the particular environmental conditions of each particular company. (Balogun et al., 1999). Figure 2.5 illustrates the phases in the design process of a context-sensitive conceptual application.
Extensive research exists describing the implementation phase of change programmes, where the ensuing explanation is far away from a model based on a logical set of technological, economic and structural eventualities. (Senge 1990; Pettigew et al., 1992). Subsequently, sufficient supporting evidence advocates that common prescriptive concepts of change transformations are inappropriate to demonstrate the multiplicity of various approaches effectively employed by companies (Dunphy and Stace, 1993). Similarly, Balogun et al. (1999) refers to the “formulaic approach” to change management as being a precarious route. Thus, the inestimable value gained through previous experience or knowledge must be analysed in relation to the present environment.
According to Balogun et al. (1999), the change agent is the accountable individual for “making the change happen” in any company. In actual fact, such people are not officially labelled change agents. Various people may be appointed, formally or informally, to satisfy this specific role. Buchanan and Badham (1999, p. 610) defines the change agent as a manager who attempts “to reconfigure an organisation’s roles, responsibilities, structures, outputs, processes, systems, technology or other resources” with the intention of enhancing the organisation’s efficacy.
Buchanan and Boddy (1992) describe the skills required for successful change agents encompass communication and negotiation competencies, team building activities, simplicity of stipulating objectives, and influencing skills to achieve commitment to the ultimate destination. Balogun et al., (1999, p. 6-7) argue that change agents ought to extend their “analytical, judgemental and implementation skills”. In addition to these managerial abilities, change agents require particular personal skills, comprising the ability to deal with “complexity, sensitivity and self-awareness”. Burnes (2003, p. 631) remarks that those individuals who lead change projects must possess the appropriate “skills, competencies and aptitude” to put into practice the guidelines for success.
Saka (2003) argues that members of an organisation are not only prospective change drivers but also recipients of change processes, and are probably to inquire about its significance.
Balogun, J. and Hope Hailey, V. (1999). Managing Strategic Change. 1st Edition. Prentice Hall. U.K.
Balogun, J. and Johnson, G. (2004). “Organizational restructuring and middle manager sensemaking”, Academy of Management Journal. Vol. 46, p. 523-549.
Buchanan, D. A. and Boddy, D. (1992). The Expertise of the Change Agent. Prentice-Hall, London. Cited in: Saka, A. (2003). “Internal Change Agent’s View of the Management of Change Problem”, Journal of Organisational Change Management, Vol. 16 No. 5, p. 480-496.
Burnes, B. (2000). Managing Change: A Strategic Approach to Organisational Dynamics. 3rd Edition. FT/Prentice-Hall, Harlow. Cited in: Burnes, B. (2003). “Managing change and changing managers from ABC to XYZ”, Journal of Management Development, Vol. 22 No. 7, p 627-642.
Burnes, B. (2003). “Managing change and changing managers from ABC to XYZ”, Journal of Management Development, Vol. 22 No. 7, p 627-642.
Burnes, J.M. (1979). Leadership. Harper & Row, New York, NY. Cited in: Burnes, B. (2003). “Managing change and changing managers from ABC to XYZ”, Journal of Management Development, Vol. 22 No. 7, p 627-642.
Carnall, C. A. (1999). Managing Change in Organisations. 3rd Edition. FT-Pentrice-Hall, Harlow. Cited in: Burnes, B. (2003). “Managing change and changing managers from ABC to XYZ”, Journal of Management Development, Vol. 22 No. 7, p 627-642.
Cummings, T.G. and Worley, C.G. (2001). Organisation Development and Change. 7th Edition. South-Western College Publishing, Cincinnati. OH. Cited in: Burnes, B. (2003). “Managing change and changing managers from ABC to XYZ”, Journal of Management Development, Vol. 22 No. 7, p 627-642.
Dawson, P. (1994). Organisational Change: A Processual Approach. Paul Chapman Publishing, London. Cited in: Burnes, B. (2003). “Managing change and changing managers from ABC to XYZ”, Journal of Management Development, Vol. 22 No. 7, p 627-642.
De Wit, B. and Meyer, R. (2004). Strategy: Process, Content, Context. 3rd Edition. Thomson Learning. London, U.K.
Dent, E.B. and Goldberg, S.G. (1999). “Challenging resistance to change”, Journal of Applied Behavioural Science. Vol. 35, p. 25-41.
