Organization Change Strategy

Author(s):  
Hans-Dieter Lochmann ◽  
Michaela Rüsch-Kornasoff
Author(s):  
Thomas Packard

The first implementation step is to determine an overall change strategy (empirical-rational, normative-reeducative, or power-coercive). Broadly and fully communicating the need and desirability of the change is necessary for staff to see the relevance of the change goal. This can include data from the earlier assessment of the problem and how achievement of the change goal will lead to a better future for the organization. Change leaders might show how the change is compatible with the organization’s mission, vision, and values. Change leaders cannot “overcommunicate” regarding the need for change. Creating a sense of urgency needs to be framed from the employees’ perspectives: how the change will address a real problem and what bad outcomes are likely if the problem is not addressed. Communicating the change vision involves referring to the new ideal future of the organization and also outlining the basics of the change process to be used.


2013 ◽  
Author(s):  
Werdhi H. Mangundjaya ◽  
Wustari L. Mangundjaya
Keyword(s):  

1971 ◽  
Author(s):  
Warren G. Bennis ◽  
Michael Beer ◽  
Gerald R. Pieters ◽  
Alan T. Hundert ◽  
Samuel H. Marcus ◽  
...  

2019 ◽  
Vol 118 (3) ◽  
pp. 158-169
Author(s):  
Dheera.V. R ◽  
Jayasree Krishnan

Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.


Author(s):  
Giriati

This article aims to synthesize and test empirically turnaround model by content dimension that is an integration of the organization change framework into turnaround research to measure some activities done to avoid failure in turnaround. This study on the Indonesian Stock Exchange (BEI) by using Ordinary Least Square technique. The results of the analysis from content dimension show that the CEO expertise variable has a significant relationship to turnaround, since companies in Indonesia are dominated by family companies, so maintaining the incumbent CEO is more appropriate, because it is a family member. In addition, free assets show a significant relationship with turnaround, while leverage and growth of sales do not have a significant relationship with turnaround. Keywords: Financial Distress, Turnaround Model, CEO Expertise, Free Assets, Leverage and Growth of Sales,


Games ◽  
2021 ◽  
Vol 12 (3) ◽  
pp. 52
Author(s):  
Hanshu Zhang ◽  
Frederic Moisan ◽  
Cleotilde Gonzalez

This research studied the strategies that players use in sequential adversarial games. We took the Rock-Paper-Scissors (RPS) game as an example and ran players in two experiments. The first experiment involved two humans, who played the RPS together for 100 times. Importantly, our payoff design in the RPS allowed us to differentiate between participants who used a random strategy from those who used a Nash strategy. We found that participants did not play in agreement with the Nash strategy, but rather, their behavior was closer to random. Moreover, the analyses of the participants’ sequential actions indicated heterogeneous cycle-based behaviors: some participants’ actions were independent of their past outcomes, some followed a well-known win-stay/lose-change strategy, and others exhibited the win-change/lose-stay behavior. To understand the sequential patterns of outcome-dependent actions, we designed probabilistic computer algorithms involving specific change actions (i.e., to downgrade or upgrade according to the immediate past outcome): the Win-Downgrade/Lose-Stay (WDLS) or Win-Stay/Lose-Upgrade (WSLU) strategies. Experiment 2 used these strategies against a human player. Our findings show that participants followed a win-stay strategy against the WDLS algorithm and a lose-change strategy against the WSLU algorithm, while they had difficulty in using an upgrade/downgrade direction, suggesting humans’ limited ability to detect and counter the actions of the algorithm. Taken together, our two experiments showed a large diversity of sequential strategies, where the win-stay/lose-change strategy did not describe the majority of human players’ dynamic behaviors in this adversarial situation.


Organizational change and innovation are central and enduring issues in management theory and practice. The need to understand processes of organization change and innovation has never been greater in order to respond to dramatic changes in population demographics, technology, stakeholder needs, competitive survival, and social, economic, environmental, health, and sustainability concerns. These concerns call for a better understanding of managing organization change and innovation. Why and what organizations change is generally well known; how organizations change is the central focus of this handbook. It focuses on processes of change, or the sequence of events in which organizational characteristics and activities change and develop over time, and the factors that influence these processes, with the organization as the central unit of analysis. Across the diverse and wide-ranging contributions, three central questions evolve: what is the nature of change and process; what are the key concepts and models for understanding organization change and innovation; and how we should study change and innovation. This handbook presents critical evolving scholarship and explores its implications for future research and practice on organizational change and innovation.


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