scholarly journals LINGKUNGAN DAN MANAJEMEN PERUBAHAN DALAM ORGANISASI

2019 ◽  
Vol 8 (1) ◽  
pp. 816-834
Author(s):  
SYAMSURIADI Syamsuriadi
Keyword(s):  
Change Management ◽  
Open System ◽  
Change Process ◽  
Planned Change ◽  
Adverse Impact ◽  
Organizational Environment ◽  
Process Of Change ◽  
Management Of Change ◽  
Managing Change ◽  
Modern Era

Abstract. Every organization in this modern era experiences challenges of change due to the uncertainty of the organization's environment. In the view of an open system, the organizational environment is described as everything that is around the organization that may influence and be influenced by the organization. Organizations cannot live without the environment, because both are inseparable entities. Thus changes in the environment must be followed by appropriate adjustment steps by the organization in order to maintain its effectiveness. One way to make adjustments appropriately is it requires management with planned management of change. A planned change process will be able to minimize the risks that will be caused. Whereas the unplanned process of change will have an adverse impact on the life of the organization. Therefore, in managing change it is necessary to apply various approaches, and change management models, so that organizations are able to lead strategic changes.

Change Management in Collaboration

2010 ◽  
pp. 239-249
Author(s):  
Bhuvan Unhelkar ◽  
Abbass Ghanbary ◽  
Houman Younessi
Keyword(s):  
Change Management ◽  
Change Process ◽  
Senior Management ◽  
Organizational Boundaries ◽  
Management Of Change ◽  
Managing Change ◽  
Technological Level ◽  
To Come ◽  
Electronic Channels

This chapter discusses the importance, relevance and the activities related to managing change in a business as it undergoes transformation to a collaborative business. One of the most significant changes that needs to take place when collaborative business is undertaken is the redefinition of traditional organizational boundaries. Senior management of the organization must understand the upcoming change process and totally support the change that follows the effort to collaborate through electronic channels. Collaborative business, especially through the use of a collaborative webbased system, will find that other participating businesses are able to come ‘inside’ the organization in order to offer as well as consume services. While this initially happens in the electronic domain, large, service-based organizations that depend on their far-flung collaborative partners will also discover that the management of change is not just at a technological level but also at a socio-cultural level.

The Assignment of Starting Points within Management of Change

2016 ◽  
Vol 17 (4) ◽  
pp. 0-0
Author(s):  
Andrea Sujová ◽  
Katarína Marcineková
Keyword(s):  
Change Management ◽  
Process Of Change ◽  
Management Of Change ◽  
Input Information ◽  
Factors Influencing

Among basic factors influencing the success of implemented changes in the enterprise, the starting points of the change assigned correctly belong. The paper is focused on the first phase in the process of change management – assignment of change´s starting points. The aim of the paper is to present the methodology by analysis of the initial situation of an enterprise by purpose to implement changes. The result of the analysis is providing correct input information for elaboration of the change´s project.

Analysis of Different Change Types in the Management Process of an Organisation

2019 ◽  
Vol 34 ◽  
pp. 326-332
Author(s):  
Cristina Petronela Simion ◽  
Mirona Ana Maria Popescu ◽  
Olga Maria Cristina Bucovețchi
Keyword(s):  
Change Management ◽  
Change Process ◽  
Management Process ◽  
Process Of Change ◽  
Continuous Innovation ◽  
Operational Level ◽  
Development Change ◽  
Different Types ◽  
Transition Change ◽  
The Way

It is recognized that Change Management is a necessity in the current environment characterized by competitiveness and the desire for continuous innovation [3]. In order to answer these questions, the work begins with a secondary research of the different types of organizational change: change as development, change as transition, change as transformation, and then, by analyzing their particular characteristics, the risks associated with the process of change are identified the possible causes of possible implementation difficulties. Research results show that changing as a transition rarely involves adapting processes, existing tools, but rather replacing them with completely new ones (mergers, assignments, IT & C revolutions, etc.). One of the conclusions of this paper is that the success of a changing company depends not only on the way in which it is carried out, but also on the way it is maintained at the operational level during the change, so a complex management structure is needed. ensure the functionality of the company and supervise the change process.

Organizational Change Management in Mental Health

2005 ◽  
Vol 13 (2) ◽  
pp. 120-123 ◽  
Author(s):  
Tom Callaly ◽  
Dinesh Arya
Keyword(s):  
Mental Health ◽  
Health Care ◽  
Change Management ◽  
Mental Health Care ◽  
Change Process ◽  
Medical Staff ◽  
Process Change ◽  
Careful Planning ◽  
Process Of Change ◽  
Clinical Systems

Objective: To discuss change management as applicable to mental health. Conclusions: As mental health care grows increasingly complex, and the network of accountability widens, change is both inevitable and necessary. Strategies to introduce change effectively are essential. Resistance by medical staff to change often has a sound basis and must be acknowledged and explored. Change in clinical systems and practice is facilitated by careful planning and preparation, and by engaging clinicians in all phases of the change process; change will fail if this is not achieved. A number of management models facilitate the understanding and process of change.

scholarly journals Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management

2020 ◽  
Author(s):  
Stephen Cummings ◽  
Todd Bridgman ◽  
KG Brown
Keyword(s):  
Change Management ◽  
Change Process ◽  
Change Theory ◽  
Theory And Practice ◽  
Human Relations ◽  
Managing Change

