Change Management Practices

1995 ◽  
pp. 152-187
Author(s):  
Gray Southon ◽  
Philip Yetton ◽  
Bernard J. Horak
Keyword(s):  
Change Management ◽  
Management Practices

Communicate belonging? Duoethnography of an organisational change study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ivana Crestani ◽  
Jill Fenton Taylor
Keyword(s):  
Change Management ◽  
Sense Of Belonging ◽  
Management Practices ◽  
Organisational Change ◽  
Change Initiatives ◽  
Content Type ◽  
Inclusive Language ◽  
Employee Resistance ◽  
Practical Implications

PurposeThis duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.Design/methodology/approachA change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.FindingsThe authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.Practical implicationsPractitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.Originality/valueFor both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).

Change Management Practices and Performance of National Government Constituencies Development Funded Projects in Bomet County, Kenya

2021 ◽  
Vol 3 (1) ◽  
pp. 1-16
Author(s):  
Lemarimpe N Parsumpat ◽  
Shadrack Bett
Keyword(s):  
Change Management ◽  
Role Model ◽  
Management Practices ◽  
National Development ◽  
Monitoring And Evaluation ◽  
National Government ◽  
Primary Data ◽  
Management Ability ◽  
Organizational Culture Change ◽  
Develop Strategy

The purpose of change management is to implement strategies for effecting change, controlling change and helping people to adapt to change. Change management is a systematic approach to dealing with the transition or transformation of an organization's goals, processes or technologies. The National government Constituency development fund to counties has made a great impact, with numerous projects coming up throughout the country. The initiation of the development projects at grassroots level have led to significant rise in wellbeing of citizens in the constituency and county at large. The general objective of this study was to assess change management practices and how it relates to performance of national government CDF funded projects in Bomet County in Kenya. The specific objectives of the study were; to determine the influence of leadership on performance of the national development funded projects in Bomet County, to establish how stakeholder’s involvement influences the performance of the national development funded projects in Bomet County, to assess the influence of resources allocation on performance of the national development funded projects in County and to find out the extent to which monitoring and evaluation influences the performance of the national development funded projects in Bomet County. The study was anchored on Kotter’s 8 step model and the theory of planned change. The study adopted a Census research design targeting all CDFC members and officials managing CDF projects in each of the five wards in Bomet County. The study utilized primary data. Primary data was collected using semi structured questionnaires. Data was analyzed using SPSS. Descriptive and inferential statistics were employed in the study. Analyzed data was presented in percentages, frequencies, mean and standard deviation. From the findings, the researcher can conclude that, change management practices through leadership, stakeholders’ involvement, resources, and monitoring and evaluation has a significant and positive composite effect on performance of NG-CDF in County. Leadership aspects that contribute to this performance includes leaders’ role model and championship capacity towards change management, ability to develop strategy, create mission, motivate people to achieve objectives, employees’ empowerment, and organizational culture change. The researcher therefore recommends that, NG-CDF leadership should observe change management practices by ensuring there is frequent stakeholders’ engagement, role model and championship capacity towards change management, ability to develop strategy, create mission, motivate people to achieve objectives, employees’ empowerment, and sound organizational culture change. https://www.ijcab.org/ ,[email protected] https://journals.ijcab.org/journals/index.php

scholarly journals Towards Change Management in Tourism: the Evidence from North Macedonia

2019 ◽  
Vol 8 (1) ◽  
pp. 3-15
Author(s):  
Snezana Hristova ◽  
Ana Tomovska Misoska ◽  
Dimitar Kovachevski
Keyword(s):  
Change Management ◽  
Management Practices ◽  
Descriptive Statistics ◽  
Primary Data ◽  
Future Research ◽  
Speed Of Response ◽  
Tourism Sector ◽  
Term Change ◽  
The Republic ◽  
Practical Implications

Abstract This paper investigates the perceptions and practices of managers of the tourism sector with regards to change management. It has been suggested that change management is an inevitable element for tourism businesses to increase their speed of response to market and competitive changes. Logically, it can be argued that tourism managers are best placed to initiate and facilitate this change. The primary data were obtained through a survey, carried out in tourist agencies in the Republic of North Macedonia and evaluated by using the tools of descriptive statistics and the methods of comparison, induction, deduction and synthesis. The key findings indicate that the majority of the respondents were familiar with the term change management and they implemented the change management practices. However, work still needs to be done to help the remaining companies to understand the necessity of changing the paradigm. Regarding the practical implications, this paper can serve as a stepping stone for future research that can uncover the potential, experiences and outcomes of change management in the tourism sector in the country.

Lean production system: compatible with Malaysian culture?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Siew Imm Ng ◽  
Ck Cha ◽  
Murali Sambasivan ◽  
Azmawani Abd Rahman
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Change Management ◽  
Human Resource ◽  
Operations Management ◽  
Production System ◽  
Management Practices ◽  
Lean Production ◽  
Secondary Source ◽  
Content Type

