Organizational Change and Development

2010 ◽  
pp. 124-142
Author(s):  
Jay C. Thomas
Keyword(s):  
Organizational Change ◽  
Action Research ◽  
Mergers And Acquisitions ◽  
Organizational Development ◽  
Team Building ◽  
Managing Change ◽  
Process Consultation ◽  
Survey Feedback ◽  
Executive Teams ◽  
Change Efforts

Chapter 9 discusses organizational change and development, the procedures and methods intended to change the character of an organization and improve its performance, and how change efforts may be directed at selected groups, such as executive teams, certain units, locations, or the entire organization. It covers Organizational Development (OD), Process Consultation (PC), teams and team building, survey feedback and action research, externally imposed change, mergers and acquisitions, and planning and managing change.

Cultural Integration in Mergers and Acquisitions

2019 ◽  
pp. 101-124
Author(s):  
Asli Goksoy
Keyword(s):  
Organizational Change ◽  
Literature Review ◽  
Mergers And Acquisitions ◽  
Success Rate ◽  
Merger And Acquisition ◽  
Cultural Integration ◽  
Acquisition Process ◽  
Corporate Strategies ◽  
Culture Integration ◽  
Change Efforts

Mergers and acquisitions (M&As) are recognized as one of the most popular corporate strategies in recent years. Unlike its popularity, the success rate of mergers and acquisitions is surprisingly low. There are many reasons for failure, but among all, culture integration has emerged as one of the major barriers to an effective merger and acquisition deal. This chapter highlights the fundamentals of this topic with literature review and presents practical and effective guidelines for facilitating cultural integration in merger and acquisition process effectively and efficiently and achieving greater results from the organizational change efforts.

scholarly journals THEORATICAL FRAMEWORK TO UNDERSTAND THE ASSOCIATION OF ORGANIZATIONAL CHANGE ON THE ORGANIZATIONAL COMMITMENT

2014 ◽  
Vol 5 (1) ◽  
pp. 618-624
Author(s):  
Kanika Sofat ◽  
Dr.Ravi Kiran
Keyword(s):  
Organizational Change ◽  
Organization Change ◽  
Intangible Asset ◽  
Labor Turnover ◽  
Change Initiatives ◽  
Organization Commitment ◽  
Managing Change ◽  
The People ◽  
New Ideas ◽  
The Relationship

The organization change is defined as the adoption of new ideas or behavior by an organization. The mainobjective of organizational change is to maximize the benefits of the people involved in the process and to minimize the risk involved in the failure of implementing and managing change. Organization commitment of the employees is an intangible asset for an organization so as to derive strategic advantage over competitors. It is a psychological link between the employee and his organization. If the employees lack commitment it willlead to increase in absenteeism and affecting labor turnover. The commitment employees will hence ease stressduring organizational change process and will understand and cope with change so as to make it successful. The paper helps to understand the organizational change initiatives undertaken in the organizations. It further helpsto examine the relationship between change management and organization commitment in organizations.Keywords: Organizational change, Change levers, Organizational change initiatives, organization commitment

scholarly journals Beyond Power Struggles: A Multilevel Perspective on Incongruences at the Interface of Practice, Knowledge, and Identity in Radical Organizational Change

2018 ◽  
Vol 55 (1) ◽  
pp. 5-26 ◽  
Author(s):  
Barbara Kump
Keyword(s):  
Organizational Change ◽  
Radical Change ◽  
Individual Characteristics ◽  
Knowledge Gaps ◽  
Power Struggles ◽  
Organizational Goals ◽  
Fine Grained ◽  
Multilevel Perspective ◽  
Practice Knowledge ◽  
Change Efforts

Previous approaches to describing challenges inherent in radical organizational change have mainly focused on power struggles. A complementary but less researched view proposes that many problems occur because radical change causes certain incongruences within an organization. In line with the latter perspective, this article suggests that radical change leads to incongruences between “what they do” (practice), “what they know” (knowledge), and “who they are” (identity) as an organization; to achieve the change, these incongruences need to be accommodated by the organization’s individual members. The article takes a multilevel perspective and describes how in radical change organizational goals may interfere with individual characteristics at the intersections of practice, knowledge, and identity. This enables a fine-grained analysis of reasons why radical change efforts may fail, beyond power struggles. The model is concrete enough to help change managers foresee many practical problems, such as member disidentification, routine breakdowns, or knowledge gaps.

