Why Evaluate Organizational Change Efforts?

2017 ◽  
pp. 1-30
Author(s):  
M.J. Park
Keyword(s):  
Organizational Change ◽  
Change Efforts

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 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.

Evaluation as a Systemic Component of Organizational Change Efforts

1978 ◽  
Vol 22 (1) ◽  
pp. 404-408 ◽  
Author(s):  
Kerry A. Bunker
Keyword(s):  
Organizational Change ◽  
External Validity ◽  
Internal Validity ◽  
Organizational Training ◽  
Feedback Systems ◽  
Systems Model ◽  
Potential Benefits ◽  
Validity Research ◽  
Systemic Component ◽  
Change Efforts

A cyclical-feedback systems model is proposed as a format for structuring and utilizing the results of evaluative investigations of organizational change efforts. The issues of internal validity, external validity, research design and results utilization are discussed; and an organizational training evaluation example is presented to demonstrate the feasibility, practicality and potential benefits of the approach.

scholarly journals Collaboration, compassion and conversation: Exploring change management trends and strategies

2021 ◽  
Author(s):  
Corinne Impey
Keyword(s):  
Organizational Change ◽  
Best Practices ◽  
Change Management ◽  
Research Project ◽  
Organizational Transition ◽  
Implementing Change ◽  
Current Trends ◽  
Online Business ◽  
Change Efforts

This research project explores current trends in organizational change management as characterized in online business publications. Specifically, with the intention of developing an understanding of current trends, I examine areas of consensus and debate within change management content by analyzing blogs and articles on the topic of organizational change. With a particular emphasis on the role of communication and communicators, the goal is to develop an understanding of how business journalists and bloggers explain the role of communication during times of organizational transition. Developing a greater understanding of current trends in change management has the potential to assist employees who are responsible for implementing change by providing up-to-date insights and best practices for executing change programs. Furthermore, by focusing on the role of communication during and about change efforts, this project could also contribute to an understanding of how professional communicators should engage in organizational change efforts.

External Communities as Initiators of Organizational Change

2021 ◽  
pp. 002188632110454
Author(s):  
Kimberly Rocheville ◽  
Christopher B. Keys ◽  
Jean M. Bartunek
Keyword(s):  
Organizational Change ◽  
Sense Of Community ◽  
Top Down ◽  
Bottom Up ◽  
Psychological Sense Of Community ◽  
Change Effort ◽  
Black Lives Matter ◽  
Psychological Sense ◽  
Lasting Change ◽  
Change Efforts

Organizational change literature has long described the ways change efforts are designed and executed, with particular attention to where the change effort initiated: whether from the top down or the bottom up. In this paper, we expand this focus and describe how communities external to organizations can also be initiators of change within organizations. Through two examples, the Black Lives Matter movement and Old Coke Drinkers of America, we demonstrate the power of communities outside of organizations for initiating meaningful and lasting change within organizations. We explain that the power of such communities for initiating organizational change is derived in part from their members’ psychological sense of community (PSOC). We propose that scholars and practitioners alike should pay attention to this phenomenon by offering an agenda for developing research on impacts of communities and their PSOC that may affect organizational change.

The effects of leadership competencies and quality of work on the perceived readiness for organizational change among nurse managers

2017 ◽  
Vol 30 (4) ◽  
pp. 443-456 ◽  
Author(s):  
Mahmoud Al-Hussami ◽  
Sawsan Hamad ◽  
Muhammad Darawad ◽  
Mahmoud Maharmeh
Keyword(s):  
Organizational Change ◽  
Nurse Managers ◽  
Negative Impact ◽  
Leadership Competencies ◽  
Readiness For Change ◽  
Content Type ◽  
Quality Of Work ◽  
Guidance Program ◽  
Change Efforts

Purpose This paper aims to set a leadership guidance program that can promote nurses’ knowledge of leadership and, at the same time, to enhance their leadership competencies and quality of work to promote their readiness for change in healthcare organizations. Design/methodology/approach A pre-experimental, one-group pretest-posttest design was utilized. Out of 90 invited to participate in this study, 61 nurses were accepted to participate. Findings The statistical analyses suggested several significant differences between pre- and in-service nurse managers about leadership competencies, quality of work and readiness for change. Yet, findings from the background characteristics were not found to be significant and had no effects on the perceived readiness for change. Research limitations/implications The present study highlights the importance of leadership competencies and quality of work that healthcare policymakers identify for the success of organizational change efforts. Practical implications Healthcare policymakers, including directors of nursing, should focus on applications that increase leadership competencies and overall satisfaction of the nurse managers to support the changes in hospitals and supporting learning organization. Hence, they should establish policies that decrease the possible negative impact of planned change efforts. Originality/value Competent nurse managers enhance their readiness for change, which in turn helps nurses in constructive change processes. A leadership guidance program should be set for nurse managers. This study has important implications for hospital administrators and directors of nursing.

Being with Anti-Racism Organizational Change Efforts: Using a Process-Oriented Approach to Facilitate Transformation

2021 ◽  
Vol 62 (1) ◽  
pp. 130-133
Author(s):  
Sherry K. Watt ◽  
Duhita Mahatmya ◽  
William Coghill-Behrends ◽  
Daniel L. Clay ◽  
Amanda Haertling Thein ◽  
...  
Keyword(s):  
Organizational Change ◽  
Process Oriented ◽  
Oriented Approach ◽  
Change Efforts

scholarly journals The effect of change leadership on employee attitudinal support for planned organizational change

2021 ◽  
Vol 34 (2) ◽  
pp. 403-415
Author(s):  
Gechinti Bede Onyeneke ◽  
Tomokazu Abe
Keyword(s):  
Organizational Change ◽  
Behavioral Intentions ◽  
Cognitive Appraisal ◽  
Leadership Behaviors ◽  
Change Leadership ◽  
Planned Change ◽  
Equation Modeling ◽  
Content Type ◽  
Change Leadership Behaviors ◽  
Change Efforts

Purpose The purpose of this paper is to examine how change leadership activities help bring about employee support for planned organizational change.Design/methodology/approachUsing a non-experimental quantitative research design, and a self-administered Likert-type questionnaire survey, the study sourced data from employees in an organization undergoing significant change. Data analysis was by structural equation modeling (SEM).FindingsChange leadership behaviors bearing on; visioning, communication, participation, support and concern for change participants' interests were found to be of significant importance in ensuring employee buy-in and support for planned change efforts. Although change leadership had no direct effect on employees' behavioral intentions to support change, it was strongly related to employee cognitive appraisal of change. The relationship between change leadership and employee behavioral intentions to support planned change was serially mediated by employee cognitive appraisal and emotional response toward the planned change event.Practical implicationsIn appraising planned organizational change efforts, managers tend to focus on employee behaviors toward the change instead of conditions that drive such behaviors. This study underscores the need to focus on employee attitudes as precursors to desired behavior toward change.Originality/valuePrior research suggests that change leadership behaviors affect employee attitudinal reactions to change but yet lacked empirical validation. By applying a multidimensional approach to attitude and investigating its hierarchy of effects, this study enhanced our accuracy in explaining the influence change leadership has on employee attitudinal support for change.

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