Doppler, K. and Lauterburg, C. (2002). Change Management. Den Unternehmenswandel Gestalten. Campus Verlag, Frankfurt. Cited in: Pfeifer, T., Schmitt, R. and Voigt, T. (2005). “Managing Change: Quality-oriented Design of Strategic Change Processes”, The TQM Magazine, Vol. 17 No. 4, p. 297-308.
Dunphy, D. C. and Stace, D, A. (1993). “The strategic management of corporate change”, Human Relations, Vol. 46 No. 8, p 905-20. Cited in: Saka, A. (2003). “Internal Change Agent’s View of the Management of Change Problem”, Journal of Organisational Change Management, Vol. 16 No. 5, p. 480-496.
Fopp, L. And Schiessl, J-C. (1999). Business Change Als Neue Management-Disziplin. Campus Verlag, Frankfurt. Cited in: Pfeifer, T., Schmitt, R. and Voigt, T. (2005). “Managing Change: Quality-oriented Design of Strategic Change Processes”, The TQM Magazine, Vol. 17 No. 4, p. 297-308.
Hammer, M and Champy, J. (1993). Re-engineering the Corporation. Nicolas Brealey, London. Cited in: Burnes, B. (2003). “Managing change and changing managers from ABC to XYZ”, Journal of Management Development, Vol. 22 No. 7, p 627-642.
Hardy, G. (1996). Successfully Managing Change in a Week. Institute of Management, Corby. Cited in: Burnes, B. (2003). “Managing change and changing managers from ABC to XYZ”, Journal of Management Development, Vol. 22 No. 7, p 627-642.
Hussey, D. E. (2000). How to Manage Organisational Change. 2nd Edition. Kogan Page Limited. London, U.K.
Hyczynski, A. and Buchanan, D. (2001). Organisational Behaviour. 4th Edition. FT/Prentice-Hall, Harlow. Cited in: Burnes, B. (2003). “Managing change and changing managers from ABC to XYZ”, Journal of Management Development, Vol. 22 No. 7, p 627-642.
Kanter, R.M, Stein, B.A. and Jick, T.D. (1992). The Challenge of Organizational Change. Free Press, New York, NY. Cited in: Burnes, B. (2003). “Managing change and changing managers from ABC to XYZ”, Journal of Management Development, Vol. 22 No. 7, p 627-642.
Kanter, R.M. (1997). World Class: Thriving Locally in the Global Economy. Simon & Schuster, New York, NY. Cited in: Burnes, B. (2003). “Managing change and changing managers from ABC to XYZ”, Journal of Management Development, Vol. 22 No. 7, p 627-642.
Kobi, J-M. (1996). Management des Wandels: Die Weichen und Harten Bausteine Erfolgreicher Veränderung. Haupt, Stuttgart. Cited in: Pfeifer, T., Schmitt, R. and Voigt, T. (2005). “Managing Change: Quality-oriented Design of Strategic Change Processes”, The TQM Magazine, Vol. 17 No. 4, p. 297-308.
Kotter, J. P. (1997). Chaos, Wandel, Führung – Leading Change. ECON, Düsseldorf. Cited in: Pfeifer, T., Schmitt, R. and Voigt, T. (2005). “Managing Change: Quality-oriented Design of Strategic Change Processes”, The TQM Magazine, Vol. 17 No. 4, p. 297-308.
Kotter, J.P. (1996). Leading Change. Harvard Business School Press, Boston, MA. Cited in: Burnes, B. (2003). “Managing change and changing managers from ABC to XYZ”, Journal of Management Development, Vol. 22 No. 7, p 627-642.
Kotter, J.P. (1997). Chaos, Wandel, Führung – Leading Change. ECON, Düsseldorf. Cited in: Pfeifer, T., Schmitt, R. and Voigt, T. (2005). “Managing Change: Quality-oriented Design of Strategic Change Processes”, The TQM Magazine, Vol. 17 No. 4, p. 297-308.
Lilie, F. (2002). “Umsetzung von change management”, Qualität and Zuverlässigkeit, Vol. 47
No. 1, p. 14. Cited in: Pfeifer, T., Schmitt, R. and Voigt, T. (2005). “Managing Change: Quality-oriented Design of Strategic Change Processes”, The TQM Magazine, Vol. 17 No. 4, p. 297-308.
