scholarly journals Organizational Culture Key Role in a Successful Change Management Process

2020 ◽  
pp. 131-142
Author(s):  
Dragan Covic ◽  
Igor Planinic
Keyword(s):  
Organizational Culture ◽  
Change Management ◽  
Management Process ◽  
Successful Change

scholarly journals Exploring the business of urology: Change management

2017 ◽  
Vol 11 (6) ◽  
pp. 163
Author(s):  
J. Stuart Oake ◽  
Timothy O. Davies ◽  
Anne-Marie Houle ◽  
Darren Beiko
Keyword(s):  
Change Management ◽  
Core Values ◽  
Social Value ◽  
Management Process ◽  
Management Options ◽  
The Core ◽  
Level Of Understanding ◽  
External Forces ◽  
Successful Change

Change is inevitable. All organizations need to change to maintain relevance and to successfully adapt to varying external forces. Change is a challenge for those involved in it. It is the antithesis of consistency and at its core requires a shift in behaviour that is reflexic and instinctual. The authors of this paper would suggest that given the nature of healthcare, its evolving research, its social value/importance, and its cost, that no other profession is more subject to change than medicine. Change is necessary, inevitable, and difficult. A solid understanding of change and its management process is a prerequisite for professional survival. Preparation, conviction, purpose, and clarity are the core values of change. Physicians, more than any other profession, have been driven to and exposed to change. Physicians are in a position to distill its process to a level of understanding that would serve as a model for others to follow. The goals of this paper are to outline the rationale of change, as well as to review change management options and strategies to increase successful change.

scholarly journals Leading the Change with Six Images of a Change Leader

2018 ◽  
Vol 2 (2) ◽  
pp. 18-23
Author(s):  
Mojibola Bamidele-Sadiq
Keyword(s):  
Change Management ◽  
Effective Leadership ◽  
Transformational Change ◽  
Management Process ◽  
Continuous Norm ◽  
Left Behind ◽  
Effective Leaders ◽  
Change Leader ◽  
The World ◽  
Successful Change

Change is constant, and it is a continuous norm. It has even been said that, “to refuse to change is to be left behind” (anonymous). While difficult, this is still something that both individuals and organizations must cope with. The world is constantly changing, which explains why individuals and organizations that are open to change continue to survive. Many researchers have argued that an organization may only achieve a successful change when there is effective leadership. Effective leaders are those who understand when to change and how much to change. The purpose of this paper is to reiterate the importance of leadership in implementing a successful and transformational change in an organization. It will further explore a body of literature that supports and identifies roles leaders take on in the change management process.

Dancing in the storm: finessing emergency remote teaching in the COVID-19 pandemic

2021 ◽  
Vol 11 (4) ◽  
pp. 1-21
Author(s):  
Louise Whittaker ◽  
Hayley Pearson
Keyword(s):  
Change Management ◽  
Learning Outcomes ◽  
Business School ◽  
Learning Experience ◽  
Theoretical Models ◽  
Management Process ◽  
School Students ◽  
Content Type ◽  
General Managers ◽  
Academic Level

Case overview The Gordon Institute of Business Science (GIBS), a South African based business school and one of the top ranked business schools in Africa, was yet again facing a crisis during the COVID-19 pandemic. Having emerged out of an extraordinary year of strict lockdown regulations and having managed a rapid shift to emergency remote teaching. GIBS had managed to maintain its academic programmes, ensuring the completion of the curriculum within the academic year whilst maintaining the exceptionally high standards and quality learning experience it was known for. As 2020 drew to a close, the academic programmes team and the students looked forward to starting the new year in a more “normal” mode of operation. GIBS closed for Christmas holiday with the intent on returning, in early 2021, in some form of face-to-face teaching. However, on the 27th of December 2020, the President of South Africa announced a return to level-3 lockdown as the second wave of infections swept through the country. Strict measures were once again enforced, significantly impacting GIBS’ possible return to campus in January 2021. Reflecting on the lessons learnt over the past year, the Executive Director: Academic Programmes, Professor Louise Whittaker, yet again faced the challenge of deciding how best to proceed given the circumstances. The case illustrates the need for effective change management through the application of Kotter’s 8 steps to transformation, whilst demonstrating the complexity of change management during a crisis. A particular focus on the importance of communication during a change management process in a crisis is illustrated through this case. Expected learning outcomes The learning outcomes are as follows: students need to understand that in a crisis, change management will be emergent and requires flexibility and adaptability; students will determine what concrete actions may be required during a change management process in a crisis; students will need to discern that theoretical models do not necessarily fit real world contexts, particularly in a crisis situation; and students will identify aspects that might be missing or inadequately formulated in standard models of change management. Complexity academic level The case is positioned at a post-graduate level and would be ideal as a teaching case for business school students on a Master of Business Administration programme, a specialised business masters programme or selected executive education programmes for general managers or senior executives. The case can be taught in a course in the following fields, namely, change management, leadership or strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

scholarly journals Facilitative Project Management: Constructing A Model For Integrated Change Implementation By Utilizing Case Studies

