Submitted by: Submitted by yasin1064
Views: 209
Words: 339
Pages: 2
Category: Business and Industry
Date Submitted: 01/27/2013 01:22 PM
Change Management
“Change is constant” (Albert Einstein)
Change is about becoming more efficient and effective.
Therefore need to ask:
What to change?
What to change to?
How to change?
How to avoid failure of the change process?
Change Triggers
External change triggers relate to PESTEL and task environment forces.
Internal change triggers relate to performance measurement.
Ridgeway and Wallace (1996) refer to hard and soft issues.
Hard issues (emphasis on technical change)
Strategy
Structure
Systems
Productivity
Performance
Soft issues (people oriented, use of OD)
Culture
Leadership
Behaviour
Competencies
Attitudes
Motivation
Parameters of Successful Change
Daft (1998)
• Ideas and the need for change – perceived need for change
• Adoption – need support
• Resources
• Implementation
Types of Change
Hughes (2010) identifies, in terms of “rhetoric of large scale change language”, four types of large scale change
• Quantum – “changing many elements at once” (cites: Mintzberg et al 2009, Miller and Friesen 1984)
• Transformational – “massive programmes of comprehensive change to turn around or renew” (cites: Mintzberg et al 2009). Johnson and Scholes (2002) also relate this to the organisation acting in a way that is outside its existing paradigm and involves a significant cultural shift.
• Turnaround – “quick dramatic revolution” (cites: Mintzberg et al)
• Bold Strokes –“major and rapid changes imposed top-down” (cites: Kanter et al 1992)
• Long Marches –“small-scale short term incremental changes leading to longer-term transformation”(cites: Kanter et al 1992)
Planned – assumes organisations operate in a stable environment, change is pre-planned, rational, systematic and centrally driven
Emergent - change is seen as continuous, unpredictable and open ended, and emphasises a bottom up approach,...