Mullins, L.J. (2002). Management and Organisational Behaviour. 6th Edition. FT/Prentice-Hall, Harlow. Cited in: Burnes, B. (2003). “Managing change and changing managers from ABC to XYZ”, Journal of Management Development, Vol. 22 No. 7, p 627-642.
Nadler, D.A. (1994). Organisations-Architektur. Campus Verlag, Frankfurt. Cited in: Pfeifer, T., Schmitt, R. and Voigt, T. (2005). “Managing Change: Quality-oriented Design of Strategic Change Processes”, The TQM Magazine, Vol. 17 No. 4, p. 297-308.
Oakland, J.S. and Tanner, S.J. (2007) “A New Framework for Managing Change”, The TQM Magazine, Vol. 19 No. 6, p. 572-589.
Ohmae, K. (1982). The Mind of the Strategist. McGraw-Hill, London. Cited in: Joyce, P. and Woods, A. (2001). Strategic Management: a fresh approach to developing skills, knowledge and creativity. 1st Edition. Kogan Page Limited, London, UK.
Peters, T. (1997). The Circle of Innovation: You Can’t Shrink Your Way to Greatness. Alfred A. Knopf, New York, NY. Cited in: Burnes, B. (2003). “Managing change and changing managers from ABC to XYZ”, Journal of Management Development, Vol. 22 No. 7, p 627-642.
Pettigrew, A. and Whipp R. (1991). Managing Change for Competitive Success. Oxford: Blackwell Publishers. Cited in: Balogun, J. and Hope Hailey, V. (1999). Managing Strategic Change, p. 4. 1st Edition. Prentice Hall. U.K.
Pettigrew, A. and Whipp, R. (1993). Managing Change for Competitive Success. Blackwell Publishers, Oxford. Cited in: Joyce, P. and Woods, A. (2001). Strategic Management: a fresh approach to developing skills, knowledge and creativity. 1st Edition. Kogan Page Limited, London, UK.
Pfeifer, T. (2001). Qualitätsmanagement: Strategien-Methoden-Techniken. Carl Hanser, München. Cited in: Pfeifer, T., Schmitt, R. and Voigt, T. (2005). “Managing Change: Quality-oriented Design of Strategic Change Processes”, The TQM Magazine, Vol. 17 No. 4, p. 297-308.
Pfeifer, T. and Bisenius, A. (2002). “Veränderungen zum erfolg führen”. Cited in: Pfeifer, T., Schmitt, R. and Voigt, T. (2005). “Managing Change: Quality-oriented Design of Strategic Change Processes”, The TQM Magazine, Vol. 17 No. 4, p. 297-308.
Pfeifer, T., Schmitt, R. and Voigt, T. (2005). “Managing Change: Quality-oriented Design of Strategic Change Processes”, The TQM Magazine, Vol. 17 No. 4, p. 297-308.
Rye, C. (2001). Change Management: The 5-Step Action Kit. Korgan Page, London. Cited in: Burnes, B. (2003). “Managing change and changing managers from ABC to XYZ”, Journal of Management Development, Vol. 22 No. 7, p 627-642.
Saka, A. (2003). “Internal Change Agent’s View of the Management of Change Problem”, Journal of Organisational Change Management, Vol. 16 No. 5, p. 480-496.
Schleiken, T. and Winkelhoder, G. (1997). Unternehmenswandel mit Projektmanagament: Konzepte und Erfahrungen zur praktischen Umsetzung in Unternehmen. Lexika/Krick Fachmedien GmbH & Co., München. Cited in: Pfeifer, T., Schmitt, R. and Voigt, T. (2005). “Managing Change: Quality-oriented Design of Strategic Change Processes”, The TQM Magazine, Vol. 17 No. 4, p. 297-308.
Schuh, G. (1999). Change Management – Von der Strategie zur Umsetzung. Shaker, Aachen, p. 17. Cited in: Pfeifer, T., Schmitt, R. and Voigt, T. (2005). “Managing Change: Quality-oriented Design of Strategic Change Processes”, The TQM Magazine, Vol. 17 No. 4, p. 297-308.
Senge, P. (1990). “The leader’s new work: building learning organisations”, Sloan Management Review, Vol. 32 No. 1, p 7-23. Cited in: Saka, A. (2003). “Internal Change Agent’s View of the Management of Change Problem”, Journal of Organisational Change Management, Vol. 16 No. 5, p. 480-496.