2003 ◽  
Vol 2 (1) ◽  
Author(s):  
Veronica Hodgson ◽  
J. Zaaiman
Keyword(s):  
South Africa ◽  
Change Management ◽  
Case Studies ◽  
Business Environment ◽  
Change Implementation ◽  
Management Theory ◽  
Change Initiatives ◽  
The People ◽  
The World ◽  
Successful Change

Change management theory is extensive, and organisations constantly adapt to and embrace change. In post-apartheid South Africa we are building a racially integrated business environment and society, and leverage its competitive re-entry into the world business arena. Research to date has found that the majority of change initiatives fail due to resistance caused by poor conceptualisation and planning, and the lack of proper integration of the people and business dimensions of change. The model to implement a successful change program will be designed using a combination of readily available skills and techniques. Its development and testing will take place within the context of three case studies. OpsommingDie teorie van veranderingsbestuur is omvattend. Organisasies moet op konstante wyse daarby aanpas en dit integreer. In Post-Apartheid Suid-Afrika bou ons tans ’n ras geïntegreerde besigheidsomgewing en gemeenskap, en benut dit maksimaal in ons toetrede tot die mededingende wêreld besigheidsarena. Huidige navorsing het bevind dat die meeste veranderingsinitiatiewe faal weens weerstand teen verandering wat deur swak konseptualisering en beplanning, en ’n gebrek aan behoorlike integrering van mense en die besigheidsdimensies van verandering veroorsaak is. Die model om ’n suksesvolle veranderingsprogram te implementeer, sal ontwerp word met geredelik beskikbare vaardighede en tegnieke. Die ontwikkeling en toetsing sal binne die konteks van drie gevallestudies plaasvind.

Global Electronics, Inc.: ABC Implementation and the Change Management Process

2003 ◽  
Vol 18 (1) ◽  
pp. 49-69 ◽  
Author(s):  
Peter C. Brewer ◽  
Paul E. Juras ◽  
E. Richard Brownlee
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Success Factors ◽  
Knowledge Management System ◽  
Management Process ◽  
Stage Model ◽  
Activity Based Costing ◽  
Managerial Accounting ◽  
Formal Presentation

Descriptions of activity-based-costing (ABC) systems have become a standard part of managerial accounting texts. While ABC implementation issues are the focus of a number of articles, these issues are often not addressed in a typical textbook. This case is designed to familiarize you with the behavioral and technical variables that can aid or impede successful ABC implementation. Anderson's (1995) factor-stage model provides a template to organize the discussion of ABC success factors. In this case, you will be cast in the role of a business consultant. You are asked to synthesize the case study's key “change management” insights into a report that could be shared with co-workers in an intranetbased knowledge management system. In addition, you may be expected to prepare a formal presentation of the report for your peers.

The Role of HR Strategies in Change

2016 ◽  
pp. 206-228
Author(s):  
Ashish Malik
Keyword(s):  
Change Management ◽  
Theory And Practice ◽  
Future Research ◽  
It Industry ◽  
Hrm Practices ◽  
Successful Case ◽  
Research Propositions ◽  
Successful Change ◽  
The Relationship

This chapter reviews the commonly understood tasks of change and the role an organisation's human resource management (HRM) function plays in designing and implementing effective change management. Highlighting the key HRM practices, this chapter outlines the relationship between various HR strategies for managing change. This chapter develops a framework of key HRM practices that underpin the commonly understood tasks of successful change management. Drawing upon examples of successful case studies and the author's research on the dynamic and changing high-technology information technology (IT) industry in India, this chapter provides examples of linking strategy, HRM practices and change, thus developing a framework and identifying implications for theory and practice. The chapter also identifies several future research propositions linking the HRM and change management literatures.

Organizational culture now and going forward

2019 ◽  
Vol 32 (6) ◽  
pp. 650-668
Author(s):  
Pyounggu Baek ◽  
Jihyun Chang ◽  
Taesung Kim
Keyword(s):  
Organizational Culture ◽  
North America ◽  
Change Management ◽  
Design Methodology ◽  
Research Community ◽  
Content Type ◽  
Individual Level ◽  
Organization Level ◽  
The Individual ◽  
Modern Perspective

Purpose The purpose of this paper is to examine the fundamental premises (i.e. perspectives on organizations and intrinsic research contributions) embodied in the literature on organizational culture and offer insights into where organizational culture research should be headed now and going forward. Design/methodology/approach This research provides an integrative review of organizational culture research and investigates commonalities and differences in terms of the fundamental premises between North America and Europe. Findings The findings include that the modern perspective was most pervasive (87 percent) in both regions, with Europe slightly more open to varied perspectives such as symbolic and postmodern ones; approximately 70 percent of the studies were geared toward organization-level contributions, less than 10 percent toward individual-level contributions, and less than 20 percent toward mega-level contributions as the underlying research intent; and (c) in terms of the perspective-contribution combination, the pair of modern perspective and organization-level contribution was most dominant in both regions, while the individual-level contribution was paired with no other perspectives than the modern one. Research limitations/implications This research suggests that the research community shape a whole new discourse on organizational culture and recommends several promising research avenues. Originality/value By engaging in fundamental discussions on how an organization has been perceived and what purpose it has meant to deliver, this research offers an overarching view of where we stand currently and possibly where we should be heading in terms of organizational change management.

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