Organizational Change for the Human Services

2021 ◽  
Author(s):  
Thomas Packard
Keyword(s):  
Organizational Change ◽  
Conceptual Framework ◽  
Change Process ◽  
Team Building ◽  
Change Leadership ◽  
Service Organizations ◽  
Evidence Based ◽  
Case Examples ◽  
Arc Model ◽  
Organizational Culture Change

This book presents an evidence-based conceptual framework for planning and implementing organizational change processes specifically focused on human service organizations (HSOs). After a brief discussion of relevant theory and a review of key challenges facing HSOs that create opportunities for organizational change, a detailed conceptual framework outlines an organizational change process. Two chapters are devoted to the essential role of an organization’s executive or other manager as a change leader. Five chapters cover the steps of the change process, beginning with identifying a problem or change opportunity; then defining a change goal; assessing the present state of the organization (the change problem and organizational readiness and capacity to engage in change); and determining an overall change strategy. Twenty-one evidence-based organizational change tactics are presented to guide implementation of the process. Tactics include communicating the urgency for change and the change vision; developing an action system that includes a change sponsor, a change champion, a change leadership team and action teams; providing support to staff; facilitating the development and approval of ideas to achieve the change goal; institutionalizing the changes within organizational systems; and evaluating the change process and outcomes. Four case examples from public and nonprofit HSOs are used to illustrate change tactics. Individual chapters cover change technologies and methods, including action research; team building; conflict management; quality improvement methods; organization redesign; organizational culture change; using consultants; advancing diversity, equity, inclusion, and social justice; capacity building; implementation science methods; specific models, including the ARC model; and staff-initiated organizational change.

IS-Related Organizational Change and the Necessity of Techno-Organizational Co-Design(-In-Use)

2012 ◽  
pp. 289-310
Author(s):  
Chiara Bassetti
Keyword(s):  
Organizational Change ◽  
Action Research ◽  
Change Management ◽  
Emergency Response ◽  
New Technologies ◽  
Cooperative Work ◽  
Medical Emergency ◽  
Transformative Potential ◽  
The Everyday ◽  
Everyday Work

This chapter considers some aspects of an ethnomethodologically oriented ethnography that has been carried out in a medical Emergency Response Centre (ERC) before, during, and after an IS-related organizational change. After a description of the everyday work in the ERC and its larger social arena, the authors discuss the main changes and the users group’s resistance that mediated the new technologies’ transformative potential: the rejection of abandoning ‘old’ cooperative work practices, and the emergence of an innovative one, with its own condition of appropriateness, applicability, and accountability. Finally, starting from the evidence that solutions to problems emerging in a field must be coherent with the endogenous organization of activities of that field, with the configuration of inter-actions that actually sets up that context, the authors discuss the necessity of co-design(-in-use), and the possibilities provided by ethnomethodological ethnography as a tool for action research in IT design and techno-organizational change management.

Evidence-Based Organizational Change and Development

2016 ◽  
pp. 120-142 ◽  
Author(s):  
Robert G Hamlin
Keyword(s):  
Organizational Change ◽  
Design Science ◽  
Evidence Based ◽  
Change Agency ◽  
Line Managers ◽  
Case Examples ◽  
Managing Change ◽  
The United Kingdom ◽  
Replication Research ◽  
Partnership Research

This chapter is targeted mainly toward HRD practitioners and line managers who are actively involved in bringing about effective and beneficial organizational change and development (OCD) within their own respective organizations and/or within host organizations. Its purpose is to help them to appreciate more fully the complexities of the process issues of managing change, and the value of using theory and results of rigorous internal research in a very conscious and focused way to inform, shape, and evaluate their own change agency practice. After discussing why so many OCD programs fail, the author argues that ‘evidence-based management' and ‘evidence-based HRD', coupled with HRD's understanding of and alignment with the strategic thrust of the business, will likely lead to more effective OCD initiatives and programs. Several case examples of evidence-based OCD from the United Kingdom are presented, and the merits of ‘design science', ‘professional partnership research' and ‘replication research' are discussed.

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