Slocum, J.W. and Hellriegel, D. (2007). Fundamentals of Organizational Behaviour. Internal Student Edition. Thomson Higher Education, USA.
Strickland, F. (1998). The Dynamics of Change: Insights into Organisational Transition from the Natural World. Routledge, London. Cited in: Burnes, B. (2003). “Managing change and changing managers from ABC to XYZ”, Journal of Management Development, Vol. 22 No. 7, p 627-642.
Thurtley, K. and Wirdenius, H. (1989). Towards European Management. Pitman Publishing, London. Cited in: Joyce, P. and Woods, A. (2001). Strategic Management: a fresh approach to developing skills, knowledge and creativity. 1st Edition. Kogan Page Limited, London, UK.
To export a reference to this article please select a referencing stye below:
Related Services
Related Content
Content relating to: "Change Management"
Change management concerns preparing, supporting and helping organisations, teams and individuals in adopting new processes, systems, or ways of working in order to reach desired outcomes.
Related Articles
Managing Change in Small Organisations
1.0 Introduction The phenomenon of resistance to change is the bane of all Algerian bakeries that convey ideas for change. For the same one who proposed the change, the resistances are usually synony...
Force Field Analysis for Comparison of Change Management Strategies
Organisation and Management 1. Based on P & G case study a. Carry out Force Field Analysis and Compare Different Approaches Between Alan Lafley and DurkJager to ch...
Impact of Merger on Change Management
Executive Summary: Change Management within sales teams following merger. Impact of team alignment and compensation structure on sales team effectiveness and organisational culture. TBC Introduction...
If you are the original writer of this dissertation and no longer wish to have your work published on the UKDiss.com website then please:
Our academic writing and marking services can help you!
Study Resources
Free resources to assist you with your university studies!
Click here to place an order for topic brief service to get instant approval from your professor.
Change Management Dissertation Topics
Change is associated with almost every sphere of life and therefore change management dissertation topics are also very broad and enrich. Change management topics for presentation and thesis purposes can be found quite easily in every working sector of human life. Also check out our related post for Management Dissertation Topics and Asset Management Dissertation Topics .
We have prepared a list of some handy change management dissertation topics for you as follows:
These are best colected Change Management Dissertation Topics, if you are still looking topic on your specific requirements fill out the form below and get mini topic proposal on change management. Click here to place you custom dissertation order on change management at 25% discount and win your degree with 2:1 standard writing service.
You will get the topics first and then the mini proposal which includes:
Note: After submitting your order please must check your email [inbox/spam] folders for order confirmation and login details. If the email goes in spam please mark not as spam to avoid any communication gap between us.
By placing an order with us, you can get;
WhatsApp and Get 35% off promo code now!
IMAGES
VIDEO
COMMENTS
Change is inevitable and is present in all facets of life, and the management of any change is widely varied and diverse in different forms of business. Negative employee behavior is most often the root of resistance to change. The dynamics of management leading the change can either contribute to the negativity or turn a negative situation into
ples for change, how to effectively implement change in an organization, the im-portance of managing change and the role of management in change. To add more weight to the study and provide sufficient proof, several models on change management were also utilized in-depth. The thesis focuses on four key models.
Dissertations on Change Management. Change management concerns preparing, supporting and helping organisations, teams and individuals in adopting new processes, systems, or ways of working in order to reach desired outcomes. View All Dissertation Examples.
environment aligns with adept change management, fostering open communication, skill advancement, and growth. This study dissects a 9-month change management plan to enhance low team performance. It integrates change management, leadership, and organisational learning theories into a multidimensional framework. This analytical approach
Ineffective change management initiatives can negatively impact organizational performance and profitability, leading to a lack of adaptation and business collapse. Business leaders are concerned with formulating and implementing strategies needed to drive successful change management initiatives for improving organizational performance.
The dissertation discusses the impact of change management during the implementation of an IT system. The theoretical part of the dissertation is aimed at gaining information about human performance and the implicationduring the , s implementation of thesystem, and also post-implementation. Literature suggests that
stability but can also act as barriers to change adoption4. Thus, given the need for constant change and improvement, it is useful to understand how health care providers respond to change and the various pathways that practices can take to ensure successful implementation of quality improvement interventions.
with change through alignment of goals and setting a direction. If leadership is tasked with initiating change, it could well be assumed that management would organize the change (Krawczyk-Sołtys, 2017). Another study was conducted to identify key success factors related to the implementation of change initiatives in the health care industry.