Theoretical basis An instructor could link the case to lean production principles and Kurt Lewin’s change management model, key reading materials on these theories are, namely,  Lewin, K (1947) Frontiers in group dynamics: concept, method and reality in social science; equilibrium and social change. Human Relations 1(1): 5–41  Stewart, J. (2012). The Toyota Kaizen continuum: a practical guide to implementing lean. Boca Raton, FL: CRC Press. Wickramasinghe, V. and Wickramasinghe, G. L. D. (2020). Effects of human resource management practices, lean production practices and lean duration on performance. The International Journal of Human Resource Management, 31(11), 1467–1512. Research methodology This case was developed from both primary and secondary sources. The primary source included three face to face meetings with Mr CK in University Putra Malaysia (two meetings) and WSAE factory (Rawang, Malaysia – one meeting), respectively. Interviewed three workers at Rawang factory. The secondary source was taken from the company website and company reports. Case overview/synopsis Dr Wan, the Chief Executive Officer of WSA Engineering Sdn Bhd (WSAE) accepted the invitation from Small Medium Industries Development Corporation to participate in a Malaysian-Japanese Industry Cooperation program that focused on Lean Production System (LPS). Dr Wan was worried about Malaysia’s culture incompatible with Japanese-originated LPS. The case shares how the organization and behavioral change took place, for LPS buy-in. Successes and challenges WSAE faced in the 10-year journey of implementing LPS were elaborated. Complexity academic level This case was written for use in an operations management course, on the topic of lean production. It can also be used as a training material targeting the operation managers of a manufacturing company aiming to implement lean production or any change management process.

Project Mi-Net - An Inter-Organizational E-Business Adoption Study

2011 ◽  
pp. 387-405
Author(s):  
Pankaj Bagri ◽  
L. S. Murty ◽  
T. R. Madanmohan ◽  
Rajendra K. Bandi
Keyword(s):  
Change Management ◽  
Management Practices ◽  
Implementation Process ◽  
Adoption Study ◽  
Business System ◽  
Adoption And Implementation ◽  
Value Propositions

This case study chronicles the adoption and implementation of an inter-organizational, e-business system by a FMCG organization in India. The focus of the case is on understanding the implementation process and the extent of proactive change management practices employed by the organization. The case brings out issues like the importance of building value propositions to attract the stakeholders, and providing the requisite training and incentives to commit them to the system.

Successful Facility Change-Management Practices for Retrofit Projects: Case Study in Lighting

2017 ◽  
Vol 33 (4) ◽  
pp. 05017001 ◽  
Author(s):  
Amy A. Kim ◽  
Lindsay J. McCunn ◽  
James Lew
Keyword(s):  
Change Management ◽  
Management Practices

Change Management Practices and Performance of the National Police Service in Uasin Gishu County, Kenya

2020 ◽  
Vol 4 (1) ◽  
pp. 1-21
Author(s):  
Anne Muchemi ◽  
Elias Njoroge Wakonyo
Keyword(s):  
Change Management ◽  
Management Practices ◽  
Effective Communication ◽  
Reform Process ◽  
Successful Implementation ◽  
Significant Positive Effect ◽  
Police Service ◽  
Successful Change ◽  
National Police ◽  
Positive Effect

In order for implementation of change to be executed successfully in any organization, the human capital should, as a matter of necessity, accept and support the change. Change management practices support behavioral and organizational adjustments thus ensuring that change is accommodated and sustained in the organization. The National Police Service (NPS) faces a myriad of challenges today, pushing the Government to embark on a comprehensive transformational programme within the service with the aim of enhancing performance. With these security sector reforms in progress, successful implementation of change is necessary in order for the objectives of the change to be attained.  Crime rate, public safety and efficient utilization of available police resources remain a major concern in the country, pointing out to the fact that the intended level of police performance is yet to be realized. This study purposed to investigate how the practices used to manage change can impact the delivery of services of the National Police Service in the County of Uasin Gishu. It used the descriptive and explanatory research design. Targeted population was 1,055 junior National Police officers in Uasin Gishu County. The sample comprised of 158 respondents. Structured questionnaires were employed as the main tool of data collection.  Descriptive and inferential statistics were used to analyze the data collected. The findings indicate that employee involvement has a significant positive effect on performance of the National Police Service in Uasin Gishu, effective communication has a significant positive effect on performance of the National Police Service in Uasin Gishu and senior management support has a significant positive effect on performance of the National Police Service in Uasin Gishu County. The findings support the chaos theory theoretical foundation that a small change in organizational practices has the ability to result to huge changes in future outcomes. The recommendations are that the National Police service should involve employees in all stages of the reform process in order for successful change management implementation to be realized and improve performance. To ensure successful change implementation in the National Police Service, employees should be given enough time to share their ideas about change and there should also be effective communication on the objectives of the change. The management of the National Police Service should commit to the change process by leading the process and striving to help employees understand how the changes will affect them personally in order to minimize their anxiety and reduce resistance.

ERP II & Change Management

2005 ◽  
pp. 179-197 ◽  
Author(s):  
Paul Hawking ◽  
Susan Foster ◽  
Andrew Stein
Keyword(s):  
Change Management ◽  
Enterprise Resource Planning ◽  
Success Factors ◽  
Management Practices ◽  
Management Strategies ◽  
Resource Planning ◽  
Success Factor ◽  
Erp System ◽  
Implementing Change ◽  
Main Barrier

Enterprise Resource Planning (ERP) systems have become an essential information systems infrastructure for large organisations. Organisations are now looking for ways to leverage their ERP investment by introducing new functionality; however, no matter how many implementations these companies have undertaken the same people issues still provide barriers. This research looks at the change management practices of Australian companies and identifies the main success factors and barriers associated with implementing change management strategies. The chapter presents the results of a survey of 35 major Australian organisations that have implemented an ERP system. Many of these organisations have long histories of ERP usage and multiple ERP implementations and upgrades. The main findings indicate that the respondents considered change management crucial to successful ERP implementations, yet their organisations did not perform change management very well. The main success factor to change management was provision of adequate resources, with the main barrier being lack of communication up and down the organisation.

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