© 2015, © The Author(s) 2015. Kurt Lewin’s ‘changing as three steps’ (unfreezing → changing → refreezing) is regarded by many as the classic or fundamental approach to managing change. Lewin has been criticized by scholars for over-simplifying the change process and has been defended by others against such charges. However, what has remained unquestioned is the model’s foundational significance. It is sometimes traced (if it is traced at all) to the first article ever published in Human Relations. Based on a comparison of what Lewin wrote about changing as three steps with how this is presented in later works, we argue that he never developed such a model and it took form after his death. We investigate how and why ‘changing as three steps’ came to be understood as the foundation of the fledgling subfield of change management and to influence change theory and practice to this day, and how questioning this supposed foundation can encourage innovation.

scholarly journals Analysis of the Main Coal Mining Restructuring Policy Objectives in the Light of Polish Mining Companies’ Ability to Change

Energies ◽  
2020 ◽  
Vol 13 (12) ◽  
pp. 3281
Author(s):  
Aurelia Rybak ◽  
Aleksandra Rybak
Keyword(s):  
Change Management ◽  
Change Process ◽  
Mining Industry ◽  
Cost Effective ◽  
Process Of Change ◽  
Low Level ◽  
Adequate Knowledge ◽  
Policy Objectives ◽  
A Company

This article presents the results from research performed on the implementation of restructuring policies of Polish mining enterprises. The study sought to verify whether the changes planned in Poland since the 1990s have been successfully introduced. The main objective of the restructuring of the Polish mining industry was to transform it into a profitable, cost-effective sector, which would be able to survive in a competitive market. The study also allowed the determination of a ratio giving a clear and synthetic outcome—called the indicator of the ability to change (WZZ). This indicator included criteria for assessing the efficiency of a company during the process of change, the fundamental errors committed during the change process, and the reasons for a low level of ability to change. The WZZ indicator achieved only an average level of 30%. The main errors committed during the change process are the mining enterprises’ lack of experience in change management and a lack of executive conviction about the need not only for proper management of the process of change, but also for change in general. The problem is also a lack of adequate knowledge, competence in the field of change management, and communication with employees. Low level of ability to change is caused by the inflexible organizational structure, the organizational culture, a lack of motivation, and the limited flexibility of the human factor.

A Change Management Framework for E-Business Solutions

2011 ◽  
pp. 54-69 ◽  
Author(s):  
Sushil K. Sharma
Keyword(s):  
Change Management ◽  
Transaction Costs ◽  
Competitive Advantage ◽  
Value Creation ◽  
Change Process ◽  
Change Agents ◽  
Management Framework ◽  
Managing Change

Over the last decade, a significant number of companies have implemented e-business solutions because an investment in e-business technologies provides the promise of a competitive advantage through lower transaction costs and the integration of processes. Many of these companies have experienced failures, a few have closed down, and only a few have succeeded in achieving the objectives. Studies undertaken to examine the reasons for these failures have highlighted that most of these companies could not handle change. One of the major challenges with the implementation of e-business solutions is managing change. A successful e-transformation represents the greatest value-creation potential for any company. In this chapter, I present a change management framework that suggests how firms can manage their transition to e-business and prepare them for e-transformation. The change management framework may provide managers or change agents with structured and measurable implementation tools, techniques and approaches for managing and evaluating the change process.

scholarly journals Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management

2020 ◽  
Author(s):  
Stephen Cummings ◽  
Todd Bridgman ◽  
KG Brown
Keyword(s):  
Change Management ◽  
Change Process ◽  
Change Theory ◽  
Theory And Practice ◽  
Human Relations ◽  
Managing Change

© 2015, © The Author(s) 2015. Kurt Lewin’s ‘changing as three steps’ (unfreezing → changing → refreezing) is regarded by many as the classic or fundamental approach to managing change. Lewin has been criticized by scholars for over-simplifying the change process and has been defended by others against such charges. However, what has remained unquestioned is the model’s foundational significance. It is sometimes traced (if it is traced at all) to the first article ever published in Human Relations. Based on a comparison of what Lewin wrote about changing as three steps with how this is presented in later works, we argue that he never developed such a model and it took form after his death. We investigate how and why ‘changing as three steps’ came to be understood as the foundation of the fledgling subfield of change management and to influence change theory and practice to this day, and how questioning this supposed foundation can encourage innovation.

Understanding the Importance of Community Practice for Christian Social Workers

2020 ◽  
Vol 47 (3) ◽  
pp. 6-15
Author(s):  
Kevin J. Brown ◽  
Gaynor Yancey
Keyword(s):  
Social Workers ◽  
Change Process ◽  
Sense Of Belonging ◽  
Planned Change ◽  
Community Practice ◽  
Work Skills ◽  
Christian Church ◽  
Early Christian ◽  
Book Of Acts ◽  
Acts 2

The start of the early Christian church is recounted in the book of Acts.  In Acts 2 (NKJV) shares that after the outpouring of the Spirit of God, over 3,000 believers gather themselves together, where they “held everything in common, shared their resources, and that each person’s needs were met (Acts 2:42, The Message). The following article takes a bird’s eye view that assists us, as social workers, in understanding the importance of community practice. Community calls us to a sense of belonging and inclusion with a group of people.  Community also calls us to consider again our shared values and resources.  This article grounds us in the Biblical narrative, moves to our social work skills and knowledge base, and then concludes with thoughts that encourage us to address the “wicked problems” by being disruptive forces in the planned change process which is at the heart of community practice.

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