In this study, Lewin's change management model, the McKinsey 7-S model, ADKAR change management model, the Kubler-Ross change curve, Kotter's 8-step theory, and Deming Cycle (PDCA) change ...
The subject of this thesis is change management and tools relating to it. Even though the subject matter itself is timeless, recent acceleration and increased complexity of ongoing ... 4.3.1 Examples of Lean in HUS 46 4.3.2 Benefits of Lean for HUS 47 5 Conclusions 49 5.1 Key Theoretical Findings 49
DISSERTATION INDIVIDUAL PERCEPTIONS OF CULTURE AND CHANGE: A UNIFYING PERSPECTIVE ON CHANGE-ORIENTED ORGANIZATIONAL CULTURES Submitted by James W. Weston Department of Psychology In partial fulfillment of the requirements For the Degree of Doctor of Philosophy Colorado State University Fort Collins, Colorado Fall 2018 Doctoral Committee:
By studying the transformational leadership-engagement-performance relationship at the. , researchers and companies can offer more concrete examples of how leader. shoulddelegate and d. has been proposed that supervisor support (May, Gilson, & Harter, 2004), trust in one's leader. ), and perceptions o.
Change Management Dissertation Topic Ideas. Published by Owen Ingram at January 2nd, 2023 , Revised On August 18, 2023. Choosing a relevant and interesting thesis topic can often be a troublesome experience. The topics you propose to the supervisors and advisor should be innovative and creative, cover both theoretical and practical aspects, and ...
Master Dissertation in Management in Dynamic Organizations By: Ingholt & Rasidovic 2 Abstract Nature of work: Master Dissertation, 15 hp Course name and code: Management in Dynamic Organizations, FE 3074 Number of pages: 97 pages Title: CHANGE MANAGEMENT-A research at IKEA of Sweden (IoS)-Power & Resistance: Definition, Effect & Solutions
the Leadership & Change Management Questionnaire (LCMQ) - the main instrument used to gather employees workplace performance data. Unique to this organisation were two salient factors concerning deployment of the LCMQ. Firstly, it was the largest in-house survey to be carried in the organisations history - additionally, it was the first to
Summary of Master Thesis: Change Management in remote SMEs - success factors and options for action in theory and practice for managing change through growth September 2020 DOI: 10.13140/RG.2.2 ...
Change management consists of models and strategies to help employees accept new organizational developments. Change management practitioners and academic researchers view organizational change differently (Hughes, 2007; Pollack & Pollack, 2015 ). Saka ( 2003) states, "there is a gap between what the rational-linear change management approach ...
Video (online) Consult the top 50 dissertations / theses for your research on the topic 'Organizational change - Management.'. Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need ...
change initiative failures (Hornstein, 2015), managers must recognize change management practices and the application within their organization. Change management involves many complex processes and psychological aspects. Managers, who understand the details of the change and possess the knowledge to lead a team, are the primary
Strategies for Change Management. 2. Literature Review. The previous chapter provided background information on the area of research that lead to the problem argument and research question. This section presents a summary of the key research findings that have been discovered in the literature relating to change management in association with ...
We have prepared a list of some handy change management dissertation topics for you as follows: Teaching change management at university levels: focus on IT education success strategies. Change management in construction projects: tools and techniques needed. Critical analysis of organizational change management in the UK-based organizations.
Change management in Independent Campus program: application of the ADKAR model as a change management competency constructor ... The sample in this research consisted of 65 Heads of Study Programs, assigned randomly, from Private Higher Education Vocational Study Programs in North Sumatra, Indonesia. The vocational study program comprises 56 ...
Level: Masters. Pages: 5. Words: 1375. Get the document Get an original paper. Change Management: A Case Study of Company X by (Name) The Name of the Class (Course) Professor (Tutor) The Name of the School (University) The City and State where it is located The Date ABSTRACTChange management is one of the most critical processes that an ...
Change management must also align with an organization's beliefs, culture, and values to succeed, as a good match feels more natural and allows employees to adopt the change more easily. In addition, a smooth transition is more likely to lead to other lasting changes in the future. 8 real-world change management examples